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HomeMy WebLinkAboutMay 6, 2024 Executive Committee Meeting Agenda May 6, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Cook For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Members of the public may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting. Page 1. Call to Order/Roll Call 2. Disclosure of Interest 3. Delegations Members of the public looking to provide a verbal delegation to Members of the Executive Committee may do so either in person or through a virtual connection into the meeting. For more information, and to register as a delegate, visit www.pickering.ca/delegation, and complete the on-line delegation form or email clerks@pickering.ca. The list of delegates who have registered to speak will be called upon one by one by the Chair in the order in which they have registered. Delegates are allotted a maximum of 5 minutes to make their delegation. Please be advised that your name will appear in the public record and will be posted on the City’s website as part of the meeting minutes. 3.1 Ansonett Palmer, Member, Cultural Advisory Committee (In Person) Jessica Elliott, Member, Cultural Advisory Committee (In Person) Re: Report CS 09-24 Community Visitor Plan 4. Matters for Consideration 4.1 Director, Community Services, Report CS 09-24 1 Community Visitor Plan Consultant Delegation: Lisa John-Mackenzie, Industry Relations Manager, Durham, Central Counties Tourism (In Person) Recommendation: Executive Committee Meeting Agenda May 6, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Cook For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 1. That Council endorse the Community Visitor Plan, as set out in Attachment 1; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.2 Director, Human Resources, Report HUR 01-24 81 Equity, Diversity and Inclusion Strategy Staff/Consultant Delegation: Jennifer Eddy, Director, Human Resources, City of Pickering (In Person) Pina Pejovic, Managing Partner, Toronto, Goss Gilroy Management Consultants (Virtual) Jaclyn SanAntonio, Senior Advisor, Diversity, Equity, and Inclusion (In Person) Recommendation: 1. That Council endorse the 2024-2034 Equity, Diversity and Inclusion Strategy, as set out in Attachment 1; 2. That staff be directed to develop and implement an annual work plan in accordance with the timelines set out in the EDI Strategy which shall incorporate the key areas of focus and associated action items set out in the Strategy, with those actions being reflected in the annual current and capital budgets of the City on an ongoing basis; and, 3. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this Report. 4.3 Director, Community Services, Report CS 08-24 156 City Property Naming - Submission to name the Turf Field at Kinsmen Park as Jayde Riviere Field Recommendation: Executive Committee Meeting Agenda May 6, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Cook For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 1. That Report CS-24 regarding the submission to name the turf field at Kinsmen Park as Jayde Riviere Field be received; 2. That Council approve naming the turf field at Kinsmen Park as Jayde Riviere Field; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.4 Director, Community Services, Report CS 10-24 164 Recommendation for Improved Lighting Around Municipal Facilities - Accessibility Advisory Committee Recommendation: 1. That Report CS 10-24 regarding Accessibility Advisory Committee Recommendations for improved lighting around Municipal Facilities be received; 2. That the Mayor be requested to include funding in the amount of $36,000 in the City’s 2025 Current Budget to enable staff to undertake an exterior lighting study of Civic Centre and Community Facilities; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.5 Director, Community Services, Report CS 11-24 176 Community Safety & Well-Being Plan Recommendation: 1. That the Community Safety & Well-Being Plan, as set out in Attachment 1, be endorsed; and, 2. That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report. 4.6 Director, Community Services, Report CS 12-24 246 Gingerbread Nursery Licence Agreement Executive Committee Meeting Agenda May 6, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Cook For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca - Licence Agreement Renewal Recommendation: 1. That the Mayor and City Clerk be authorized to execute a Licence Renewal Agreement with Gingerbread Co-operative Nursery School (Pickering) Inc. as set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, Community Services and the Director, Corporate Services & City Solicitor; and, 2. That the appropriate City officials be authorized to take the necessary actions as indicated in this report. 4.7 Director, Engineering Services, Report ENG 06-24 255 Rouge Stormwater Management Pond Sediment Cleanout - Request for Tender No. T2024-1 Recommendation: 1. That Request for Tender No. T2024-1 for Rouge Stormwater Management Pond Sediment Cleanout as submitted by Cardan Demolition & Excavation Inc. in the total tendered amount of $521,898.13 (HST included) be accepted; 2. That Council approve the hiring of T.Y.Lin International Canada Inc. as a consultant, in the amount of $75,650.00 (HST excluded) to undertake contract administration and construction supervision of Request for Tender No. T2024-1 for Rouge Stormwater Management Pond Sediment Cleanout in accordance with Purchasing Policy 10.03 (c), as the assignment is above $50,000.00; 3. That the total gross project cost of $670,011.00 (HST included), including the tendered amount, consulting cost, a contingency and other associated costs, and the total net project cost of $603,366.00 (net of HST rebate) be approved; 4. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $603,366.00 as approved in the 2023 Executive Committee Meeting Agenda May 6, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Cook For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Capital Budget to be funded by a transfer from the SWM Reserve Fund; and, 5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.8 Director, Engineering Services, Report ENG 07-24 260 Proposed All-way Stop - Sandy Beach Road and Parkham Crescent Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “6” and Schedule “7” to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering, specifically to address the proposed installation of an all-way stop control at the intersection of Sandy Beach Road and Parkham Crescent; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.9 Director, Operations, Report OPS 04-24 266 Supply & Delivery of Various 4 and 5 Ton Dump Trucks - Quotation No. RFQQ2024-4A Recommendation: 1. That Quotation No. RFQQ2024-4A as submitted by Viking Cives Ltd. in the amount of $1,254,900.00 (HST excluded) be accepted; 2. That the total gross project cost of $1,418,037.00 (HST included), and that the total net project cost of $1,276,986.00 (net of HST rebate) be approved; 3. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $1,276,986.00 as approved for in the 2024 Capital Budget as follows: Executive Committee Meeting Agenda May 6, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Cook For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca a) The sum of $424,339.00 be revised from a 5-Year DC Debt to a 5-Year Internal Loan; b) The sum of $852,647.00 to be funded from the Vehicle Replacement Reserve; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.10 Director, Operations, Report OPS 05-24 270 Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village Recommendation: 1. That RFP2023-11 for Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village submitted by Barry Bryan Associates in the amount of $271,200.00 (HST included) be accepted; 2. That the total gross project cost of $336,740.00 (HST included), including the amount of the proposal, contingency and other associated costs, and the total net project cost of $303,245.00 (net of HST rebate), be approved; 3. That the Director, Finance & Treasurer be authorized to finance the net project cost of $303,245.00 as approved in the 2018 and 2021 to 2024 Capital Budgets as follows: a) The sum of $90,000.00 to be funded from Property Taxes; b) The sum of $160,000.00 to be funded by a transfer from the Minor Building Replacement Reserve; c) The sum of $53,245.00 to be funded by a transfer from the Rate Stabilization Reserve; and, Executive Committee Meeting Agenda May 6, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Cook For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 4. That the appropriate City of Pickering officials be authorized to take the necessary action to give effect hereto. 4.11 Director, City Development & CBO, Report PLN 11-24 275 Application for Exceptions to Street Naming Policy ADM 220 - Naming of a private street for the Porsche Experience Centre development Recommendation: 1. That the application from Pickering Developments Inc. to use of the name “Experience” and the suffix (street type) “Drive”, for the new private street to the proposed Porsche Experience Centre development, be approved; and, 2. That the application from Pickering Developments Inc. to add “Porsche” and “Carrera” to the City of Pickering’s Street Name Reserve List, be denied. 4.12 Director, City Development & CBO, Report SUS 05-24 280 Enbridge Data Usage Licence Recommendation: 1. That the Mayor and City Clerk be authorized to execute a Data Usage Licence with Enbridge Gas Inc. as set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, Corporate Services & City Solicitor, and/or Chief Administrative Officer; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 5. Member Updates on Committees 6. Other Business 7. Adjournment Report to Executive Committee Report Number: CS 09-24 Date: May 6, 2024 From: Laura Gibbs Director, Community Services Subject: Community Visitor Plan -File: A-1440-001 Recommendation: 1.That Council endorse the Community Visitor Plan, as set out in Attachment 1; and 2.That the appropriate officials of the City of Pickering be authorized to take the necessaryactions as indicated in this report. Executive Summary: The purpose of this report is to seek Council’s endorsement of the Community Visitor Plan. The Community Visitor Plan is the first tourism plan for the City of Pickering. It will serve as a guide to city staff, local business, tourism attractions and regional partners in welcoming visitors to Pickering and offering them an opportunity to enjoy all our city has to offer. The Community Visitor Plan was developed in partnership with Central Counties Tourism and supported by Durham Tourism. Pickering will become the eighth municipality to develop and implement a Tourism Plan in the Region. The Community Visitor Plan (Attachment 1) is a four-year plan (2024 – 2027) that includes five core objectives: Enhance, Welcome, Develop, Distinguish, and Support; and includes 45 action items. The Community Visitor Plan was developed by a Tourism Steering Committee, led by Central Counties Tourism. The Committee included representatives from local businesses, attractions, residents, and city staff, and addressed the challenges and opportunities for visitor readiness across five key categories: attractions, businesses, infrastructure, customer service, and marketing/promotion. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities: Champion Economic Leadership and Innovation; Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Advance Innovation & Responsible Planning to Support a Connected, Well-serviced community; and Strengthen Existing & Build New Partnerships. Financial Implications: Future budgetary implications to support the implementation of the Community Visitor Plan will be considered through subsequent budget submissions. - 1 - CS 09-24 May 6, 2024 Subject: Community Visitor Plan Page 2 Discussion: The purpose of this report is to seek Council’s endorsement of the Community Visitor Plan. 1. The Community Visitor Plan Vision The vision of the Community Visitor Plan, as developed by the Tourism Steering Committee is that 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. 2. Pickering’s Visitor Economy is Growing In 2022, tourists contributed $3 billion dollars across the Central Counties (York, Durham, and Headwaters regions), with 13 million overnight visits (Central Counties Tourism, 2023). Pickering will see an increase in visitation as development projects, attractions, and new businesses open, drawing more visitors to Pickering – some for the first time. In 2022, the City Centre area welcomed over 340,000 visitors, while the Bay, along the Waterfront Trail, Beachfront and Alex Robertson Park had over 100,000 visitors (Central Counties Tourism, geo-fence data, 2023). Assisting and nurturing local businesses and tourist industry attractions in welcoming these visitors will showcase Pickering as a tourist destination for future tourism opportunities. 3. Development of the Plan Staff from Community Services and Economic Development Departments met with Central Counties Tourism and Durham Tourism to review Tourism Plans from Durham Region municipalities and plan the process. Pickering’s Visitor Plan was facilitated by Central Counties Tourism and the cost associated with development of the plan were paid for by Durham Tourism. Staff formed an internal working group with participants from Community Services, Economic Development, Parks, Engineering, Bylaw Services, and Public Affairs & Corporate Communications that met and contributed throughout the development of the plan. Staf f, with the support of Central Counties Tourism, identified attractions, tourism providers, and tourism agency representatives to participate in the Tourism Steering Committee. Central Counties Tourism led four facilities workshop sessions with the Steering Committee over six months in 2023. The four facilitated sessions were interactive with clear objectives to support the development of the plan. Session One: The Steering Committee 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 Steering Committee ranked the tourism assets and reviewed the current visitor landscape in Pickering including: attractions, businesses, infrastructure, customer service, and marketing/promotion. - 2 - CS 09-24 May 6, 2024 Subject: Community Visitor Plan Page 3 Session Three: The Steering Committee 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 survey. Session Four: Finally, the Steering Committee aligned the final vision for success and the objectives, goals and actions items for the Pickering Community Visitor Plan. In 2024, the draft Community Visitor Plan was reviewed and discussed by the internal staff working group, Cultural Advisory Committee, Waterfront Visionary Advisory Committee, and Accessibility Advisory Committee. Staff from all City Departments were also invited to provide comments on the Community Visitor Plan through two workshops held in Spring, 2024. D. Community Consultation Staff led community consultation to inform the development of this Plan. As Central Counties Tourism and Durham Tourism provided recent and relevant data on visitation trends in Durham Region, including hotel stays and economic impact, City staff focused community consultation on resident sentiments on visitation to Pickering. The survey was available from June 1 to September 6, 2023, and 85% of respondents were Pickering residents. The survey was available on LetsTalkPickering and was advertised through social media, a news release, eNewsletters, postcard distribution at events, and digital signage. Staff also facilitated the survey at community events throughout the summer. The survey includes contributions from 429 households. Community Consultation resulted in the following findings: • Pickering’s Waterfront is considered our most popular tourist destination, followed by parks and trails. • Pickering’s Waterfront, events and shopping are the most likely reasons for people to visit Pickering. • Parking was cited as the biggest perceived barrier to tourism in Pickering. Survey results are included in the Community Visitor Plan in Appendix VII. E. Core Components of the Plan The work of the Tourism 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 assigned to City departments. This plan will have Pickering joining neighbouring municipalities, regional, and federal partners supporting the importance of visitor economy. City Staff are seeking endorsement of the Community Visitor Plan and authorization for staff to take the necessary actions. - 3 - CS 09-24 May 6, 2024 Subject: Community Visitor Plan Page 4 Attachment: 1. Community Visitor Plan Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Krystal Roberts Laura Gibbs MBA, MSc. Manager, Cultural Services Director, Community Services Approved/Endorsed By: Original Signed By Fiaz Jadoon. Director, Economic Development & Strategic Projects LG:kr Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 4 - Attachment 1 to Report CS 09-24 COMMUNITY VISITOR PLAN 2024 – 2027 - 5 - 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. 2 - 6 - Foreword A Message from Mayor Kevin Ashe Pickering's central location in the GTA and wealth of attractions strengthens our burgeoning reputation as an exciting and vibrant tourism destination. With our 2024-2027 Community Visitor Plan, we're not just opening our doors; we're rolling out the red carpet for visitors from near and far. This plan isn't just a roadmap; it's a commitment to enhancing, welcoming, developing, distinguishing, and supporting every aspect of our dynamic community. Together, we're shaping Pickering into a premier destination that captures hearts and creates lasting memories for all that visit here. Kevin Ashe, Mayor, City of Pickering 3 - 7 - Foreword 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 4 - 8 - Contents Executive Summary 7 Vision and Mission 10 Introduction 11 The Planning Process 12 Tourism in Pickering 13 The Plan – Objectives and Goals 16 The Plan – Action Items 18 Objective One: Enhance 18 Objective Two: Welcome 20 Objective Three: Develop 21 Objective Four: Distinguish 24 Objective Five: Support 26 Acknowledgements 30 Glossary 31 Resources 33 Appendix 34 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 5 - 9 - Frenchman's Bay 6 - 10 - 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, Beachfront Park, Beachpoint Promenade & Alex Robertson Park, 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, summer concerts in Millennium 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, a state-of-the-art concert theatre, 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 (PTC), a destination shopping mall. The PTC, along with the waterfront, and northern Pickering, make up the majority of the city’s main attractions. 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. Pickering Heritage & Community Centre, located on the site of the Pickering Museum Village, anticipated to launch in 2026. 7 - 11 - 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. 8 - 12 - Pickering Museum Village Log Barn 9 - 13 - 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 10 - 14 - 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 11 - 15 - 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 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. 12 - 16 - 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 Millennium 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 Pickering Heritage & Community Centre, waterfront enhancements, and further development of the Durham Live Entertainment District (new Porsche Experience Centre). 13 - 17 - Visitation Geo-fencing research was completed for 2022 for the areas of Pickering Waterfront East, West, and the City Centre. The research showed within these areas there were over 450k visits, which contributed to an estimated annual 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). 14 - 18 - Pickering Museum Village Blacksmith Shop 15 - 19 - 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 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. 16 - 20 - 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 17 - 21 - The Plan - Action Items OBJECTIVE ONE: ENHANCE Develop new products / experiences to attract more visitors with more reasons to visit and come back. TIMING RESOURCES COST* $ low, $$ mid, $$$ high DEPARTMENT RESPONSIBLE ACTION - - - 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 & 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 & 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 & Strategic Projects & Community Services (*Estimated Cost $-low=Under $10,000, $$-mid=$10,000 to $50,000, $$$-high=Over $50,000) 18 - 22 - 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 & 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 $$ Lead: Economic Development & Strategic Projects & Office of the CAO 1.2.4. Develop and/or partner to create infrastructure to support shoulder season experiences e.g outdoor skating & event spaces. 2024- 2027 City of Pickering $$$ 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 $$ Lead: Economic Development & Strategic Projects Community Services & Operations 1.3.2. Invite more visiting school groups from neighbouring schoolboards to existing attractions e.g. Pickering Museum Village, and Claremont Nature Centre etc. 2024- 2027 City of Pickering $ Lead: Community Services 19 - 23 - OBJECTIVE TWO: WELCOME Nurture a welcoming environment and pride-of-place with residents and businesses. ACTION TIMING RESOURCES COST DEPARTMENT RESPONSIBLE Goal 1: Educate on / communicate the importance of the visitor economy. 2.1.1 Promote and communicate the importance of the visitor economy with residents, staff, and council etc. e.g. & tourism campaign, share success stories of local businesses 2024 - 2025 City of Pickering $ Lead: Economic Development & Strategic Projects 2.1.2. Roll-out a tourism ambassador training program for front line workers, seniors, high school volunteers / school clubs etc. 2024- 2027 City of Pickering Central Counties Tourism $ Lead: Economic Development & Strategic Projects & Community Services Goal 2: Nurture pride-of-place with Pickering residents and business owners. 2.2.1. Implement programs to encourage business owners and front-line employees to explore Pickering e.g. Host industry familiarization (fam) tours and/or implement a reciprocal admissions program for local attractions. 2024 City of Pickering $$ Lead: Economic Development & Strategic Projects Support: Community Services 20 - 24 - 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 & Strategic Projects & Office of the CAO Support: Community Services OBJECTIVE THREE: DEVELOP Encourage development of 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 & Strategic Projects & Community Services Support: City Development (Sustainability) 21 - 25 - 3.1.3. Explore new parking solutions 2024-City of Pickering e.g. support event organizers 2027 Durham Region with parking options, shuttles (Go, DRT), active transportation, by-law allowance for street parking etc. $$ Lead: Engineering Services Support: Economic Development & Strategic Projects, Community Services & Operations 3.1.4. Implement a way-finding 2024-City of Pickering strategy to promote road-side 2027 Central and online navigation e.g. Counties signage, Google Maps, short message service (SMS) App etc. $$ Lead: Operations Support: Economic Development & 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 & 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 $$$ Lead: Community Services Support: Operations, 22 - 26 - Engineering Services & City Development 3.3.2. Improve availability of 2024-City of Pickering washroom facilities for visitors 2027 e.g. Build year-round facilities (portable or permanent) in key visitor areas and / or open existing facilities year-round. $$$ Lead: Operations & Engineering Services Goal 4: Maintain, support and grow the outdoor trail network. 3.4.1 Support current trail strategies 2024-City of Pickering $ Lead: Operations including winter maintenance / grooming 2027 Durham Region TRCA 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 & Strategic Projects Support: Corporate Communications 23 - 27 - 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 $$ Lead: Economic Development & Strategic Projects Support: Community Services 4.1.2 Explore the opportunity to add and manage dedicated social media channels and digital information e.g. Facebook, Instagram, Google etc. 2025- 2026 City of Pickering $ Lead: Economic Development & Strategic Projects & Community Services Support: Corporate Communications 4.1.3 Advocate for Tourism Promotions on current digital signage, and investigate installing digital signage in Pickering that is dedicated to Tourism 2024- 2026 City of Pickering $$$ 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 $$ Lead: Economic Development & Strategic Projects & Community Services 24 - 28 - Goal 2: Implement a communication strategy to differentiate Pickering and promote the unique visitor experiences. 4.2.1. Implement a paid-media communications strategy (social media, print, PR, influencers) to promote unique experiences e.g. businesses, waterfront / Nautical Village, Casino, Pickering Museum Village. Ongoing City of Pickering Central Counties Durham Tourism $$ Lead: Economic Development & 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 & 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 & 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 & Strategic Projects & Office of the CAO 25 - 29 - 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 & 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 & Strategic Projects & Community Services 5.1.2 Continue to apply for grants to support municipal tourism initiatives Ongoing City of Pickering $ Lead: Economic Development & 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 & Strategic Projects 26 - 30 - 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 & Strategic Projects, Corporate Services & Finance 5.1.5 Explore ideas to raise funding for tourism e.g. Tourism Investment Expo 2027 City of Pickering $$ Lead: Economic Development & Strategic Projects & Community Services Goal 2: Recruit a team to champion and implement the Visitor Plan. 5.2.1. Hire dedicated tourism staff to implement against the Visitor Plan e.g. Canada Summer Jobs, college internships and co-op programs 2025- 2026 City of Pickering $$ Lead: Economic Development & Strategic Projects 5.2.2. Recruit a Tourism Panel to guide implementation of the Visitor Plan 2024- 2025 City of Pickering $ Lead: Economic Development & 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 & Strategic Projects 27 - 31 - 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 & 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 & 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 & 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 & Strategic Projects & Community Services 28 - 32 - Nautical Village 29 - 33 - 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. 30 - 34 - 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. 31 - 35 - 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. 32 - 36 - 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 33 - 37 - 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 hospitality 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). 34 - 38 - https://www150.statcan.gc.ca/n1/daily-quotidien/230526/dq230526b-eng.htm Quick Facts about Tourism in Canada https://www150.statcan.gc.ca/n1/daily-quotidien/230526/dq230526b-eng.htm 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 Industry Association of Ontario 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 estimated $3 billion in visitor spend to the region. 35 - 39 - 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%). Data Source: Central Counties Tourism 36 - 40 - 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. 37 - 41 - 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. 38 - 42 - - 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. ✔ ✔ ✔ 39 - 43 - 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 can 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 Pickering Heritage & Community Centre (planned for 2026) 1) Casino 2) Waterfront 3) Arts, Culture, Heritage 4) Concerts and Shows 40 - 44 - 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, location 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. 41 - 45 - 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. 42 - 46 - 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 • Waterfront (Frenchman's Bay, Space/ Concerts (The Arena) West Park, Waterfront Trail) • Nautical Village • Trails (Seaton, Greenbelt Cycling, • Yacht Clubs / Marina Conservation Lands, Trans- Canada Trail) • Golf Clubs • Parks (Rouge Nat'l, Beachpark, • Claremont Nature Ctr Millenium Square, Petticoat Creek, • Splash Pad Enchanted Trail-Kijimba Kind) • Recreation / Sports (Soccer Dome, • Wildlife (Bird watching, Salmon) Chestnut Hills Development) • Tourism "Trails" (Anne and Maud • Pickering Playing Fields (Driving Walking Trail) Range, Mini Putt etc) • Future Durham Meadow-way • Farms-Hy Hope • Whitevale • Shopping-Pickering Town Centre • Restaurants (PORT, Chuuk, etc.) • VIP Cineplex Movies • Future Porsche Experience Centre 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 43 - 47 - 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 44 - 48 - 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. 45 - 49 - Pickering City Centre Waterfront West 46 - 50 - Waterfront East 47 - 51 - 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. 48 - 52 - 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) 49 - 53 - 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 %’. 50 - 54 - 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. 51 - 55 - 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 • Leverage existing assets and build on • Need more year-round activities • • 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 • Advocate for transportation • Limited Public Transport improvements • No Wayfinding signage • • Look for creative solutions for parking issues Lead wayfinding strategy 52 - 56 - • Few accommodation choices • Build and present a business case to (especially N. Pickering) attract accommodation development • Need public washrooms • Explore the opportunity to develop a • No capacity to host large events • dedicated event space Explore possibility to attract commercial presence in North Pickering • Many visitors come to use trails, but • Develop ways to fund investment in investment in trails is limited trails and encourage trail users to • No tourism office to provide patronize commercial areas. information to visitors who are coming • Provide easy access to visitor information to encourage longer visits DISTINGUISH • Lack of readily available visitor • Make up-to-date visitor information information (online and on-site) available • No visitor contact information for • Implement push and pull direct messaging communication strategy • Limited promotion of bundled • Implement marketing (paid and experiences earned media) to differentiate • Lack of awareness of what Pickering Pickering in the market offers & what makes it unique • Highlight tourism assets (businesses, attractions) • Pickering is not overtly promoting its • Showcase Pickering’s IDEA efforts to support in embracing the movement visitors e.g. reference the diverse for inclusion, diversity, equity, and demographic of visitors accessibility (IDEA) • 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 53 - 57 - 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. 54 - 58 - 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. 55 - 59 - 750 Project Report 01 June 2023 - 06 September 2023 Let's Talk Pickering Community Tourism Plan Visitors Summary Highlights MAX VISITORS PER TOTAL VISITS DAY 893 135 NEW REGISTRATI 500 ONS 1 250 ENGAGED VISITORS 311 1 Jul '23 1 Sep '23 Pageviews Visitors INFORMED AWARE VISITORS VISITORS 432 723 Aware Participants 723 Engaged Participants 311 Aware Actions Performed Participants Engaged Actions Performed Registered Unverified Anonymous Visited a Project or Tool Page 723 Contributed on Forums 0 0 0Informed Participants 432 Participated in Surveys 33 0 276 Informed Actions Performed Participants Contributed to Newsfeeds 0 0 0 Viewed a video 0 Participated in Quick Polls 4 0 0 Viewed a photo 0 Posted on Guestbooks 0 0 0Downloaded a document 0 Contributed to Stories 0 0 0Visited the Key Dates page 8 Asked Questions 0 0 0Visited an FAQ list Page 10 Placed Pins on Places 0 0 0Visited Instagram Page 0 Contributed to Ideas 1 0 0Visited Multiple Project Pages 110 Contributed to a tool (engaged) 311 - 60 - 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 Tool Type Engagement Tool Name Tool Status Visitors Contributors Registered Unverified Anonymous 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 Page 2 of 20 - 61 - 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 Widget Type Engagement Tool Name Visitors Views/Downloads Faqs faqs 10 10 Key Dates Key Date 8 8 Page 3 of 20 - 62 - Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023 ENGAGEMENT TOOL: SURVEY TOOL Community Tourism Plan Survey Visitors 414 Contributors 309 CONTRIBUTIONS 429 What is your age? 9 (2.1%) 17 (4.0%) 47 (11.0%) 97 (22.6%) 72 (16.8%) 68 (15.9%) 119 (27.7%) Question options Under 18 19 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65+ Mandatory Question (429 response(s)) Question type: Dropdown Question Page 4 of 20 - 63 - Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023 Are you a resident of Pickering? 368 (85.8%) 61 (14.2%) Question options Yes No Mandatory Question (429 response(s)) Question type: Dropdown Question Page 5 of 20 - 64 - 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) 325 300 275 250 225 200 175 150 125 100 75 50 25 294 166 140 100 69 39 35 21 34 13 2 4 2 Question options 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) Mandatory Question (368 response(s)) Question type: Checkbox Question Page 6 of 20 - 65 - 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%) 84 (22.8%) 34 (9.2%) 32 (8.7%) 35 (9.5%) 3 (0.8%) 8 (2.2%) 46 (12.5%) Question options Waterfront - Millennium Square (end of Liverpool Road) Waterfront - Rotary Frenchman's Bay West Park (end of West Shore Boulevard) Waterfront Trail Pickering Town Centre Installations Public art Esplanade Park Other (please specify) Seaton Trail Mandatory Question (368 response(s)) Question type: Dropdown Question Page 7 of 20 - 66 - 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) 300 275 250 225 200 175 150 125 100 75 50 25 284 150 141 82 53 29 33 36 40 17 18 Question options Waterfront Parks/trails Entertainment Pickering Casino Resort Outdoor recreation activities Arts & Culture Pickering Museum Vilage Festivals/events Shopping Dining Other (please specify) Mandatory Question (368 response(s)) Question type: Checkbox Question Page 8 of 20 - 67 - Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023 Are you a visitor of Pickering? 61 (14.2%) 368 (85.8%) Question options Yes No, I'm a resident Mandatory Question (429 response(s)) Question type: Dropdown Question Page 9 of 20 - 68 - Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023 How often do you visit Pickering? 8 (13.1%) 35 (57.4%) 9 (14.8%) 4 (6.6%) 5 (8.2%) Question options Every day A few times a week Twice a month Once a month Very rarely/never Mandatory Question (61 response(s)) Question type: Dropdown Question Page 10 of 20 - 69 - 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) 32 30 28 26 24 22 20 18 16 14 12 10 8 6 4 2 29 26 27 18 17 15 10 9 4 3 2 2 Question options 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) Mandatory Question (61 response(s)) Question type: Checkbox Question Page 11 of 20 - 70 - Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023 Where are you visiting from? 40 (65.6%) 20 (32.8%) 1 (1.6%) Question options Durham Region Outside of Durham Region Other (please specify) Mandatory Question (61 response(s)) Question type: Dropdown Question Page 12 of 20 - 71 - 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) 30 28 26 24 22 20 18 16 14 12 10 8 6 4 2 27 19 15 9 6 7 3 Question options 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) Optional question (48 response(s), 381 skipped) Question type: Checkbox Question Page 13 of 20 - 72 - Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023 Do you own a business in Pickering? 13 (3.0%) 416 (97.0%) Question options Yes No Mandatory Question (429 response(s)) Question type: Dropdown Question Page 14 of 20 - 73 - 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%) 9 (69.2%) Question options Specialty Retail Recreation Arts & Culture Entertainment Other (please specify) Mandatory Question (13 response(s)) Question type: Dropdown Question Page 15 of 20 - 74 - 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%) 5 (38.5%) 1 (7.7%) 1 (7.7%) Question options Durham Region In Ontario, but outside of Durham Region Outside of Canada Other (please specify) Mandatory Question (13 response(s)) Question type: Dropdown Question Page 16 of 20 - 75 - 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%) 4 (30.8%) 1 (7.7%) 2 (15.4%) Question options 19 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65+ Mandatory Question (13 response(s)) Question type: Dropdown Question Page 17 of 20 - 76 - 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? 9 8 7 6 5 4 3 2 1 8 3 2 2 2 Question options 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) Mandatory Question (13 response(s)) Question type: Checkbox Question Page 18 of 20 - 77 - Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023 ENGAGEMENT TOOL: QUICK POLL How often do you visit Pickering? Visitors 5 Contributors 4 CONTRIBUTIONS 4 How often do you visit Pickering? 1 (25.0%) 3 (75.0%) Question options A few times each year I live here Mandatory Question (4 response(s)) Question type: Radio Button Question Page 19 of 20 - 78 - Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023 IDEAS What brings you to Pickering? Visitors 7 Contributors 1 CONTRIBUTIONS 3 23 June 23 GreenRipple Waterfront and green spaces I love coming back to the waterfront and the green spaces.Please preserve these area VOTES s and improve and maintain them. 0 23 June 23 GreenRipple Accessibility for people with disabilities VOTES Please always include accessibility considerations in your tourism plans. 0 Page 20 of 20 - 79 - 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 was reviewed during the Waterfront Visionary Advisory Committee meeting on April 15, 2024 and at the Accessibility Advisory Committee meeting on April 17, 2024 for comment. 76 - 80 - Report to Executive Committee Report Number: HUR 01-24 Date: May 6, 2024 From: Jennifer Eddy Director, Human Resources Subject: Equity, Diversity and Inclusion Strategy - File: A-1440 Recommendation: 1. That Council endorse the 2024-2034 Equity, Diversity and Inclusion Strategy, as set out in Attachment 1; 2. That staff be directed to develop and implement an annual work plan in accordance with the timelines set out in the EDI Strategy which shall incorporate the key areas of focus and associated action items set out in the Strategy, with those actions being reflected in the annual current and capital budgets of the City on an ongoing basis; and, 3. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this Report. Executive Summary: The purpose of this report is to present the City’s first Equity, Diversity and Inclusion Strategy (the “EDI Strategy”) for Council’s endorsement. The Strategy consists of these elements: A. The Process B. What We Learned (key themes) C. Vision and Mission Statements D. Priority Areas of Focus (five areas that were identified through our consultations) The five priority areas of focus are as follows: Priority 1: Education and Awareness Priority 2: Structure and Resources Priority 3: Community Consultation and Engagement Priority 4: Policies, Practices and Programs Priority 5: Measurement and Accountability On March 22, 2021, Council approved the retention of an external consultant to commence the work necessary to develop the City’s 10-year EDI Strategy. Goss Gilroy Inc. (GGI) was selected through the Request for Proposal (RFP 2020-10) to assess the City’s current state related to EDI and develop a 10-year EDI Strategy for the City. This assessment was achieved utilizing mixed methodologies including an employee survey, program and policy document reviews, internal - 81 - HUR 01-24 May 6, 2024 Subject: Equity, Diversity and Inclusion Strategy Page 2 employee and external community-based consultations, a community survey and a review of approximately 20 municipal comparators (upper and lower tier) to gain insights into EDI initiatives undertaken by neighbouring municipalities and their dedicated resources for EDI. As a result of the EDI policy review and consultations, the EDI Strategy was developed to build on our existing strengths while identifying opportunities to address our EDI challenges. The Strategy identifies important key areas where our efforts and resources will be focused to achieve our newly developed EDI Vision and Mission Statements. Subject to Council’s approval of the EDI Strategy, staff will prepare an annual work plan, in accordance with the specified timelines, that will provide staff with identifiable and measurable goals and action items. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Corporate Key of providing Exceptional Customer Service, Advocate for an Inclusive, Welcoming, Safe & Healthy Community, Strengthen Existing & Build New Partnerships and Foster an Engaged & Informed Community. Financial Implications: The EDI Strategy identifies 47 action items which flow from the key areas of focus that are essential to realize our EDI Vision and Mission. Some of these initiatives are ongoing and are already included in the City’s Budget. Some initiatives will not require additional resources and can be advanced without the allocation of funding or human capital. There are, however, other initiatives that can only be implemented when additional funding is provided in future budgets. Once the EDI Strategy is approved, the City will move forward, as per the identified timelines, to create the annual work plans to operationalize the EDI Strategy. Staff will bring forward future EDI initiatives requiring funding for consideration. In the event that funding is not secured and/or resources are not allocated, implementation of certain components of the EDI Strategy may be deferred. The deferral of any of the action items will be communicated in the annual reporting on the EDI Strategy. Discussion: The purpose of this report is to present the City’s first Equity, Diversity and Inclusion Strategy (the “EDI Strategy”) for Council’s endorsement. As an organization, the City of Pickering has compelling reasons to develop an EDI Strategy recognizing that equity, diversity and inclusion is not only beneficial for employees and residents but also for the overall success and sustainability of the community as a whole. Over the past several years, the City has engaged in various initiatives to address the needs of its changing and diverse population. Among these include a Cultural Strategic Plan, Multi-Year Accessibility Plan, Age Friendly Community Plan, Indigenous Relationship Building Action Plan, hiring of a Community Safety & Well-Being Advisor, the establishment of the Pickering Anti-Black Racism Taskforce. Additionally, in 2021 the City embedded its commitment to EDI within the - 82 - HUR 01-24 May 6, 2024 Subject: Equity, Diversity and Inclusion Strategy Page 3 organizational structure with the hiring of the Senior Advisor, Equity, Diversity & Inclusion position. The EDI team grew again in 2024 with the permanent addition of the Community Engagement Coordinator, Equity, Diversity & Inclusion and the realignment of the Accessibility Coordinator position. To date, the City has made great strides in the delivery of events and initiatives that actively promote EDI both inside the organization and within the community as described in the City’s Equity, Diversity and Inclusion 2023 Annual Report (Attachment 2). A 10-year EDI Strategy will provide the framework necessary to focus our ongoing efforts in this regard. With Council’s approval of the City’s first Corporate Strategic Plan in December 2023, the City formally identified EDI as an integral part of its strategic vision. Finalizing and implementing a 10- year EDI strategy is the next necessary step to realize key priorities identified in the Corporate Strategic Plan. This EDI Strategy is envisioned to be a City staff-led initiative to focus internally on organizational change management for the Corporation, which would provide a foundation to support community-led efforts. With the assistance of Goss Gilroy Inc., the City (as well as the Library) has undertaken extensive consultations with members of Pickering Council, the Senior Leadership Team, staff, residents and community partners to inform the City’s first EDI Strategy. This EDI Strategy reflects the results of this research and presents the priorities and areas of focus that will inform the City and Library’s joint efforts to advance EDI. While the Pickering Public Library partnered with the City during this exercise to leverage resources, the Library will be developing its own Library focused EDI Strategy based upon the collaborative findings and that is consistent with the City’s EDI Strategy. A. What is Equity, Diversity, and Inclusion: Equity, diversity and inclusion are distinct but interrelated concepts that organizations and municipalities are increasingly embedding into their everyday operations to foster supportive and respectful environments for staff, residents, visitors and community members. These organizations are realizing that EDI does not create a situation in which one person or group can win something only by causing another person or group to lose it. In fact, all aspects of diversity can thrive in tandem, with societies and businesses being much stronger as a result of building an inclusive community for all. Equity strives to ensure fairness in how people are treated with respect to the unique circumstances that shape their lives and access to resources and/or opportunities. Equality assumes that treating everyone the same is sufficient. Equality does not consider that there are many factors which hinder equity, e.g., historical factors and their resulting systemic generational complexities of oppression, privilege and power resulting in unequal opportunities and access among society’s members. Diversity recognizes that a community is comprised of individuals with unique and differing identities that influence how they experience the world around them. Diversity should be recognized and celebrated. A society that refuses to see diversity is one that discounts the varying realities, experiences, and the impacts of diversity on its members. - 83 - HUR 01-24 May 6, 2024 Subject: Equity, Diversity and Inclusion Strategy Page 4 Inclusion builds upon diversity and strives to ensure that community members feel a sense of belonging and empowerment to fully participate in society. It is about ensuring that diverse experiences and perspectives are not only represented but are also used to inform decision- making around policies, practices, services and programs. Inclusion is about harnessing and effectively maximizing the power of diversity. B. Why is EDI important to the City of Pickering: 1. It’s the law: There are legislated responsibilities for organizations which require them to account for EDI in their policies and practices. Examples include, the Ontario Human Rights Code which identifies 17 protected grounds and requires employers to ensure that our communities and workplaces are free from discrimination, harassment, and violence in areas such as employment, housing, services and contracts; the Accessibility for Ontarians with Disabilities Act requires that organizations are accessible to people with disabilities; and the Employment Equity Act which ensures access to the labour market and recognizes the unique disadvantages and discrimination experienced by women, indigenous peoples, persons with disabilities and racialized communities in employment. Such legislation, along with many others, create a legal obligation to prioritize EDI. 2. Our changing demographics: With the changes in the demographics of the City of Pickering’s residents and its workforce, the City continues to acknowledge the need to evaluate the diversity and inclusion of its workforce to reflect the Pickering community. When employees understand and experience equity and inclusion, they will demonstrate inclusive behaviours as we work together to serve the diverse needs of the Pickering community. 3. Good business practice: Greater employee diversity, in turn, can increase creativity, productivity, retention and overall employee and organizational performance as employees feel safe, welcomed, engaged and empowered. This has extended positive impacts on clients or service users whose similarly diverse needs and interests are better served. C. The Process of Developing the Plan – Engagement and Policy Review The following represents the multi-year process by which the EDI Strategy was developed: Action Date Establishment of Interdepartmental EDI Steering Committee and Working Group May 2021 Employee Survey August 2021 Interviews with Council and Senior Leadership October 2021 and December 2022 Employee and Community Focus Groups January 2022 Assessment of Current State Completed September 2022 Senior Leadership Team and EDI Steering Committee Strategy Development Workshop February 2023 - 84 - HUR 01-24 May 6, 2024 Subject: Equity, Diversity and Inclusion Strategy Page 5 Community Survey May 2023 Establishment of Community Working Group June 2023 Review of draft EDI Strategy Principles with Community Groups and Senior Staff January 2024 – March 2024 Draft EDI Strategy emailed to Council and all staff April 8, 2024 Draft EDI Strategy posted on Let’s Talk Pickering and emailed to all Community Groups April 9, 2024 At the onset of the development of the EDI Strategy it was recognized that an inclusive and meaningful engagement process was essential to the final outcome. Utilizing a comprehensive engagement process in the development of an EDI strategy is crucial for several reasons: 1. Representation and Input: Engaging diverse voices ensures that the strategy reflects the perspectives and experiences of a wide range of individuals, including those from underrepresented or marginalized groups. This leads to more comprehensive input and effective solutions that address root causes of systemic barriers. 2. Ownership and Commitment: When people are actively involved in shaping the EDI Strategy, they feel a sense of ownership and commitment to its success. This can lead to increased motivation, participation, and support for EDI initiatives through the organization. 3. Innovation and Creativity: Diversity in perspectives fosters innovation and creativity. Engaging individuals with different backgrounds, experiences, and ideas can lead to novel approaches and solutions to EDI challenges. 4. Trust and Transparency: Involving various parties in the development process builds trust and transparency. It demonstrates a commitment to collaboration, openness, and accountability, which are foundational elements of successful EDI strategies. 5. Impact and Effectiveness: Engaged parties are more likely to actively participate in implementing and evaluating the EDI Strategy. This increased involvement can lead to greater impact and effectiveness in achieving EDI goals and outcomes. Understanding that fulsome engagement is essential for the development of an EDI Strategy, the following outlines the measures taken to engage both employees and the community which generated the feedback and information required to create the Strategy. In total there were approximately 900 individual points of engagement as follows: 1. Employee Survey: A total of 308 City/Library employees completed the survey between July 23, 2021 and August 23, 2021. 2. Key Informant Interviews with Senior Leaders at the City/Library: A total of 11 interviews were carried out between October 12, 2021 and December 8, 2022. The participants included two executive leaders (CAO and CEO); and seven City Council members, including the Mayor of - 85 - HUR 01-24 May 6, 2024 Subject: Equity, Diversity and Inclusion Strategy Page 6 the City of Pickering. Two of the interviews were with newly-elected Councillors in December 2022. 3. Focus Groups with City/Library Employees: A total of seven focus groups were conducted with 47 employees between November 12, 2021 and April 22, 2022, as follows: a. Three focus groups were held with department leaders in Human Resources, Operations, Community Services, City Development, Engineering Services, Fire Services, Corporate Services, Finance, Economic Development & Strategic Projects, and the Pickering Public Library; b. One focus group was held with the EDI Steering Committee. Participants included representatives from Human Resources, City Development, Office of the Chief Administrative Officer, Fire Services, Pickering Professional Firefighters’ Association, Engineering Services, the Canadian Union of Public Employees, Local 129, and the Pickering Public Library; and c. Three focus groups were held with City employees across the organization. 4. Focus Groups with External Community Groups: Two focus groups were conducted with external community groups: Pickering Anti-Black Racism Taskforce (PABRT) and Anti-Black Racism Working Group (ABRWG), between April 27 and May 25, 2022. A total of 14 members participated in the focus groups. 5. Key Informant Interviews with External Partners: Four Interviews were held in September 2022, with representatives of the 2SLGBTQIA+ Community (1), Pickering Accessibility Advisory Committee (1), and the Indigenous Relationship Building Circle (2). 6. Planning Session with Senior Management Team and EDI Steering Committee: GGI led a full- day strategic planning session with the senior members of the City and Library as well as the EDI Steering Committee in February 2023. The main objectives of the session were to present the consultation findings from the various parties; undertake a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis of the City’s EDI processes; develop EDI Vision and Mission Statements; and develop the City’s Areas of Focus and Strategic Goals. The outcomes from the session contributed to the development of the EDI Strategy. 7. Community-Wide Resident Survey: The survey was distributed online and filled out by 440 respondents between May 21 and September 14, 2023. The survey sought input from Pickering residents and aimed to provide insight into the background, opinions, attitudes and experiences of community members with respect to EDI. 8. The Community Working Group (CWG): The CWG acts as a dedicated community voice that provides more focused input on the EDI Strategy based on the diversity of interests that they represent. The CWG consists of 15 members who are residents of Pickering and represent diverse communities, interests and needs. Members are affiliated with the City/Library through - 86 - HUR 01-24 May 6, 2024 Subject: Equity, Diversity and Inclusion Strategy Page 7 various advisory groups and/or community partnerships including representation from PFLAG Durham Region, DARS Community Outreach, the Pickering Anti-Black Racism Taskforce, the Pickering Public Library Anti-Black Racism Working Group, the Accessibility Advisory Committee, the Pickering Public Library Teen Advisory Group, and the Indigenous Relationship Building Circle, among others. From July 6 to August 17, 2023, the CWG participated in several discussions to obtain a better understanding of the group’s assessment of Pickering from an EDI lens and to identify both challenges and successes in their experiences. The discussions were also used to identify priority areas and specific recommendations to further inform the development of the EDI Strategy. In addition to the engagement process, GGI also conducted a review of applicable City and Library documents. The focus of the document and policy review was to assess processes, policies and practices at the City and Library including governance processes; policies related to decision-making, personnel practices, and administration processes; and documents related to organizational culture, communications, service delivery, and community relations. A total of 16 City policies and procedures, 7 library policies, 22 additional documents, and website content were reviewed. When considering the type of engagement that would best suit the development of the EDI Strategy, it was important to recognize that notable EDI work is built on a foundation of strong and trusting relationships. People who have experiences of exclusion, discrimination or harassment will not share their experiences with others without feelings of trust and safety. Understandably, they try to lessen the ‘burden of proof’ put on them by those who are foreign to such experiences and who may not empathize or provide support, as well as the weight of the resulting emotional toll from sharing of these experiences without comparative resolutions or actions. With this understanding, intentional efforts were made to nurture ongoing relationships with various communities to listen and understand their sentiments, experiences and feelings of belonging. Qualitative data was captured through conversations at workshops with focus groups, community events, pop up engagements at various City of Pickering and Region of Durham events with dedicated EDI tables, staff workshops and staff orientation sessions. It is for these same reasons that there should be continuous conversations and touch points with the community on EDI initiatives and efforts to keep enriching the quality of these engagements and EDI work. Accordingly, once the draft EDI Strategy was created, a secondary follow-up engagement process commenced which was essential to create buy-in both internally (with leadership and staff) as well as with the community. The following represents the dates upon which presentations were made to communicate the elements of the draft EDI Strategy, gain feedback and ultimately finalize the EDI Strategy for Council’s endorsement: • Community Safety and Well-Being Committee – November 9, 2023 • Cultural Advisory Committee – November 21, 2023, and January 16, 2024 • Accessibility Advisory Committee – January 17, 2024 - 87 - HUR 01-24 May 6, 2024 Subject: Equity, Diversity and Inclusion Strategy Page 8 • Indigenous Relationship Building Circle – February 6, 2024 • Pickering Anti-Black Racism Working Group – February 8, 2024 • EDI Strategy Community Working Group – February 13, 2024 • Pickering Public Library Anti-Black Racism Working Group – February 21, 2024 In addition to engaging with community partners, the draft EDI Strategy was published on Let’s Talk Pickering as well as the City’s website on April 9, 2024 with additional promotion on all social media platforms and digital signage to provide an opportunity for feedback from the broader community. The community partners noted above also received a final draft copy of the EDI Strategy. Further, the draft EDI Strategy was provided via email to the following on April 8, 2024: • Council • Senior Leadership Team • EDI Steering Committee • All City of Pickering employees All were invited to provide feedback on the final draft EDI Strategy, over a two-week period ending on April 22, 2024. During this time, feedback was received and considered prior to finalizing the EDI Strategy for Council’s consideration. These edits did not fundamentally change the content of the EDI Strategy but were helpful to enhance the clarity of the document. D. Components of the Strategy As a result of the consultations and document review, a draft EDI Strategy was created that identified four themes present from across the consultations. These themes represent challenges which need to be addressed in our Strategy and include the following: 1. Lack of EDI Awareness: An overall lack of awareness around equity, diversity and inclusion that needs to be addressed through education and training. 2. Systemic Barriers: Policies and practices embedded within organizations that have the effect of excluding or discriminating against particular people, resulting in limited access to opportunities, resources, or other disadvantages. 3. Lack of Diverse Representation: City Council, senior leadership, and staff do not reflect the same diversity as the community members they serve. The consequence of lack of representation is that needs, interests and experiences of those not represented are left out of City policies and practices. 4. Leadership Commitment to EDI: In moving forward with an EDI Strategy, it is essential that the City actively promote widespread buy-in and ownership for the EDI Strategy, from Council, all levels of staff and community members representing diverse lived experiences. This shift in - 88 - HUR 01-24 May 6, 2024 Subject: Equity, Diversity and Inclusion Strategy Page 9 corporate culture requires support from leadership to embed the EDI perspective in all that we do. In consideration of what we learned through our consultations, the following EDI Vision and Mission statements were developed to reflect the City’s commitment to championing equity, diversity and inclusion in all we do. An equitable and inclusive City is built upon a set of shared values that Council and staff can use when making decisions and that the community can depend upon when interacting with each other. Vision A City that is committed to embedding EDI, accessibility, anti-racism and anti-oppression principles into the fabric of our City and community without compromise to foster a sense of belonging, empowerment and respect among all community members. Mission The City provides an inclusive and supportive environment where staff, businesses and residents have opportunities to grow, learn, engage, participate and thrive by: 1) Advancing EDI as a standard of public service; 2) Valuing diverse identities, perspectives and experiences; 3) Working to eliminate systemic barriers; and 4) Actively engaging community members in ongoing education, advocacy and consultation. Our priority areas of focus flow from our EDI Vision and Mission and are consistent with the Vision, Mission and Values Statements identified in Pickering’s Corporate Strategic Plan (approved by Council in 2023). Specifically, the Corporate Strategic Plan’s Vision Statement “Pickering: A complete, world class city…inclusive, connective, caring and prosperous”, and as also illustrated in the stated value of Inclusion and Respect. Priority Areas of Focus • Priority 1 – Education and Awareness: Education builds awareness and understanding. Education is about the creation of, and engagement with, learning opportunities at all levels, Council, staff and residents. Education can be achieved through several means including formal educational opportunities such as mandatory staff training as well as informal opportunities through staff lunch and learns, book clubs, community events and community partnerships. Awareness can be achieved by strengthening our internal communications strategy with staff to promote information around EDI internally to increase understanding and engagement. • Priority 2 – Structure and Resources: A solid operational structure is essential to ensure the necessary resources are allocated to enable the City to meet its EDI goals. EDI goals are clearly articulated and measured, with progress reported regularly to all staff. Sustained leadership support and direction is necessary to maintain internal EDI momentum. - 89 - HUR 01-24 May 6, 2024 Subject: Equity, Diversity and Inclusion Strategy Page 10 •Priority 3 – Community Consultation and Engagement: Meaningful engagement requires that the City continue to nurture relationships with those we serve and include them in decisions made. It means bringing forward diverse perspectives, experiences and knowledge into Cityprojects and initiatives as early as possible. It also requires the creation of accessible andinclusive environments (both physical and digital) that reflect the City’s diverse communities,and continuously embedding feedback mechanisms at all community engagement events. •Priority 4 – Policies, Practices and Programs: For EDI to be successful, it must be tied tobroader processes of change management which aims to implement changes to theunderlying structures and processes, including changes to policies and practices. Thisrequires that the City unpack our existing structures and practices to identify systemic barriers and determine whether or not they integrate EDI considerations. •Priority 5 – Measurement and Accountability: Measurement is about being able to assess andevaluate the City’s success in adopting an EDI lens in our daily practices. Importantly, it is amechanism for ensuring accountability. Each priority area of focus has associated action items outlined within the EDI Strategy with projected time frames for completion. These action items provide a framework from which yearly EDI work plans will be developed and implemented, subject to Council’s endorsement of the EDI Strategy. Key to the development and implementation of the work plans will be the full participation and advocacy of all departments as well as strengthened and ongoing relationships with community. Attachments: 1.Equity, Diversity and Inclusion Strategy 2.Equity, Diversity and Inclusion 2023 Annual Report Prepared By: Prepared By: Original signed by:Original signed by: Jaclyn SanAntonio Clara Addo-Bedoe Senior Advisor, Equity, Diversity & Inclusion Manager People and Culture - 90 - HUR 01-24 May 6, 2024 Subject: Equity, Diversity and Inclusion Strategy Page 11 Prepared/Approved/Endorsed By: Original signed by: Jennifer Eddy Director, Human Resources JE:lb Recommended for the consideration of Pickering City Council Original signed by: Marisa Carpino, M.A. Chief Administrative Officer - 91 - Equity, Diversity and Inclusion Strategy 2024 - 2034 Attachment 1 to Report HUR 01-24 - 92 - Contents Land Acknowledgement 03. Executive Summary 04. Message from the Mayor 06. Message from the CAO 07. Introduction 08. What is Equity, Diversity, and Inclusion? What is Pickering’s Demographic Profile? Theme 3: Lack of Diverse Representation What we learned EDI Vision and Mission Statements 09. 15. 28. 22. 32. Why EDI is Important The Process Theme 4: Leadership commitment to EDI Theme 1: Lack of EDI Awareness Priority Areas of Focus 12. 17. 30. 24. 34. Why is the City of Pickering Developing an EDI Strategy? Theme 2: Systemic Barriers 14. 26. PAGE 2 - 93 - Land Acknowledgement PAGE 3 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. Commemorative Orange Crosswalk, designed by Jon Cowell of the Mississaugas of Scugog Island First Nation - 94 - Executive Summary The Corporation of the City of Pickering (the City) is committed to embedding equity, diversity and inclusion (EDI) into the fabric of its organization and community to foster a sense of belonging, empowerment and respect for all. We strive to develop policies, practices and programs that advance EDI as a standard of public service by engaging diverse perspectives and experiences, eliminating systemic barriers, and promoting community cohesion. The City’s Corporate Strategic Plan which was approved in December, 2023 identifies EDI as a priority essential for the successful achievement of our corporate goals. The EDI Strategy was developed through internal and external consultations across two and a half years from 2021 to 2023. Internally, consultations included an employee survey; key informant interviews with Mayor and Council and senior leadership; employee focus groups; and a senior leadership/EDI Steering Committee planning session. Externally, consultations took place through a community-wide online survey; key informant interviews with community partners; community focus groups; and the establishment of a community working group. In total, there were approximately 900 points of engagement throughout this research and consultation process. The City’s policies, programs and practices were also reviewed as part of this exercise. The Pickering Library Board (the Library) partnered with the City during this exercise to leverage resources. The Library will be developing its own Library focused EDI Strategy based upon the collaborative findings and consistent with the City’s Strategy. Findings from the consultations and the review of internal practices revealed important successes including the development of a dedicated section for Equity, Diversity and Inclusion within the Office of the CAO; equitable hiring policies; an EDI Steering Committee; a Mental Wellness Committee; age-friendly programs; and procedures against violence and harassment in the workplace. The City is also taking important steps to integrate community input into critical areas through advisory groups such as the Pickering Anti-Black Racism Taskforce (PABRT), the Accessibility Advisory Committee, the Cultural Advisory Committee, the Indigenous Relationship Building Circle, and the Community Safety & Well- Being Committee. Findings from the consultations also identified challenges and opportunities for growth for the City. For example, employee feedback confirmed the importance of developing a healthy workplace where everyone is valued, engaged, and allowed to contribute their intellectual and creative capital to the vision and mission of the City. Community partners also called for a more active demonstration of the City’s commitments to EDI, the elimination of anti-Black racism, PAGE 4 - 95 - Pickering Anti-Black Racism Taskforce, Engaging Our Leaders Event, George Ashe Community Centre addressing the barriers experienced by the 2SLGBTQIA+ community, and Truth and Reconciliation. Many shared experiences of discrimination, exclusion, and microaggressions within schools, workplaces, and everyday community interactions and asserted the need for City leaders to take a strong stance against hateful, discriminatory and oppressive experiences, especially if they are to honour their commitments in an EDI strategy. This EDI Strategy aims to address the concerns, interests, experiences and needs of employees, residents, visitors and community members in Pickering. It is imperative for us to recognize that all representatives of the City (Council, Senior Leadership Team and employees) play a role in addressing the priority areas of focus that were uncovered as a result of these extensive consultations and research. A shared understanding of roles, responsibilities and accountability, will best enable the implementation of the EDI Strategy. Departments are responsible for actioning the items related to their operational area. This will be supported by the EDI staff team who will also provide leadership and direction at the corporate level. Overall, consultations identified five priority areas of focus: Education and awareness; Structure and resources; Community consultation and engagement; Policies, Practices and Programs; and, Measurement and accountability. The EDI Strategy document will elaborate upon these priority areas of focus through a review of the common themes found from our consultations, key data sources, wise practices, and actions for implementation. PAGE 5 - 96 - Kevin AsheKevin Ashe Mayor, City of Pickering On behalf of the Members of Council, I am proud to introduce the City of Pickering’s Equity, Diversity, and Inclusion (EDI) Strategy. Pickering is a dynamic and thriving city made up of diverse cultures, ethnicities, faiths, ages, abilities, and genders that define our greatest strength and success as a community.   When Council endorsed the creation of an EDI Strategy in 2020, the world bore witness to a number of high profile and alarming incidents rooted in prejudice, racism and historic injustices, that renewed the calls for meaningful change and social justice. As Pickering is a microcosm of the world, these distressing events had a ripple effect in our community, which highlighted the acute need for the development of an EDI Strategy. I have been fortunate during my time as both Mayor and Councillor over the past two decades to connect with many of you in Pickering. I have learned about unique and rich cultural traditions, languages, histories and accomplishments of diverse groups. I’ve also learned about the undue hardships and impacts caused by various forms of prejudice, discrimination, and hate and recognize that these challenges continue to persist even within our community. These have been truly humbling experiences that reinforce our responsibility as elected officials to serve, advocate and protect the well-being and inherent human dignity of all in our community, and I am eager to do so with the guidance of our EDI Strategy.   While no single document can capture the full scope of work and level of commitment needed to advance and sustain EDI, it is my sincere hope that this EDI Strategy will not only set us on the right path but also inspire collective dedication and action in serving our community with integrity, humility and respect.    As Mayor, I commit to championing EDI and ensuring that Pickering thrives as an equitable and inclusive place for all to call home. A message from the Mayor PAGE 6 - 97 - On behalf of all staff, I am proud to share the City of Pickering’s first Equity, Diversity and Inclusion (EDI) Strategy. This foundational document is essential to ensuring that our organization prioritizes EDI at every level of decision making and operations so that our policies, programs, services and facilities reflect and serve the diverse needs of our community. We began our journey to develop this Strategy in 2020. Since then, I’m proud of the early milestones we have achieved and the dedicated efforts of staff to translate our commitments into action. This includes the establishment and staffing of a new EDI team within the Office of the CAO, and the implementation of staff trainings on critical topics like Treaty rights and responsibilities, anti-racism, gender equity, ableism, and human rights. We also enhanced our collaborations with neighbouring municipalities and community organizations to honour Black History Month, International Women’s Day, Pride Month, Emancipation Day and the National Day for Truth and Reconciliation, among other occasions. As a Corporation, our most notable achievement has been the creation of this EDI Strategy. The priorities identified in the EDI Strategy are the result of two and a half years of extensive internal and external consultations and research. Through surveys, interviews, focus groups, workshops and policy reviews, people entrusted us with their personal experiences, which offered important insights on how to advance EDI in both our organization and the broader community. We are humbled and grateful to have learned from all who engaged in this process with such honest and constructive feedback, and we are excited to move forward with sustained and impactful actions. While the completion of the EDI strategy is a critical milestone, I know we are still early in our journey. I also recognize that this is an ongoing process that will require constant self-reflection, community input, humility, discipline, and accountability. Our EDI strategy is ambitious, but I am confident in our collective commitment to work together in building a Pickering where all are respected, empowered and feel a true sense of belonging. Marisa Carpino CAO, City of Pickering A message from the Chief Administrative Officer PAGE 7 - 98 - Black History Month Celebration, Chestnut Hill Development Recreation Complex Black History Month Celebration, Chestnut Hills Development Recreation Complex Black History Month Celebration, Chestnut Hills Development Recreation Complex Introduction With Council’s approval of the 2021 Budget, the City of Pickering formally began the process to develop a multi-year Equity, Diversity, and Inclusion (EDI) Strategy (previously referred to as the D&I Strategy). The Plan was envisioned to be a City staff-led initiative to focus internally on organizational change management for the City, which would provide a foundation to support community-led efforts. Since then, extensive consultations have been undertaken with members of Pickering Council, the Senior Leadership Team, staff, residents and community partners to inform the City’s first EDI Strategy. This Strategy reflects the results of this research and presents the goals, priorities and areas of focus that will inform the City and Library’s joint efforts to advance EDI. PAGE 8 - 99 - Equity, diversity and inclusion are distinct but interrelated concepts that organizations and municipalities are increasingly embedding into their everyday operations to foster supportive and respectful environments for staff, residents, visitors and community members. Although each of these concepts have unique meanings, “it is only in combination that their true impact emerges” (McKinsey & Company, 2022). It is important to have a shared understanding of these key concepts to understand the vision and impetus for the EDI Strategy. Beginning with diversity, this concept recognizes that a community is comprised of individuals with unique and differing identities that influence how they experience the world around them for better or for worse. These identities can be defined by such categories as age, sex, gender, race, ethnicity, ability, income, employment, immigration status, and many others. Notably, the Ontario Human Rights Code enumerates 17 protected grounds that prohibit discrimination against individuals in the areas of employment, housing, services, unions and vocational association and contracts (Ontario Human Rights Commission, 2024), which signifies a legislated responsibility to protect diverse identities. In workplace contexts, diversity can also account for other identifiers such as whether or not one’s job is affiliated with full-time or part-time status, management or frontline levels of authority, union or non- union membership. This is not an exhaustive list but nevertheless showcases the diversity of identities, characteristics, attributes, and statuses that one can possess at any given time. As such, it must be recognized that people have multiple and intersecting identities—the variations and combinations of which can result in power and privilege for some and disadvantage for others that can themselves change in different situations. Advancing diversity in organizations promotes representation of diverse perspectives and experiences. Inclusion builds upon diversity and strives to ensure that community members feel a sense What is Equity, Diversity, and Inclusion? Introduction PAGE 9 - 100 - of belonging and are able to fully participate in society. Inclusion is about ensuring that individuals can bring their whole and authentic selves to a place and feel welcomed, valued and empowered. In a recent interview on inclusivity at work, DEI expert Aiko Bethea explains that inclusion cannot exist without diversity, but that diversity can exist without inclusion (Brown, 2020, 9:35). It is essential that efforts to advance diversity go beyond mere representation and focus on valuing that representation to ensure that diverse perspectives and experiences meaningfully influence decision-making within organizations. For example, when thinking about gender diversity within workplaces, it is well known that women are underrepresented in senior level positions in comparison to men. According to statistics shared in a recent report reviewing ten years of data on gender diversity (McKinsey & Company, 2017), although women represent 50% of the world’s working-age population, only 25% are in management positions. And this is only one element of diversity. Thus, advancing inclusion in organizational contexts is about ensuring that diverse perspectives and experiences are used to inform decision-making around policies and practices. Finally, equity strives to ensure fairness in how people are treated with respect to the unique circumstances that shape their lives and access to resources and/or opportunities. This includes accounting for historical factors that have resulted in discrimination and disadvantage for various groups, such as experiences of colonialism and enslavement of Indigenous and Black communities. Equity recognizes that these forms of oppression have, over time, contributed to the marginalization of these communities in ways that have deprived them of fundamental resources and opportunities needed to thrive in the world. It is important to distinguish equity from the concept of equality which aims to ensure sameness in treatment as opposed to fairness. Equality does not consider the unique circumstances of individuals and assumes that treating everyone the same is sufficient. Values of equality are embedded in many practices. Hiring practices, for example, assume that educational attainment measured in degrees are an adequate measure of one’s success and qualifications. However, an equitable approach would account for the fact that some communities do not have the PAGE 10 - 101 - same access to education on account of factors like economic disadvantage. An equitable approach to hiring would consider comparative assessments and evaluations that help assess a candidate’s suitability for a particular position. For example, historically, Indigenous people would lose their “Indian” status and related rights if they pursued a post-secondary education (Crey & Hanson, 2009). An equity lens would recognize this as a systemic barrier and consider alternative methods of evaluation. Simply treating people equally neglects the fact that people have different capacities and often serves to reinforce inequalities as it does not recognize the prevalence in society of systemic barriers. City staff recognize Pink Shirt Day, City Hall, February 28, 2024 PAGE 11 - 102 - The following considerations form the basis of why organizations need to address EDI : The legal imperative highlights the legislated responsibilities of organizations to account for EDI in their policies and practices (Turner Consulting Group, 2023). The Ontario Human Rights Code identifies 17 protected grounds. It requires that employers ensure that workplaces are free from discrimination, harassment, and violence. In addition, the Accessibility for Ontarians with Disabilities Act requires that organizations are accessible to people with disabilities—including those affected by both visible and invisible conditions that may have been present from birth or developed over time. The Employment Equity Act ensures access to the labour market and recognizes the unique disadvantages and discrimination experienced by women, Indigenous peoples, persons with disabilities and racialized communities in employment. These and many other pieces of legislation create a legal obligation to prioritize EDI. The demographic imperative emphasizes the diversity of workplaces and communities. It encourages an appreciation for the ways in which employees “bring different life experiences, cultural understanding, language ability, and ways of thinking that help them relate to service users and clients” (Turner Consulting Group, 2023). It also requires an understanding of how demographic shifts can influence diversity. Why EDI is Important 51 % of theCanadianpopulationidentifiesas female 27 % of theCanadianpopulationidentifies asracialized 22 % of theCanadianpopulationlives withone or moredisabilities 6 % of theCanadianpopulationisIndigenous 4% of theCanadianpopulationidentifies as2SLGBTQIA+ According to Statistics Canada (2022) 23 % of theCanadianpopulationwere bornoutside ofCanada PAGE 12 - 103 - It is important that organizations reflect this diversity in the communities they serve. The business imperative for EDI focuses on the benefits of attracting top talent by leveraging the strengths of people from diverse backgrounds (Turner Consulting Group, 2023). Greater employee diversity, in turn, can increase creativity, productivity, retention and overall employee and organizational performance as employees feel safe, welcome, engaged and empowered. This has extended positive impacts on clients or service users whose similarly diverse needs and interests are better served. Black History Month Celebration, Chestnut Hills Development Recreation Complex, February 1, 2024 Emancipation Day Celebration, Audley Recreation Centre, August 1, 2023 Community Banner Program featuring Pflag Durham Region “Home Town Pride” banner PAGE 13 - 104 - In December 2023, the City of Pickering’s Council approved its first ever Corporate Strategic Plan which identifies a commitment to Equity, Diversity and Inclusion through the Corporate Priority: Advocate for an Inclusive, Welcoming, Safe & Healthy Community. The City’s commitment to this EDI Strategy is important because: • Decision making affects all constituents. • Diverse input into decision-making is necessary. • All City functions must be equitable for full participation – resources must be allocated to seek equity. • The growing population of diverse communities in the City of Pickering makes an EDI Framework essential. • Everyone who lives in Pickering should feel included and that this city is their city! Why is the City of Pickering developing an EDI Strategy? Consultations for EDI Strategy PAGE 14 - 105 - What is Pickering’s Demographic Profile? Population Growth in Durham Region Municipality 2016 # 2016 % of Durham Population 2021 # 2021 % of Durham Population % of increase from 2016 to 2021 Ajax 119,677 18.5%126,666 18.2%5.8% Brock 11,642 1.8%12,567 1.8%7.9% Clarington 92,013 14.2%101,427 14.6%10.2% Oshawa 159,458 24.7%175,383 25.2%10.0% Pickering 91,771 14.2%99,186 14.2%8.1% Scugog 21,748 3.4%21,706 3.1%-0.2% Uxbridge 21,176 3.3%21,556 3.1%1.8% Whitby 128,377 19.9%138,501 19.9%7.9% Durham 645,862 100%696,992 100.0%7.9% 1 of 8 lower tier municipalitieswithin the Region ofDurham. 8 % Some neighbouringmunicipalities includeToronto, Markham,Whitby, and Ajax. growth rate from 2016to 2021. Populationincreased from 91,771to 99,186. This is the thirdhighest growth rate inDurham Region. By 2042, Pickering’s population isexpected to reach185,044. Estimates from theRegion forecastspopulation growth toreach 256,370 by 2051. The Regional Municipality of Durham (2022)Durham (2022) PAGE 15 - 106 - 2021CensusHighlights 51.6 %coming from Asia (specifically India, Pakistan, and Sri Lanka). 24.5% of the population speaks alanguage other than English or French. 51.9 %OF PICKERING’SPOPULATION ARE‘VISIBLE MINORITIES’ SOUTHASIAN 21.2 %BLACK 11.4 % FILIPINO 4.1 % 36.3 %OF PICKERING’SPOPULATION IDENTIFYAS IMMIGRANTS the average age in Pickering is 40.9years, and the largest age group isbetween 55 to 64 years. 16.6% of the population is aged 65 or older. 53.7% of residents are Christian, 25.7%Catholic, 12.6% Muslim, and 8.3% Hindu. 48.5% of residents identify as men, and51.5% identify as women. These are only some of the key socio-demographic trends in Pickering. 65 + PAGE 16 - 107 - The Process: Key Developments in the EDI Strategy August 2020 Council endorsed the development of a Diversity and Inclusion Plan March 2021 External Consultant, Goss Gilroy Inc., hired May 2021 Interdepartmental Working Group and Steering Committee established July 2021 Senior Advisor, Equity, Diversity and Inclusion position created and hired August 2021 Employee Survey conducted September 2021 Interviews with Council and Senior Leadership conducted September 2022 Assessment of current state of EDI completed January 2022 Employee and community focus groups conducted May 2023 Community survey launched December 2023 Corporate Strategic Plan endorsed with EDI commitment February 2024 - March 2024 Consultations with staff and senior leadership June 2023 Community Working Group established November 2023 - February 2024 Presentations delivered to community advisory groups for feedback April 2024 EDI Strategy website launched for open consultations PAGE 17 - 108 - Based on best practice recommendations, the first step in the development of the City’s EDI Strategy was to conduct an assessment of the current state of EDI at the City. This was necessary to obtain a better understanding of what is working well (e.g., mechanisms, policies, and initiatives that are already in place) and what issues, challenges, and barriers to EDI still exist and need to be addressed in the Strategy. This allows the customization of the EDI Strategy to the specific needs which will in turn contribute to maximizing local buy-in and impact (Hunt et al., 2018). Goss Gilroy Inc. (GGI) was hired by the City to undertake a review and analysis of the current state of EDI at the City and help develop the City’s EDI Strategy. The EDI Strategy and the recommendations brought forward are the result of extensive research and consultations over two and a half years from 2021 to 2023. In total, there were approximately 900 individual points of engagement throughout this research and consultation process. GGI also conducted a document and policy review during that same period of time. The focus of the document and policy review was to assess processes, policies and practices at the City including governance processes; policies related to decision-making, personnel practices, and administration processes; and documents related to organizational culture, communications, service delivery, and community relations. A brief overview of the different methods used for the current state assessment is presented below. The consultations ultimately helped to identify both our successes and opportunities for EDI growth. 11 interviews were carried out between October 12, 2021 and December8, 2022. Participants included: Key Informant Interviews with Senior Leaders 2 9 executive leaders (CAO and CEO) City Council members (two of the interviews were with newlyelected Councillors in December of 2022) City/Library employees completed the survey between July 23, 2021and August 23, 2021. Employee Survey focus groups were conducted with 55 employees betweenNovember 12, 2021 and April 22, 2022. Focus Groups with City/PPL Employees 3 focus groups were held withdepartment leaders in: 7 308 Human ResourcesOperationsCommunity ServicesCity DevelopmentEngineering ServicesFire ServicesCorporate Services and City SolicitorFinanceEconomic Development & Strategic Projects 3 focus groups were held withCity employees from acrossthe organization 1 focus group was held with the EDI SteeringCommittee, participants includedrepresentatives from: Human ResourcesCommunity ServicesCity DevelopmentOffice of the CAOFire ServicesPickering Professional Firefighters AssociationEngineering ServicesCanadian Union of Public Employees Local 129Pickering Public Library PAGE 18 - 109 - 11 interviews were carried out between October 12, 2021 and December8, 2022. Participants included:Key Informant Interviews with Senior Leaders 2 9 executive leaders (CAO and CEO) City Council members (two of the interviews were with newlyelected Councillors in December of 2022) City/Library employees completed the survey between July 23, 2021and August 23, 2021.Employee Survey focus groups were conducted with 55 employees betweenNovember 12, 2021 and April 22, 2022. Focus Groups with City/PPL Employees 3 focus groups were held withdepartment leaders in: 7 308 Human ResourcesOperationsCommunity ServicesCity DevelopmentEngineering ServicesFire ServicesCorporate Services and City SolicitorFinanceEconomic Development & Strategic Projects 3 focus groups were held withCity employees from acrossthe organization 1 focus group was held with the EDI SteeringCommittee, participants includedrepresentatives from: Human ResourcesCommunity ServicesCity DevelopmentOffice of the CAOFire ServicesPickering Professional Firefighters AssociationEngineering ServicesCanadian Union of Public Employees Local 129Pickering Public Library focus groups were conducted with 15 members between April 27and May 25, 2022. Focus Groups with External Community Groups 2 Pickering Anti-Black Racism Taskforce (PABRT) Anti-Black Racism Working Group (ABRWG) interviews were held in September 2022, with representatives of the2SLGBTQIA+ Community (1), Pickering Accessibility Advisory Committee (1)and the Indigenous Relationship Building Circle (2). Key Informant Interviews with External Partners 4 presentations on the identified themes as well as the priority areas of focuswere given to community groups comprised of 51 people. Feedback fromthis was incorporated into the strategy. Community Group Presentations 6 Pickering Anti-Black Racism Taskforce (PABRT) Anti-Black Racism Working Group (ABRWG)Accessibility Advisory CommitteeCultural Advisory Committee Indigenous Relationship Building CircleCommunity Safety and Wellbeing Committee PAGE 19 - 110 - The focus of the document and policy reviews was to assess processes, policies, andpractices at the City, including governance processes, policies related to decision-making, personnel practices, and administration processes, and documents related toorganizational culture, communications, service delivery, and community relations. Document and Policy Review 16City policies andprocedures 7Librarypolicies 22additionaldocuments andwebsite contentwere reviewed 24 senior leadership and EDI Steering Committee members participated ina full-day strategic planning session, led by Gross Gilroy Inc. on February21, 2023. Planning Session with Senior Leadership Team & EDISteering Committee main objectives were to present the consultation findings from various parties,undertake a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis ofthe City’s EDI processes, develop EDI Vision and Mission Statements, and developthe City’s Areas of Focus and Strategic Goals. The findings from the session contributed to the development of the EDI Strategy. respondents between May 21, 2023 and September 14, 2023. Community-Wide Resident Survey 440 The survey was distributed online and in-person at community events.The survey sought input from community members and aimed to provide insightinto the background, opinions, attitudes, and experiences ofcommunity members with respect to EDI. policies, documents, and procedures reviewed.45 presentations on the identified themes as well as the priority areas of focuswere given to community groups comprised of 51 people. Feedback fromthis was incorporated into the strategy. Community Group Presentations 6 Pickering Anti-Black Racism Taskforce (PABRT) Anti-Black Racism Working Group (ABRWG)Accessibility Advisory CommitteeCultural Advisory Committee Indigenous Relationship Building CircleCommunity Safety and Well-Being Advisory Committee PAGE 20 - 111 - The Community Working Group (CWG) acted as a dedicated community voice to provide more focused input on the EDI Strategy based on the diversity of interests that their members represent. The CWG consists of 15 members who are residentsof Pickering and represent diverse communities, interests, and needs. Members were selected based on their residence within Pickering and affiliations with the City of Pickering and/or Pickering Public Library through various advisory groups and/or community partnerships. This includes representation from: The Community Working Group PFLAG Durham Region Dedicated Advocacy Resource Supports (DARS) Pickering Anti-Black Racism Taskforce Pickering Public Library Anti-Black Racism Working Group Accessibility Advisory Committee Pickering Public Library Teen Advisory Group Indigenous Relationship Building Circle July 6 to August 17, 2023: The CWG participated in several discussions to obtain a better understanding of thegroups assessment of Pickering from an EDI lens, and to identify both challengesand successes in their experiences. The discussions were also used to identify priority areas and specific recommendations to further inform the development of the EDI Strategy. Efforts to promote EDI have been implemented in numerous municipalities throughout Ontario and across Canada. Municipalities in the Durham, York, and Peel regions, and the City of Toronto, with similar profiles, have also embraced EDIinitiatives and allocated resources to showcase their dedication to promotingequity in both the workplace and the community. It proves beneficial to gaininsights into the initiatives undertaken by neighbouring and comparable municipalities to establish benchmarks for service standards and resource allocation in the context of EDI. In establishing EDI “Best Practices” a review of approximately 20 municipalcomparators (upper and lower tier) was conducted to determine where the function of EDI lives within the organization, how evolved this function is, and the resources available to the municipality to help achieve their strategic goals. Municipal Comparators PAGE 21 - 112 - Senior Inclusion, Diversity, Equity and Anti-Racism Specialist Manager, 55+ Recreation, Accessibility and Diversity Accessibility Coordinator TOWN OF WHITBY TOWNSHIP OF SCUGOG Senior Advisor, Equity, Diversity and Inclusion Community Engagement Coordinator, EDI Accessibility Coordinator CITY OF PICKERING Director of Corporate Services / Municipal Clerk Director, Diversity, Equity and Inclusion (DEI) Manager, DEI Policy Advisor, DEI Policy Advisor, Community Safety and Wellbeing (3 positions) Policy Advisor, Building Safer Communities Fund Policy Advisor, Local Immigration Partnership (2 positions) Policy Coordinator, DEI Accessibility Coordinator Accessibility Program Coordinator Program Assistant Administrative Assistant (2 positions) REGIONAL MUNICIPALITY OF DURHAM Director, Innovation and Transformation Diversity, Equity and Inclusion Officer CITY OF OSHAWA Inclusion, Diversity, Equity and Anti-Racism Officer Accessibility Coordinator MUNICIPALITY OF CLARINGTON TOWNSHIP OF BROCK Diversity and Inclusion Coordinator Diversity, Equity and Inclusion Officer TOWN OF AJAX Deputy Clerk EDI Positions in Durham Region TOWNSHIP OF UXBRIDGE Strategic Planning and Communications Officer PAGE 22 - 113 - Successes Although the City of Pickering is early in its EDI journey, there have been several significant achievements to date. First, City Council’s endorsement of the selection of an external consultant to develop a multi-year strategy was a major milestone that demonstrated the priority assigned to this work and the willingness to make a long-term commitment. This commitment was strengthened with the dedication of key resources including the creation of a permanent, full-time Senior Coordinator, Equity, Diversity & Inclusion position to lead this work internally along with a part-time Community Engagement Coordinator. These early investments demonstrated a willingness to allocate appropriate resources to carry out the City’s EDI commitments. In 2023, City Council approved Pickering’s first ever Corporate Strategic Plan which clearly identified its commitment to EDI and signified its importance through its values statements and priorities. As well, the EDI team was strengthened by the realignment of the Accessibility Coordinator in April of 2024. The organizational shift towards EDI also manifested in important policy and procedural changes to address systemic barriers and promote inclusion. For example, the City removed Commissioner of Oath fees for anyone applying for a name change in recognition of the disproportionate impacts this fee has on trans and Indigenous communities. Corporate branding guidelines were revised to incorporate the City’s Land Acknowledgement and the option to include preferred pronouns. Mandatory online training was implemented on the Respect in the Workplace Policy, to familiarize staff with the Ontario Human Rights Code and protocols for upholding the Code in the workplace. Additionally, the City has made important strides in community engagement, adopting a community-driven approach to inform key policies, practices and programs through the creation of Council What we learned PAGE 23 - 114 - appointed advisory committees and taskforces. This includes the Cultural Advisory Committee, the Accessibility Advisory Committee, PAC4Teens Advisory Committee, the Community Safety & Well Being Committee, and the Pickering Anti-Black Racism Taskforce. These groups have been integral to ensuring that community perspectives and experiences are accounted for in the decision-making of the City. The development of the Pickering Anti-Black Racism Taskforce was notable as it was the first and only taskforce of the City with an approved budget to action their mandate of addressing anti- Black racism—once again reinforcing the City’s commitments to EDI. These are only a few examples of the work undertaken so far to embed EDI into the City. More information on the City’s EDI initiatives can be found in the Equity, Diversity, and Inclusion 2023 Annual Report (See Appendix). Challenges and Opportunities These early achievements are important to give context to the findings that emerged from internal and external consultations. Although the City has made a concerted effort to advance EDI, several themes across the consultations point to challenges and opportunities that can be addressed through the EDI Strategy. These themes include: • Lack of EDI Awareness • Systemic Barriers • Lack of Diverse Representation • Leadership Commitment to EDI Rainbow Crosswalk, Esplanade Park PAGE 24 - 115 - of respondents experienceddiscrimination30.7 % experienced discriminationbased on race53.8 % experienced discriminationbased on colour40.9 % experienced discriminationbased on sex26.5 % witnessed others experiencediscrimination39.2 % When asked where theyexperienced discrimination... said in stores, restaurants, orbusinesses45.5 % said in an outdoor setting(street, sidewalk, park)36.6 % said in a public facility (recreationcentre, sports area, library)23.9 % CommunitySurvey Results Respondents identified thefollowing as top priorities for EDI: Community Engagementand Consultation1 Education and Training ofMayor and Council2 Education and Training ofCity employees3 Throughout the consultations, participants shared experiences of discrimination, exclusion and marginalization including everything from subtle microaggressions to overt acts of racism, ableism, homophobia, or transphobia, among other incidents. Participants generally attributed these experiences to a lack of awareness and education around EDI including a limited understanding of diverse lived experiences and their impacts. Participants in the Community Working Group, for example, shared their experiences of discrimination in homes, schools, workplaces, community spaces through everyday interactions, and discussed the need for community-wide education—including within family units. A desire to better understand the Williams Treaties and honour Treaty responsibilities with Indigenous communities was also highlighted as foundational learning for anyone undertaking EDI work. Discussions also emphasized the importance of engaging youth, so that education can begin early on and extend into familial and friendship networks. These findings were consistent with the community survey where 30.7% of respondents reported experiencing some form of discrimination in Pickering and 39.2% reported witnessing someone else experience Theme 1: Lack of EDI Awareness PAGE 25 - 116 - discrimination in Pickering. When asked about the nature of discrimination in both circumstances, respondents identified race, colour, sex, ethnic origin, sexual orientation as the main grounds for their experiences and observations. Respondents identified other grounds of discrimination as well, which demonstrated the widespread nature of these experiences affecting folks across diverse and intersecting identity markers. Further, when asked where these experiences took place, respondents identified public spaces such as parks, recreation centres, and other outdoor settings. This finding was important because such community spaces fall within the scope of responsibilities and influence of municipalities. The public nature of these experiences also suggest that there may be opportunities for bystanders to intervene. In light of these findings, respondents identified education and training for City Council and City employees as top priorities to pursue in advancing EDI. Staff consultations also alluded to a lack of awareness and uncovered a need to expand current EDI trainings to facilitate the cultural shift necessary to ensure an inclusive workspace. Although staff were generally aware and supportive of EDI as an organizational priority, they did not perceive it to be well integrated in the organization as a matter of practice. While the City has made important strides in implementing EDI practices, the Planning Session with the Leadership Team and EDI Steering Committee revealed a gap in communicating these developments and embedding those principles in the organizational culture. Staff felt that communication of the importance and value of EDI to all employees is key and that EDI should be elevated as a corporate value to ensure a positive shift in the workplace culture. Importantly, this workshop took place before the recent formalization of an EDI commitment in the City’s Corporate Strategic Plan. ‘Inclusion & Respect’ have subsequently been identified as a corporate value in the Corporate Strategic Plan. agree that workforcediversity, equity, andinclusion is “valued at ourorganization.” 64 % agree that diversity, equity,and inclusion is “one of myorganization’s statedpriority areas.” 70 % EmployeeSurvey Results agree that seniormanagement activelyengages in EDI issues thatare important toemployees. 36 % agree that “ourorganization encouragesemployees to discussdiversity, equity, andinclusion and provideinput to the organization.” 50 % PAGE 26 - 117 - Another major theme from the consultations was the presence of systemic barriers. Systemic barriers refer to policies and practices embedded within organizations that have the effect of excluding or discriminating against particular people, resulting in limited access to opportunities, resources, or other disadvantages. In the community survey, respondents mostly agreed that the City values EDI in its policies, programs, services and other initiatives. However, they perceived that equity-deserving communities are among those not served by City initiatives—namely, racialized communities, gender diverse communities, those with disabilities, and Indigenous communities. In the employee survey, respondents from the dominant cultural groups were more likely to report positive experiences at work concerning treatment, opportunities available to them, and the respect they garnered, compared to respondents from equity-deserving groups. Respondents from equity-deserving groups, on the other hand, were more likely to report challenges concerning treatment, fairness, equity, and respect. Additional barriers were identified in the physical environment of the City. At the Planning Session, for example, concerns were raised around the need for an inclusive workplace. Staff pointed to the absence of a dedicated space for prayer and its impacts on employees. They also expressed a need for education among staff around faith-based practices to ensure that the workplace is respectful and accommodating. When surveyed about accommodations, for example, staff were aware of accommodations made for persons with disabilities. However, they were less clear on accommodations around religious or cultural observances with 41.7% expressing that they “don’t know.” This is consistent with a policy Theme 2: Systemic Barriers 56.8 % 58.4 % agreed with the statement,“At my organization, myunique value is known,recognized, and rewarded.”(19.4% disagreed) agree that the City strives tomake everyone feel includedthrough its programs,services, and other initiatives agree that the City valuesEDI in its policies, programs,services, and other initiatives CommunitySurvey Results agreed with thestatement, “I trust myorganization to be fair,equitable, and respectfulto all employees.” (15.75 % disagreed) 63 % 49 % agree that employees fromall backgrounds and abilitiesare treated fairly, equitably,and respectfully in theworkplace (15% disagree) 67.7 % agree that accommodationsare made for persons withdisabilities as needed70.5 % agree that religious practicesand/or cultural holidays areaccommodated 29.9 % don’t know if religiouspractices and/or culturalholidays are accommodated41.7 % 56.8 % 58.4 % agreed with the statement,“At my organization, myunique value is known,recognized, and rewarded.”(19.4% disagreed) agree that the City strives tomake everyone feel includedthrough its programs,services, and other initiatives agree that the City valuesEDI in its policies, programs,services, and other initiatives CommunitySurvey Results agreed with thestatement, “I trust myorganization to be fair,equitable, and respectfulto all employees.” (15.75 % disagreed) 63 % 49 % agree that employees fromall backgrounds and abilitiesare treated fairly, equitably,and respectfully in theworkplace (15% disagree) 67.7 % agree that accommodationsare made for persons withdisabilities as needed70.5 % agree that religious practicesand/or cultural holidays areaccommodated 29.9 % don’t know if religiouspractices and/or culturalholidays are accommodated41.7 % PAGE 27 - 118 - EDI is not only about addressing bias, racism, and discrimination but also lack of opportunities for basic activities. In light of this, it is essential to address the broader spectrum of challenges faced by marginalized communities. Improving access to indoor and outdoor sports... and other activities can contribute to fostering a more inclusive and equitable environment. By creating opportunities for everyone to engage in sports, we can promote social integration and overall well-being. In doing so, we not only combat systemic issues but also empower individuals to participate fully in the community... Embracing this holistic approach to DEI will pave the way for a more united and thriving City. – Community Survey Response 56.8 %58.4 % agreed with the statement,“At my organization, myunique value is known,recognized, and rewarded.”(19.4% disagreed) agree that the City strives tomake everyone feel includedthrough its programs,services, and other initiatives agree that the City valuesEDI in its policies, programs,services, and other initiativesCommunitySurvey Results agreed with thestatement, “I trust myorganization to be fair,equitable, and respectfulto all employees.” (15.75 % disagreed) 63 % 49 % agree that employees fromall backgrounds and abilitiesare treated fairly, equitably,and respectfully in theworkplace (15% disagree) 67.7 % agree that accommodationsare made for persons withdisabilities as needed70.5 % agree that religious practicesand/or cultural holidays areaccommodated 29.9 % don’t know if religiouspractices and/or culturalholidays are accommodated41.7 % review of the City where accommodations for those with disabilities are well-established due to the Accessibility for Ontarians with Disabilities Act. By contrast, there is no explicit policy on religious observances even though accommodations are available. Community consultations also raised concerns around the barriers to accessing City spaces that require permits and related fees. Participants who represented service organizations shared how this not only limited access but it also prevented those same organizations from providing key services to the community by not being able to utilize common community spaces. PAGE 28 - 119 - The topic of diverse representation was consistently discussed at every stage of consultation, with participants critical of how City Council, senior leadership, and staff do not reflect the same diversity as the community members they serve. Participants shared that the consequence of lack of diverse representation is that needs, interests and experiences of those not represented are left out of City policies and practices, which result in adverse and exclusionary impacts. Noting the demographics of Pickering on page 16, participants in the employee survey did not reflect a diverse workforce. Similarly, respondents in the community survey did not reflect a diverse sample. The implication of this is important to note as it suggests that there may be perspectives and experiences from some communities that are not captured in the results of these surveys. Theme 3: Lack of Diverse Representation Leadership must be diverse to bring all perspectives to the table for consideration. Residents need to see themselves being represented at the highest levels to build trust. – Community Survey Response Employee Survey self-identified as white85.7 % were born in Canada80.7 % self-identified as cisgender92.4 % self-identified as heterosexual85.8 % did not identify as having a disability67.0 % did not have a religious affiliation59.6 % Community Survey were aged 35 or older78.1 % self-identified as white55 % self-identified as cisgender90 % self-identified as heterosexual84.3 % did not identify as having a disability67.7 % did not have a religious affiliation34.5 % PAGE 29 - 120 - Among survey participants in both the employee census and community survey, there was general agreement that the City Council and staff did not reflect the diversity in the community. Community consultations, in particular, expressed a desire for more “meaningful representation in Council/positions of power.” However, these perceptions shifted slightly when asking about representation among City staff. According to the Community Working Group, the lack of diversity can be attributed to factors such as poor engagement with community, relationships of mistrust, and systemic barriers that prevent access to the City. The City’s workforce has made strides in diversity over the past year due to the increased number of newly budgeted positions and more intentional recruitment and outreach efforts. For example, the document review of Human Resources practices at the City demonstrated more intentional language to encourage applications from Indigenous Peoples and equity-deserving communities. However, the issue remains that with low levels of staff turnover, workplace demographics are slow to change. of staff disagree that theworkforce reflects the diversityin the community (comparedto 43% who agree) 30 % of community surveyrespondents disagree that theCity’s leadership reflects thecommunity (compared to 32.5%who agree) 29.3 % of community surveyrespondents disagree that Cityemployees are representativeof the community (comparedto 40.9% who agree) 16.6 % The City of Pickering is committed to creating an equitable, diverse and inclusive workplace and strives to foster a sense of belonging, empowerment and respect among all employees and community members. We recognize and value that diverse perspectives, skills, backgrounds, and lived experiences contribute to the growth and strength of our organization and community. As such, we welcome and encourage applications from Indigenous Peoples and equity-deserving communities including women, persons with disabilities, racialized persons, persons who identify as 2SLGBTQIA+, and other diverse communities. - Excerpt from the City’s External Job Postings PAGE 30 - 121 - A final theme that emerged from consultation was the importance of leadership commitment so that expressed values for EDI are actioned and resourced in ways that result in tangible and sustainable impacts that improve the well-being of the community. Throughout consultations with staff, the senior leadership staff acknowledged the importance of EDI amongst employees and clients and its relevance to the City’s mandate. Many leaders acknowledge that social inequities exist and are committed to championing positive change for the organization. Likewise, most participants noted that staff members should have the responsibility and be held accountable for creating a culture that is diverse and instills a sense of belonging in everyone. Community consultations also stressed the importance of the City’s leadership of EDI initiatives. They explained that labour is often placed on equity-deserving communities to support and advocate for one another and would like to see more City resources allocated to these efforts. While they recognized that the City is early in its EDI journey, they also expressed concerns that it is falling behind other municipalities and organizations. Participants in the community working group emphasized accountability and identified the need for City leaders to be vocal and present not only during occasions of significance but more importantly when hateful, discriminatory or oppressive experiences happen in the community and require intervention. Overall, our engagement found that as the City embarks on its EDI journey, trust and confidence need to be seen as the norm between staff and management, and between Theme 4: Leadership Commitment to EDI agree that workforce diversity, equity, andinclusion is valued64.3 % 69.7 % agree that EDI is ‘one ofmy organization’s statedpriority areas’ Employee Survey agree that seniormanagement is prepared to effectively manage aculturally diverse workforce 51 % 58.4 % 40.5 % Community Survey believe that the Cityvalues EDI believe that City leadershipunderstands EDI is criticalto the community’s future success agree that workforcediversity, equity, andinclusion is valued64.3 % 69.7 % agree that EDI is ‘one ofmy organization’s statedpriority areas’ Employee Survey agree that seniormanagement is prepared to effectively manage aculturally diverse workforce 51 % 58.4 % 40.5 % Community Survey believe that the Cityvalues EDI believe that City leadershipunderstands EDI is criticalto the community’s futuresuccess PAGE 31 - 122 - the City and community. Employees spoke of the importance of a healthy workplace where everyone is valued, engaged, and allowed to contribute their intellectual and creative capital to the vision and mission of the City. Similarly, community members expressed the importance of relationship building and consultation so community members are engaged and included in City decision-making. In moving forward with an EDI Strategy, it is essential that the City actively promote widespread buy-in and ownership for the EDI Strategy, from Council, all levels of staff and community members representing diverse lived experiences. This shift in corporate culture requires support from leadership to embed the EDI perspective in all that we do. This is a journey. It’s important to understand that we won’t be perfect, but I think that’s okay so long as we are sincere with our intentions towards EDI, learn from past practices of inequities, are open to reasonable change, and, above all else, are respectful of everyone’s perspective and opinions. - Employee Survey Response PAGE 32 - 123 - EDI Vision and Mission Statements In consideration of what we learned through our consultations, the following EDI Vision and Mission statements were developed to reflect our commitment to championing equity, diversity and inclusion in all we do. An Equitable and inclusive City is built upon a set of shared values that Council and staff can use when making decisions and that the community can depend upon when interacting with each other. Our priority areas of focus flow from our EDI Vision and Mission and are consistent with the Vision, Mission and Values Statements identified in Pickering’s Corporate Strategic Plan approved by Council in December, 2023. Specifically the Vision Statement “ Pickering: A complete, world class city…inclusive, connected, caring and prosperous”, as also illustrated in the stated value of Inclusion and Respect. • Advancing EDI as a standard of public service; • Valuing diverse identities, perspectives and experiences; • Working to eliminate systemic barriers; and • Actively engaging community members in ongoing education, advocacy and consultation. Mission The City provides an inclusive and supportive environment where staff, businesses and residents have opportunities to grow, learn, engage, participate and thrive through: Vision A City that is committed to embedding EDI, accessibility, anti-racism and anti-oppression principles into the fabric of our City and community without compromise to foster a sense of belonging, empowerment and respect among all community members. PAGE 33 - 124 - Cultural Fusion, Esplanade Park, September 9, 2023 Cultural Fusion, Esplanade Park, September 9, 2023 Members of Pickering Anti-Black Racism Taskforce at Black History Month Celebration, 2024 Community members at Black History Month Celebration, February 2023 Pickering Islamic Centre Orange Shirt Day Installation at City Hall, September 2023 Chanukah Celebration, Chestnut Hill Developments Recreation Complex, December 13, 2023 City staff at Pride Parade, Ajax, June 4, 2023Cultural Fusion, Esplanade Park, September 9, 2023 PAGE 34 - 125 - Chanukah Celebration, Chestnut Hill Developments Recreation Complex, December 13, 2023 City staff at Pride Parade, Ajax, June 4, 2023 PAGE 35 - 126 - Priority Areas of Focus Priority 1: Education & Awareness Area of Focus: Education builds awareness and understanding. Education is about the creation of, and engagement with, learning opportunities at all levels --- Council, staff and residents. Education can be achieved through several means including formal educational opportunities such as mandatory staff training as well as informal opportunities through staff lunch & learns, book clubs, community events and community partnerships. Awareness can be achieved by strengthening our internal communications strategy with staff to promote information around EDI internally to increase understanding and engagement. Goals Specific Actions Timeline To rollout the EDI Strategy within the corporation • Host Townhall sessions for all employees to promote the EDI Strategy, Work Plan, expected timelines and next steps. • Provide training on the EDI Strategy (Mission & Values) corporate wide, including a training session specific to Council. Solicit support and engagements by involving employees in the EDI Steering Committee and supporting sub departmental committees. • Facilitate workshops with senior leadership to deploy the strategy throughout the EDI journey. Immediate To develop an education plan that identifies required EDI training around key topics with certification and timelines for completion • Develop EDI training/curriculum with certification for all employees within 10 years. Training is geared to job levels/ positions at the City, for example, different training to be delivered to part-time and full-time employees, as well as management teams, and senior managers, different departments (e.g., HR, Communications, Operations, etc.). • Develop e-learning module as baseline required training for new employees as a part of onboarding process. Short term (1-3 years) Medium term (3-7 years) To improve reference material • Establish a practical guide/handbook to guide staff/ community on how to adopt and integrate an EDI approach; helps City to achieve EDI goals with input from all departments. Short term (1-3 years) PAGE 36 - 127 - Priority 1: Education & Awareness (Cont.) Goals Specific Actions Timeline To promote EDI awareness both corporately and in the community through non- traditional education • Explore diverse methods of integrating EDI education into all aspects of the City (e.g., programs, services – book clubs, town halls, community dialogue, recognition ceremonies). • Create a communications strategy to ensure the ongoing promotion of EDI initiatives, as well as providing progress milestones. • Develop a dynamic EDI landing page on the City’s Intranet for employees to easily access EDI resources and training opportunities. Short term (1-3 years) International Women’s Day Celebration, Chestnut Hill Developments Recreation Complex, March 7, 2023 International Women’s Day Celebration, Chestnut Hill Developments Recreation Complex, March 7, 2023 PAGE 37 - 128 - Priority 2: Structure & Resources Area of Focus: A solid operational structure is essential to ensure the necessary resources are allocated to enable the City to meet its EDI goals. EDI goals are clearly articulated and measured, with progress reported regularly to all staff. Sustained leadership support and direction is necessary to maintain internal EDI momentum. Goals Specific Actions Timeline To leverage existing resources and determine future needs • Conduct a needs analysis to determine the optimal structure of the EDI team (e.g., potential new positions including, policy advisor, anti-racism specialist, gender equity, learning advisor/ strategist). • Review the potential benefits of amalgamating areas related to EDI under one area (e.g. Community Safety & Well-Being). • Consider separating Indigenous Relationship Building Action Plan from Equity, Diversity & Inclusion. Consider creating new position for Indigenous Relations Lead and dedicated financial resources. Short term (1-3 years) Medium term (3-7 years) To promote departmental ownership of EDI, embedding EDI in our culture • Establish employee resource groups to assist in information dissemination and act as EDI champions. • Allocate EDI training budget funds for each department (e.g., Retain a facilitator to train Firefighters on EDI). • Create a support system for EDI work. • Environmental Scan of City resources related to EDI at the departmental level. Medium term (3-7 years) PAGE 38 - 129 - Priority 3: Community Consultation & Engagement Area of Focus: To ensure that the City nurtures relationships with those we serve and to include them in the decisions made. To design meaningful engagement activities that bring forward diverse perspectives, experiences and knowledge into City projects and initiatives as early as possible; the creation of digital and physical spaces that promote inclusion by displaying services and symbols that reflect the City’s diverse communities; and continuously embedding feedback mechanisms at all community engagement events. Goals Specific Actions Timeline To strengthen engagement & collaboration to achieve understanding of community needs • Develop partnerships with Associations in the City of Pickering. • Foster relationships with Advisory committees, including Pickering Anti-Black Racism Taskforce, Accessibility Committee, Cultural Advisory Committee, etc. • Provide opportunities for community-driven initiatives/ recognition (e.g., event, displays, or flag ceremonies). • Develop and implement an outreach plan with external partners (e.g. school boards for co-op positions at the City, community associations to promote job advertisements, expand access to global talent pools) . • Develop targeted awareness programs that are aligned to the needs of the community. • Host community town halls and other community engagements to create dialogue, discussions, and to provide residents the ability to ask pressing questions. Ensure this takes place once per year. • Standardize the provision of honorariums when asking equity- deserving groups for advice and input to recognize labour. • Seek membership/representation in larger networks on EDI. Short term (1-3 years) Medium term (3-7 years) Long term (7-10 years) PAGE 39 - 130 - Priority 3: Community Consultation & Engagement (Cont.) Goals Specific Actions Timeline To create a resource hub that collects information about the community • Document and analyze statistical information to support evidence-based decision making related to EDI awareness. Medium term (3-7 years) To enhance external communications • Develop a dynamic EDI website landing page to inform, engage, and inspire residents. • Develop a repository of community resources (e.g., EDI resource directory). • Include information and resources on EDI in all external communications including the City’s website. • Utilize diverse communication channels. Short term (1-3 years) Medium term (3-7 years) Long term (7-10 years) Consultations for EDI Strategy PAGE 40 - 131 - Priority 4: Policies, Practices & Programs Area of Focus: For EDI to be successful, it must be tied to broader processes of change management which aims to implement changes to the underlying structures and processes, including changes to policies and practices. This requires that the City unpacks our existing structures and practices to determine whether or not they integrate EDI considerations. Goals Specific Actions Timeline To develop a change management plan • Embed EDI into HR processes and practices (e.g. recruitment and hiring process, wellness, training). • Adapt physical spaces to be inclusive and address diverse needs (e.g., prayer/meditation room and designated safe spaces). • Adapt digital spaces to be inclusive (e.g., accessible markers). • Review technology access for open communication with all staff including those whose jobs require them to work outside of a regular office environment. Short term (1-3 years) Medium term (3-7 years) To perform an Equity Audit of internal Policies & Procedures • Review of existing polices by Department in accordance with established timelines. • Conduct a detailed review of Human Resources policies and practices in the area of Recruitment & Selection, implementing best practices as necessary. • Review job description and evaluation with emphasis on minimum entry requirements and removing barriers to employment. • Integrate community guidelines into Council meetings and other public gatherings to establish standards and expectations for respectful engagement. Short term (1-3 years) PAGE 41 - 132 - Priority 5: Measurement & Accountability Area of Focus: Measurement is about being able to assess and evaluate the City’s success in adopting an EDI lens in our daily practices. Importantly, it is a mechanism for ensuring accountability. Goals Specific Actions Timeline To solicit feedback from the community and employees to promote accountability • Establish anonymous and safe means for staff to share experiences, feedback and complaints; Create a communication mechanism for community and staff. • Integrate EDI into exit interviews. • Measure all awareness activities through evaluation of awareness/marketing programs. • Measure EDI awareness and training activities through ongoing training evaluations. Medium term (3-7 years) Immediate Long term (7-10 years) To establish EDI measurement metrics • Develop EDI measurements; Create performance reports with EDI measurements. • HR data tracking - Create a personal information form to collect employee demographic data. Collect information at application phase; Annual collection asking about identity information; Report summary back to staff annually. • Measure community engagement with EDI website landing page via website hits, unique visits, etc. Short term (1-3 years) Medium term (3-7 years) Medium term (3-7 years) To communicate EDI measurement findings to Employees and Community • Produce, publish and distribute annual EDI report card/audit (staff census, community engagement). • Embed EDI updates as a standing agenda item at the Senior Leadership Team (SLT) meetings; measured through yearly reviews of agendas. • Undertake annual employee updates on EDI initiatives for accountability and transparency. Short term (1-3 years) Short term (1-3 years) Medium term (3-7 years) PAGE 42 - 133 - References Brown, B. (Host). (2020, November 9). Brené with Aiko Bethea on inclusivity at work: The heart of hard conversations. [Audio podcast episode]. In Dare to Lead with Brené Brown. 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Women matter – time to accelerate: Ten years of insights into gender diversity. Retrieved from: https://www.mckinsey.com/~/media/mckinsey/featured%20insights/ women%20matter/women%20matter%20ten%20years%20of%20insights%20on%20the%20 importance%20of%20gender%20diversity/women-matter-time-to-accelerate-ten-years-of- insights-into-gender-diversity.pdf Ontario Human Rights Commission (2024). The Ontario Human Rights Code. Retrieved from: https://www.ohrc.on.ca/en/ontario-human-rights-code Statistics Canada. (2022). Focus on geography series, 2021 census of population: Pickering, City. Retrieved from: https://www12.statcan.gc.ca/census-recensement/2021/as-sa/fogs-spg/page. cfm?topic=10&lang=E&dguid=2021A00053518001 Statistics Canada. (2022). Canada at a glance, 2022. Retrieved from https://www150.statcan.gc.ca/ n1/pub/12-581-x/2022001/sec6-eng.htm The Regional Municipality of Durham (2022, April 8). The Regional Municipality of Durham Information Report #2022-INFO-31. Retrieved from: https://www.durham.ca/en/regional-government/resources/Documents/Council/CIP-Reports/CIP- Reports-2022/2022-INFO-31.pdf Turner Consulting Group (2023). The case for EDI. Retrieved from: https://www. turnerconsultinggroup.ca/tanas-blog/the-case-for-edi PAGE 43 - 134 - Equity, Diversity & Inclusion Strategy 2024 - 2034 - 135 - Equity, Diversity, and Inclusion 2023 Annual Report Attachment 2 to Report HUR 01-24 - 136 - - 137 - - 138 - • Council’s unanimous endorsement of the development of a multi-year Equity, Diversity, and Inclusion Strategy in August 2020; • the introduction of dedicated Equity, Diversity, and Inclusion staf led by a Senior Advisor and Community Engagement Coordinator; • the establishment of community advisory groups such as the Pickering Anti-Black Racism Taskforce (PABRT), the Indigenous Relationship Building Circle and the Equity, Diversity, and Inclusion Strategy Community Working Group; • the adoption of the City’s frst ever Corporate Strategic Plan which identifes a distinct commitment to Equity, Diversity, and Inclusion throughout the functions and operations of the municipality; and, • the development of a 10-year Equity, Diversity, and Inclusion Strategy, to be launched in 2024. - 139 - - 140 - Lunch & Learn Series • An Introduction to Land Acknowledgments with Jocelyn Pelletier from Durham College’s First Peoples Indigenous Student Centre, in honour of Treaties Recognition Week; • Gender Diversity in the Workplace with Jake Farr from PFlag Canada Durham Region, in honour of Transgender Awareness Week; • Unpacking Ableism 101 with facilitators from the Community Resistance Intimacy Project, in honour of International Day of Persons with Disabilities; • Hate Crimes Town Hall: Exploring the Role of the Business Community. Featuring panelists: Dr. Barbara Perry, Professor and Director, Centre on Hate, Bias and Extremism, Ontario Tech University and Dinesh Kumar, Ajax/Pickering Board of Trade. - 141 - - 142 - - 143 - - 144 - • 416 Meets 905, a youth open mic night in collaboration with Shakkoi and RISE Edutainment; • The Powerfully Informed Initiative, a series of events aiming to support awareness, education and engagement around municipal elections, and promote civic engagement among Black residents more broadly; • Reaching Higher, an event to support Black youth in their pursuit of post-secondary education; and, • the 1st Annual Black Joy Holiday Market in collaboration with Durham Family Cultural Centre (DFCC), an event highlighting and supporting local Black-owned businesses. - 145 - - 146 - Drum Social - 147 - • Awareness Pin Beading Workshops with Indigenous Artisan Janet Dugan; • Traditional Drum-Making Workshop with Mary George from Dnaagdawenmag Binnoojiiyag Child & Family Services; • an author reading of the children’s book, Bubbly Beth by Nikki Soliman; • the Truth and Reconciliation Community Memorial; and, • the re-installation of the Commemorative Orange Crosswalk, designed by artist Jon Cowell of the Mississaugas of Scugog Island First Nation - 148 - September 1 - 30, 2023: In honour of Orange Shirt Day/ National Day for Truth & Reconciliation, an interactive installation featuring a special mosaic of orange ribbons was launched for the month of September to engage and educate the community on the realities of the residential school system across Canada. - 149 - - 150 - - 151 - - 152 - - 153 - - 154 - - 155 - Report to Executive Committee Report Number: CS 08-24 Date: May 6, 2024 From: Laura Gibbs Director, Community Services Subject: City Property Naming - Submission to name the Turf Field at Kinsmen Park as Jayde Riviere Field - File: A-1440-001 Recommendation:- 1. That Report CS-24 regarding the submission to name the turf field at Kinsmen Park as Jayde Riviere Field be received; 2. That Council approve naming the turf field at Kinsmen Park as Jayde Riviere Field; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to seek Council’s approval to name the turf field at Kinsmen Park to Jayde Riviere Field. On October 24, 2023, the City received a submission from Matt Greenwood of the Pickering Football Club (PFC) to name the turf field at Kinsmen Park to honour the contributions of athlete Jayde Riviere to the Pickering community. Accordingly, City staff reviewed the submission for this unnamed City Property as per Section 3 of the City Property Naming Procedure ADM 110-006. After a thorough review of the submission, which included notification to, and feedback from turf field players, PFC coaches and parents, staff recommend that Council approve naming the turf field at Kinsmen Park as Jayde Riviere Field. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advocate for an Inclusive, Welcoming, Safe & Healthy Community and, Foster an Engaged & Informed Community Financial Implications: The naming of the turf field would include the installation of exterior signage, anticipated at $3,500, which would be incurred as an operating expense within the 2024 approved Budget. - 156 - CS 08-24 May 6, 2024 Subject: City Property Naming Page 2 Discussion: The purpose of this report is to seek Council’s approval to name the turf field at Kinsmen Park to Jayde Riviere Field. On October 24, 2023, the City received a written submission from Matt Greenwood of the Pickering Football Club (PFC), on behalf of PFC coaches Peter Hogg and Barry Donnelly, to name the turf field at Kinsmen Park as Jayde Riviere Field. The submission highlighted Jayde’s contributions to the Pickering soccer community as deserving of this consideration. The submission to name this unnamed City Property was reviewed by the (Acting) Deputy Clerk to ensure it met the criteria set out in Section 3, City Property Naming Procedure ADM 110-006. In compliance with Section 03.01.05, staff confirmed the submission with Matt Greenwood. Additionally, Jayde Riviere was contacted and provided her consent with much appreciation. Community Services staff then reviewed the qualified submission by investigating and confirming the content of the submission package. As per Section 03.02.03, staff informed Mayor Ashe, Linda Cook, Regional Councillor – Ward Two, and Mara Nagy, City Councillor – Ward Two who were all in support of the request. Staff contacted turf field users via email to inform them of the submission to name the turf field at Kinsmen Park to Jayde Riviere Field and receive their feedback and comments. The responses were passionately in full support of the naming request. Comments included: “It would be amazing to name the field after her. She is an inspiration to girls who love the sport.” “For the hundreds of female players that come through Pickering FC Jayde is a fantastic role model, dynamic as a player and well-spoken off the field. We can only imagine the thousands of girls that will play on this field for years to come who will know Jayde’s' name and raise their game.” “I am in FULL SUPPORT of highlighting the contribution of long time Pickering resident, Jayde Riviere to the world of women's sport.” “I admire her hard work and dedication but most of all her caring heart. She shares a great story and always remains humble.” “When given a school assignment to write about prominent Black Canadians for Black History Month, my daughter chose Jayde - as she not only sees her as a role model in sport but someone who has brought pride and recognition to the City of Pickering - and that is truly inspiring!” “I can't state how important it is for not just my daughter, but any little girl who shares the same dreams and aspirations to have role models such as Jayde to look up to. The message this sends to all the little girls in Pickering and beyond cannot be measured in mere words. Rather, such an act, I believe, will inevitably inspire little girls far and wide to work that much harder to achieve their dreams.” - 157 - CS 08-24 May 6, 2024 Subject: City Property Naming Page 3 The City Property Naming submission was accompanied by a lengthy biography which includes the following: Jayde started playing for her hometown club, Pickering Soccer Club at the age of five and developed during these young key years until she made the jump to high performance soccer. At the age of 14, Jayde saw her first involvement with the national youth team program and went on to represent Team Canada at CONCACAF and FIFA U17 World Cup tournaments. Jayde made her senior national team debut in 2017 at the age of 16 and was named to the roster for the 2019 FIFA Women's World Cup at just 18 years old. Jayde received 28 full scholarship offers before she enrolled at the University of Michigan School of Kinesiology in the fall of 2019 and represented the Michigan Wolverines. Jayde made her Olympic debut at Tokyo 2020, and as part of the Canadian Women’s National Team won the gold medal. In January 2023, Jayde signed her first professional contract with English Women's Super League team Manchester United. Jayde currently continues to play as a member of the Canadian Women’s National Team. Jayde’s grassroots, national and international accolades are only surpassed by the contributions she has made to the next generation of athletes. She always makes time to reconnect with the Pickering soccer community, meeting and speaking with young players and sharing what it takes to be a top athlete. Having made significant contributions to the City of Pickering, for being an inspiration and positive role model for young females and a champion for women in sport, the submission to name the turf field at Kinsmen Park to Jayde Riviere Field meets the criteria set out in Section 03.01.04 (a). Therefore, consistent with the Procedure and considering public feedback in support of the submission, staff seek Council’s approval to name the turf field at Kinsmen Park to Jayde Riviere Field. Attachment: 1. Submission from the Pickering Football Club - 158 - CS 08-24 May 6, 2024 Subject: City Property Naming Page 4 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Karen Coleman Laura Gibbs MBA, MSc. Manager, Recreation Services Director, Community Services LG:kc Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 159 - Attachment 1 to Report CS 08-24 September 22nd, 2023 For the atention of: City Clerk City of Pickering 1 The Esplanade, Pickering L1V 6K7 Jayde Riviere Field Please find atached the necessary requirements, as required in City Procedure ADM 110-006 ‘City Property Naming’ to propose the naming of the existing turf soccer field to the Jayde Riviere Field. 03.01.01 Proposed by Pickering residents Barry Donnelly and Peter Hogg. (address available on request) a)Jayde Riviere Field b)See below (03.01.03) c)Soccer professional and Olympic Gold Medalist 03.01.03 Jayde Yuk Fun Riviere (born January 22, 2001) is a Canadian professional soccer player who plays as a defender for English Women's Super League club Manchester United and the Canada women's national team. Riviere played college soccer at the University of Michigan before signing her first professional contract with Manchester United in 2023. She represented Canada at multiple youth levels before earning her first senior cap in 2017. In 2021, she won a gold medal at the 2020 Summer Olympics in Tokyo, Japan. - 160 - Born in Markham, Ontario, Riviere was first taught to play soccer by her father when she was 3. She started playing club soccer for West Rouge SC at the age of 4 before moving to her home town club, Pickering Soccer Club at the age of 5 and developing during these key formative years to become a dynamic attack minded player until the age of 12 where she had to make the jump to high performance soccer in Markham. She attended Bill Crothers Secondary School where she also played volleyball, flag football and track and field, and was named Female Athlete of the Year after scoring 50 goals in just 20 league games in her only year of high school soccer before joining the Ontario REX program. In August 2017, Riviere moved cross country to Burnaby, British Columbia, to join the residency program at the Vancouver Whitecaps Super REX Academy. College career Riviere verbally committed to playing college soccer for the Michigan Wolverines at the University of Michigan in 2014. In total, she received 28 full scholarship offers before she enrolled at the Michigan School of Kinesiology in the fall of 2019. She also rejected offers to play professionally in order to attend Michigan. In 2021, she made a career-high 22 appearances on the season and helped lead Michigan to the 2021 Big Ten women's soccer tournament title, the third in team history and first since 1999, as well as a program-tying best NCAA quarter-finals appearance. She made one appearance in the 2022 season, on August 28 against Boston University Terriers, before announcing she would be ending her Michigan career early due to a lower body injury. In total she made 47 appearances for Michigan. Club career In April 2022, Riviere signed with AFC Ann Arbor of the amateur USL W League ahead of the inaugural 2022 USL W League season. Despite being touted as a first round pick, Riviere did not declare for the 2023 NWSL Draft amid rumoured interest from European clubs. On January 21, 2023, she signed her first professional contract with English Women's Super League team Manchester United on a two- and-a-half year deal.[22] She made her debut on May 7, as an 86th-minute substitute in a 3–0 win against Tottenham Hotspur in the WSL. International career Youth In September 2015, Riviere saw her first involvement with the Canadian youth program as a 14-year-old when Bev Priestman called her up an EXCEL camp with the under-17 team. In March 2016, she was named to her first tournament squad, making four appearances at the 2016 CONCACAF Women's U-17 Championship. Later that year she was part of the roster that finished as runners-up at the 2016 CONCACAF Girls' U-15 Championship, playing in all seven matches and scoring four goals before ending the year with a third tournament appearance, this time at the 2016 FIFA U-17 Women's World Cup, playing in two matches. Having made her senior international debut in 2017, Riviere continued to feature at youth level, representing Canada at three major youth tournaments in 2018; she started the year playing in every match at the 2018 CONCACAF Women's U-20 Championship, finished third at the 2018 CONCACAF Women's U-17 Championship, and ended the year with a run to the 2018 FIFA U-17 Women's World Cup semi-final. Senior In November 2017, Riviere was called up to the Canada senior team for the first time for a two- game friendly series against the United States.[23] On November 12, 2017, she made her senior international debut in the second of the two games, entering as a 71st-minute substitute for Adriana - 161 - Leon in a 3–1 defeat to the United States. She started her first match for the senior team on April 8, 2019, and assisted both goals in a 2–1 friendly win against Nigeria. In May 2019, she was named to the roster for the 2019 FIFA Women's World Cup in France. Having been an unused substitute for the opening game, she started the next group game, a 2–0 over New Zealand. She made a further two appearances, both as a substitute as Canada was eliminated by Sweden in the quarter-finals. She scored her first goal for the senior team on January 29, 2020, the sixth goal in a 11–0 win over Saint Kitts and Nevis during the 2020 CONCACAF Women's Olympic Qualifying Championship. In 2021, Riviere represented Canada at the 2020 Summer Olympics in Tokyo, Japan.[29] An unused substitute for the opening game, Riviere replaced Allysha Chapman as starter in the remaining group stage matches, beating Chile and drawing with Great Britain. Having picked up a yellow card against Brazil in the quarter-final, Riviere was suspended on yellow card accumulation for the semi-final against the United States but returned for the gold medal match, substituting on during overtime as Canada won gold in a penalty shootout victory over Sweden. Service to the City of Pickering Jaydes’ family continue to reside in the City with her father regularly assisting as a referee with the Pickering Football Club (rebranded in 2019). Jayde maintains a strong connection with her former coaches, Peter Hogg and Barry Donnelly. When she returns home during the off-season she is more than willing to share her time meeting and speaking with young female player about her experience, and the motivation she uses to continue to keep her at the top of the game. Following the 2021 Olympic Gold Medal game Jayde dropped by the Kinsmen Football Fields and then the Pickering Soccer Centre to surprise both players, coaches and parents with a visit to show them her gold medal and to inspire the next generation of Jayde’s to come out of our City. During the pandemic Jayde made time to join our players for a virtual team meeting and again share her insight into soccer while providing motivation and inspiration during a dark time in many teenager’s lives. 03.01.04 b) Jayde’s historical connection to the City has existed since she lit up the soccer fields 15 years ago and developed quickly to become a prominent player on the Canada Women’s National Team. The turf field at Kinsmen Park was her main training environment for many years playing in local league games and practice sessions 2 or 3 times a week. 03.01.05 This can be acquired on request from Jayde. We have not let Jayde or her family know that he Club is investigating this honour. It’s something we have waited anxiously to be able to do and we are sure she will be in support. - 162 - - 163 - Report to Executive Committee Report Number: CS 10-24 Date: May 6, 2024 From: Laura Gibbs Director, Community Services Subject: Recommendation for Improved Lighting Around Municipal Facilities -Accessibility Advisory Committee-File: A-1440-001 Recommendation: 1. That Report CS 10-24 regarding Accessibility Advisory Committee Recommendations forimproved lighting around Municipal Facilities be received; 2. That the Mayor be requested to include funding in the amount of $36,000 in the City’s 2025 Current Budget to enable staff to undertake an exterior lighting study of Civic Centre and Community Facilities; and, 3.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to share recommendations of the Accessibility Advisory Committee (AAC) for improved lighting at the Pickering Civic Centre and Community Facilities and to request that the Mayor include $36,000 in the 2025 Current Budget to fund an exterior lighting study of Civic Centre and Community Facilities. At the February 21, 2024 meeting of the AAC, a committee member presented concerns related to exterior lighting around municipal facilities and its impact to accessibility, safety and security (Attachment 1). Pickering Civic Complex and the Pickering Public Library roadway entrance, driveway and parking circle off Glenanna Rd. are poorly illuminated at night and pose various visual impediments to the public. Following discussion by the Committee, a motion was passed to share the presentation with the Mayor’s consideration to include funding in the 2025 Current Budget to conduct an exterior lighting study of the Pickering Civic Complex and various Community Facilities. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan of Advocating for an Inclusive, Welcoming, Safe and Healthy Community. - 164 - CS 10-24 May 6, 2024 Subject: Recommendation for Improved Lighting Around Municipal Facilities Page 2 Financial Implications: The cost of hiring a professional consulting service to conduct a lighting assessment and provide recommendations for improvement for locations is estimated to cost approximately $36,000. Discussion: The purpose of this report is to share recommendations of the AAC for improved lighting at the Civic Centre and Community Facilities and to request that the Mayor include $36,000 in the 2025 Current Budget to fund an exterior lighting study of Civic Complex and Community Facilities. A. The AAC identified accessibility hazards related to lighting. Members of the AAC observed that the Civic Centre/Library area is an extremely busy community hub providing many City services to the community and that Pickering’s facilities are increasingly being used in the evening to accommodate events, meetings and other public/community activities. It was noted that the safety, security and accessibility of the Pickering Civic Complex and Pickering Public Library area are essential to establishing a welcoming public space, especially at night. A Committee member who lives with impaired night vision, expressed the opinion that the Pickering Civic Complex and Pickering Public Library roadway entrance, driveway and parking circle off Glenanna Rd. is poorly illuminated at night and poses various visual impediments. The uneven application of lighting standards can create issues around transition; for example, moving from an under-lit area to an over-lit one can have a significant negative impact on night vision of drivers, pedestrians and cyclists. Members of the AAC noted that the design and locations of light standards can contribute to ineffective night-time lighting of Pickering facilities. Therefore, it was recommended by the AAC that the City should aim to realize the following objectives for Municipal Facilities: • Illuminate driveways walkways and obstructions to help ensure accessibility as well as the safety and security of residents, visitors and staff who are walking, driving or cycling. • Accentuate entrances, signage and passenger drop-off and pick-up locations to enhance navigation and increase residents’ confidence. • Generally, provide an attractive outdoor environment with no dark areas, glare or other visual impediments. B. Exterior Lighting at Civic Centre and Community Facilities requires modernization and improvement. The Civic Complex was constructed in 1990. The exterior lighting is the original system installed at that time and consists of redundant technology without the benefit of any lighting control system. In the 34 years since construction there has been no system-wide life cycle replacement of the exterior lighting. As a result, AAC recommends that an exterior lighting study be conducted to define opportunities for improvement. - 165 - CS 10-24 May 6, 2024 Subject: Recommendation for Improved Lighting Around Municipal Facilities Page 3 The following Community Facilities are also recommended for inclusion in the study: 1) Chestnut Hill Developments Recreation Complex; 2) Don Beer Arena; 3) East Shore Community Centre; 4) West Shore Community Centre; 5) George Ashe Library & Community Centre; and 6) Dr. Nelson F. Tomlinson Community Centre. C.A Lighting Study is the first step to improving exterior lighting. The AAC concluded that identifying and addressing outdoor lighting issues would help the City of Pickering to mitigate important municipal risks and liability and proposed that a comprehensive lighting survey be conducted of all City facilities. Such a survey would identify, test and correct lighting deficiencies and inform updates to various City regulations, standards and/or ordinances governing outdoor lighting. Therefore, the following motion was made at the AAC meeting on February 21, 2024 and was unanimously carried: 1.That the Exterior Lighting presentation by K. Sullivan be received by Council. 2.That the AAC requests Council endorse an exterior lighting study of the City of Pickering'sCity Centre (including Civic Centre/Library, parking areas, Esplanade Park and theChestnut Hill Developments Recreation Complex).3.That the AAC requests that the City undertake similar exterior lighting studies of other municipal facilities across the City. Staff recommend undertaking an exterior lighting study to address the accessibility concerns raised by the AAC. Attachment: 1.Municipal Outdoor Lighting Presentation by K. Sullivan to the AAC dated February 21, 2024 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Timothy Higgins Laura Gibbs, MBA, MSc. Accessibility Coordinator Director, Community Services LG:th - 166 - CS 10-24 May 6, 2024 Subject: Recommendation for Improved Lighting Around Municipal Facilities Page 4 Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 167 - Attachment 1 to Report CS 10-24 MUNICIPAL OUTDOOR LIGHTING Presentation to Pickering AAC – February 21, 2024 Kevin Sullivan, AAC Member - 168 - DISCUSSION AREAS •Introduction​ •Why Outdoor Lighting is Essential •​Limitations •City Hall / Library Issue •​Current Status / Next Steps - 169 - INTRODUCTION •Increasingly, municipal and other institutional facilities are utilized at night to accommodate events and meetings. •Effective night-time lighting is essential to increase residents’ confidence in the City and the people who live in it. •Lighting plays a crucial role in the success of a public space, so facilities are safe and accessible and best serve the needs of the municipality. Municipal Outdoor Lighting 3 - 170 - WHY OUTDOOR LIGHTING IS ESSENTIAL •Illuminating driveways. walkways and obstructions. •Providing safety and security for visitors and occupants who are walking, driving or cycling. •Accentuating entrances, signage and passenger drop-off and pick-up locations. •Providing an attractive outdoor environment with no dark areas, glare or other visual impediments. Municipal Outdoor Lighting 4 - 171 - LIMITATIONS •Many outdoor lighting installations for municipal facilities provide more poor lighting than adequate, and such lighting is counterproductive – reducing safety and security. •Poorly designed, misapplied, defective and improperly located or badly aimed fixtures are root causes of ineffective night-time lighting. •Key lighting considerations include: •Is it compatible with the area? •Does it address safety? •Is it pedestrian-scaled to improve comfort, security and safety? •Does it incorporate energy efficiencies? •Does it minimize the impact on adjacent uses? Municipal Outdoor Lighting 5 - 172 - CITY HALL / LIBRARY ISSUE •The City Hall / Library roadway entrance, driveway and parking circle off Glenanna Road is poorly illuminated and poses visual impediments. •Design intent for such locations requires driver, pedestrian or cyclist who looks at brightest spot in field of view to also see objects in the dark area within the field of view. •Light levels must be balanced to provide uniformity – however, night- time lighting limitations exist. •City Hall / Library is an extremely busy community hub providing services the local community wants and needs – hence safety and security is a key consideration, especially at night-time. Municipal Outdoor Lighting 6 - 173 - CURRENT STATUS / NEXT STEPS •Uneven application of lighting standards create issues around transition; moving from under-lit area to over-lit one can have significant affect on night vision of drivers, pedestrians and cyclists. •Need to test and correct insufficient lighting problems – a lighting survey may be needed to identify and solve subtle or complicated problems. •A basic lighting survey can consider the following: •Illuminance – amount of light falling on a surface. •Luminance – amount of light reflected from a surface. •Contrast - relationship between brightness of an object and its background. •Reflectance - ratio of light falling on a surface to the light reflected from a surface. Municipal Outdoor Lighting 7 - 174 - CURRENT STATUS / NEXT STEPS (CONT’D) •If lighting survey reveals inadequate light levels or lack of uniformity in light levels, municipality can consider making improvements. •Identifying and addressing outdoor lighting issues resulting from poor illumination is key to effectively managing municipal liability and risk management issues. •What regulations, standards and/or ordinances governing outdoor lighting exist for use in City of Pickering? •What steps is City of Pickering’s applicable departments taking / considering to further examine night-time outdoor lighting issue at City Hall / Library and other municipal facilities? Municipal Outdoor Lighting 8 - 175 - Report to Executive Committee Report Number: CS 11-24 Date: May 6, 2024 From: Laura Gibbs Director, Community Services Subject: Community Safety & Well-Being Plan - File: A-1440-001 Recommendation: 1. That the Community Safety & Well-Being Plan, as set out in Attachment 1, be endorsed; and 2. That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report. Executive Summary: The purpose of this report is to seek Council’s endorsement of the Community Safety & Well-Being (CSWB) Plan. At the meeting on March 27, 2023, through Resolutions #127/23 and #128/23, Council endorsed the creation of a Community Safety & Well-Being Advisory Committee (CSWBAC), including the approval of a Committee Terms of Reference respectively. A key priority for the CSWBAC was to assist staff in the development of the City’s first CSWB Plan and identify, through this plan, strategic actions that will assist the City in addressing various community safety issues and challenges. At the meeting on November 27, 2023, Council received the Draft CSWB Plan. Resolution #327/23 directed staff to carry out Phase 2 of community consultation on the draft plan and return a final CSWB Plan to Council by Q2, 2024. The draft CSWB Plan (Attachment 1) is a five-year plan (2024-2029) that includes seven priority areas and sixty-one strategic actions, as well as the development of five guiding principles. The plan was developed through a comprehensive community consultation process that involved a community-wide survey, numerous partner and key stakeholder interviews and discussions, and a series of public meetings, open houses, and community pop-up events. An internal City Staff Committee (CSWB Internal Working Team), comprised of staff from various departments, also provided valuable feedback throughout the development of the CSWB Plan. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; and Strengthen Existing & Build New Partnerships. - 176 - CS 11-24 May 6, 2024 Subject: Community Safety & Well-Being Plan Page 2 Financial Implications: $25,000 was included in the 2024 Current Budget to support the development of the CSWB Plan as well as to advance strategic actions identified in 2024. Future budgetary implications to support the implementation of the CSWB Plan will be considered through subsequent budget submissions. Discussion: The purpose of this report is to seek Council’s endorsement of the CSWB Plan. The City of Pickering takes pride in being a vibrant, caring community rich in history and diversity. However, in recent years, Pickering, similar to other growing communities, has experienced increasing community safety needs that have been recognized by Council and residents. A. CSWB Plans are legislated for Upper Tier Municipalities As per the Safer Ontario Act, 2018, c.3 – Bill 175, CSWB Plans came into enactment in the current Police Services Act, R.S.O. 1990, c.p15. Under the legislation, all municipalities (except lower tier) were required to create and by resolution adopt a CSWB Plan by July 1, 2021. This legislation applies to the Region of Durham. B. Pickering’s approach to CSWB has been developed over the past five years While it remains an upper tier regional responsibility, it is recognized that lower tier municipalities play an instrumental role to help to facilitate community safety efforts. As such, on February 25, 2019, Council directed Community Services staff to begin the work of developing the City’s first ever CSWB Plan (Resolution #43/19). Although the pandemic slowed down the pace of development in 2020 & 2021 because opportunities for engagement were limited, staff achieved many important milestones that laid the foundation for the development of a comprehensive CSWB Plan informed by government and community stakeholders. These milestones include the following: Year 2019: • Internal Consultation: City staff conducted initial interviews with Members of Council and City staff regarding community safety and well-being in Pickering. Common themes were identified, including homelessness, mental health issues, addiction and antisocial behavior, emotional violence, various levels of mischief and crime, drugs and increased trafficking, high traffic and careless driving, and social issues, including neighbour disputes and bullying. Additional surveys with the community were required to better understand the needs of the community. Year 2020: • Strengthened partnerships with Durham Region Police Service (DRPS) & Town of Ajax to start drafting CSWB actions for future planning. • Established partnership with 211 Ontario and Caremongers to better support food insecurity. - 177 - CS 11-24 May 6, 2024 Subject: Community Safety & Well-Being Plan Page 3 Year 2021: • Council approved the funding of a permanent full-time position to support the development and implementation of the CSWB Plan. The position of Community Safety & Well-Being Advisor was filled in 2023. Year 2022: • Council endorsed the City of Pickering’s application to become a member of the Canadian Municipal Network on Crime Prevention. • Staff actively participated in the development of a Durham Region CSWB Plan. • The Region of Durham Council endorsed the Durham Region CSWB Plan. Year 2023: • In January, Council directed staff to review the creation of a CSWBAC made up of a cross section of community representation and establish a Homelessness Task Force to support and address the needs of the homeless population in collaboration with Durham Region. In March, Council approved a CSWBAC and its Terms of Reference. • In June, the CSWB Advisor was hired, and an internal CSWBAC was established to support the development of the City’s first CSWB Plan. • In November, Council was presented with the draft CSWB Plan. Council directed staff to undertake Phase 2 of community consultation of the draft plan. • In December, Council endorsed its Corporate Strategic Plan (2024-2028), and identified key priority #2: “Advocate for an Inclusive, Welcoming, Safe & Healthy Community. This priority included a number of strategic action items focused on community safety and well-being. C. The CSWB Plan included four phases of development In order to develop an inclusive and thorough CSWB Plan, tailored to address Pickering’s specific needs and challenges, a planning process was developed to ensure that residents had an opportunity to provide their input and insights. The development process was launched in July 2023 and involved a four phased approach: Phase 1: Research, Needs Assessment & Community Consultation Survey Phase 2: Draft Plan Analysis & Development Phase 3: Key Stakeholder Engagement & Community Consultation on draft Plan Phase 4: Finalization of the CSWB Plan D. Community Consultation Summary The CSWB Plan was developed using valuable feedback from key community and organization stakeholders, community residents, Council and staff. The engagement included - 178 - CS 11-24 May 6, 2024 Subject: Community Safety & Well-Being Plan Page 4 a variety of tactics to ensure that everyone had an opportunity to share their views. The following summarizes the feedback received. • 14 Outreach Sessions held at various community locations: Recreation & Community Centres, Pickering Public Libraries, a Community Listening Session, Canada Day celebrations, Dedicated Advocacy Resource Support (DARS) engagement sessions, Summer Reading Club Launch Party, Youth Drop In, Pickering Town Centre, Pickering Farmer’s Market. Residents were directed to provide feedback through the digital survey. • Community-wide Survey, 332 responses were received, the most significant safety priorities identified for the Pickering community: Feeling safe walking home in the community; Having safe park trails that are clean, tidy, and well-cared for to promote healthy living; Local access to health services and nutritious foods; Safe playgrounds; and, Feeling safe driving in the community. The next phase of Community Consultation allowed residents the opportunity to review the draft Plan and provide additional feedback in advance of the Plan being finalized. The consultation efforts resulted in the engagement of over 300 participants. • A total of nine Advisory Committees & Task Force Engagement Sessions were held, yielding input from over 110 community voices. • Two Open Houses and two Pop-Up outreach sessions within community centres were held gaining feedback from over 160 residents. • A total of eight Key Stakeholder Engagement Sessions were conducted. Key themes that emerged: Incorporating guiding values and principles to the plan; Identifying action items for specific marginalized community groups (Indigenous, 2SLGBTQIA+); Prioritize safety for parks, roads, and walking paths; Incorporating training that encompasses all levels and layers of oppression; Prioritizing Indigenous relationship building; and, Language Inclusion (interpreters for events, meetings, more access to translation in more languages). Further community consultation details have been summarized in Appendix B and Appendix C of the CSWB Plan. E. Pickering’s CSWB Includes seven priority areas and sixty-one action items After a thorough process spanning seven months, the CSWB Plan has resulted in the development of a Plan that will serve the community well over the next five years. A total of seven priority areas have been identified, totaling 61 strategic actions as follows: Priority 1: Improve Community Vitality – Nine Strategic Actions. • Objective – Create a sense of belonging with residents through targeted initiatives like volunteer programs, programs targeting social isolation, or programs and events that support socialization and community pride. - 179 - CS 11-24 May 6, 2024 Subject: Community Safety & Well-Being Plan Page 5 Priority 2: Strengthen Learning, Education, Partnership and Creative Communities – Ten Strategic Actions. • Objective: Create opportunities for residents to learn about community safety and well- being and contribute to solutions in creative ways. Priority 3: Create Safe and Welcoming Neighbourhoods – Twelve Strategic Actions. • Objective: Creating safe, clean, attractive, and welcoming spaces. Park design, neighbourhood beautification, safe trails that promote healthy living, public art, spaces that promote healthy lifestyles (outdoor gym or hiking trails), lighting and cameras, and enhanced road safety using elements such as streetlighting and cameras. Priority 4: Increase Physical Health and Mental Health – Ten Strategic Actions. • Objective: Through community spaces like community centres, community gardens, libraries, and programs that support physical and mental health. Priority 5: Improved Living Standards – Seven Strategic Actions. • Objective: Attracting businesses to bring new jobs to Pickering, making programs and services accessible to all residents regardless of income through low cost, subsidized or free programs and services, supporting food security through targeted programs. Priority 6: Support Basic Needs – Seven Strategic Actions. • Objective: Access to nutritious food, shelter and personal care/hygiene products and services through programs and services. Priority 7: Promote EDI (Equity, Diversity, Inclusion), Accessibility & Reconciliation – Six Strategic Actions. • Objective: Create opportunities for engagement and relationship building through safer community spaces, programs, events, and community expression. This priority spans across each priority area and is a non-exhaustive list that will reflect current context. Through the effective implementation of the Pickering CSWB Plan, and working closely with our valued partners, including Region of Durham and DRPS, the City of Pickering is positioned to support an inclusive, welcoming, safe, healthy and connected community. Attachment: 1. Community Safety & Well-Being Plan - 180 - CS 11-24 May 6, 2024 Subject: Community Safety & Well-Being Plan Page 6 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Elaine Knox Laura Gibbs, MBA, MSc. Community Safety & Well-Being Advisor Director, Community Services Original Signed By Marilou Murray Manager, Community Services Administration & Strategic Initiatives LG:mm Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 181 - Attachment 1 to Report CS 11-24 Pickering Community Safety & Well-Being Plan 2024 - 2029- 182 - Land Acknowledgement 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. Artwork by Pickering Resident, Daniel Davis - 183 - Pickering CSWB Plan | 3 Contents page Land Acknowledgement 2 Acknowledgements 4 Introduction 5 Durham Region’s Community Safety & Well-Being Plan 8 Pickering Profile 15 Canadian Index of Well-Being 20 Community Safety & Well-Being Planning Framework 21 Community Consultation 22 Pickering’s Community Safety & Well-Being Team and Leadership 25 Pickering’s Community Safety & Well-Being Plan Priorities 27 Action Plan for Pickering 31 Reporting & Evaluation 39 Appendix A: Definitions 41 Appendix B: Community Safety & Well-Being Phase 1 Survey Results 42 Appendix C: Community Safety & Well-Being Phase 2 Consultation Results 62 - 184 - 4 | Pickering CSWB Plan Acknowledgements The Community Safety & Well-Being Plan has been created in partnership with various individuals, agencies, committees, and organizations. This Plan strives to be representative of individual, resident, and agency voices. Pickering’s Community Safety & Well-Being Plan acknowledges the following partners for their collaboration: Community Safety & Well-Being Advisory Committee Community Safety & Well-Being Internal Working Group Region of Durham Pickering Public Library Pickering City Council DARS (Dedicated Advocacy Resource Support) Inc. Durham Community Health Centre Accessibility Advisory Committee Cultural Advisory Committee Pickering Anti-Black Racism Taskforce Waterfront Visionary Advisory Committee Teen Advisory Group Community Living Centre for Immigration & Community Services Welcome Centre PFLAG (Parents, Families, and Friends of Lesbians and Gays) Durham Community Care Durham Christian Faith Outreach Centre Durham Mental Health Services Community Development Council Durham Victim Services of Durham Region Women’s Multicultural Resource & Counselling Centre of Durham - 185 - Pickering CSWB Plan | 5 Introduction The City of Pickering is home to approximately 101,000 residents and is one of eight lower-tier municipalities within the Region of Durham. Residents are rooted in Pickering through various communities, including an urban area as well as the hamlets of Claremont, Greenwood, Whitevale, Cherrywood, Brougham, Mount Zion and rural and agricultural areas, all boasting unique features and charming qualities that come together to form our robust community. The City of Pickering offers a variety of opportunities for residents to prosper and thrive in and takes pride in being a dynamic and engaging community where residents, business partners, community organizations and staff work together to create a community of choice. Pickering’s Community Safety & Well-Being (CSWB) Plan will be a guide to growing the community in a manner that supports individual safety and builds on the sense of community found throughout Pickering. The plan addresses needs and gaps that were identified by residents, community stakeholders, and municipal staff, and will remain adaptable to address new concerns as they arise Demographic Profile As the eastern gateway to the GTA, Pickering is strategically located where Toronto, York and Durham Regions meet. As the most westerly lower tier municipality of Durham Region, Pickering is a growing community that blends business opportunities, cultural diversity, a robust urban centre and historical rural settings with a picturesque Lake Ontario waterfront. Pickering boasts high quality parks, recreational amenities, a strong education system, good quality jobs and employment opportunities, and provides a vast array of programs and services to meet the needs of a growing community. N Brock Uxbridge Scugog Clarington Oshawa Whitby Ajax Pickering - 186 - 6 | Pickering CSWB Plan Population and Growth Until recently, population growth in Pickering has been quite slow due to a fixed urban boundary. This has begun to change with the development of the Seaton community in the north and residential intensification efforts within the City Centre and Kingston Road corridor. Between the 2016 and 2021 Census periods, the City grew from 91,771 to 99,186 persons. This is a five-year growth rate of 8% over the same period. The current population in 2024 is 101,000. However, Pickering is set to undergo substantial growth in the years to come, and by 2042, Pickering’s population is forecasted to grow to 185,044 – a growth of 85%. Planned population growth is allocated to new communities and strategic growth areas. This includes the Seaton community in central Pickering that is guided by the Province of Ontario’s Central Pickering Development Plan. At build-out, Seaton will be home to 70,000 new residents. Additionally, higher density residential intensification is planned for the City Centre, Brock Road, and Kingston Road corridor area, which are intended to be compact, walkable, close to transit, and environmentally sustainable communities. City of Pickering Population Growth from 2001 to 2021Figure 1: City of Pickering Population Growth from 2001 to 2021 Source: Statistics Canada, Census of Canada Figure 2: City of Pickering Population Forecast for 2022 to 2042 Source: City of Pickering. Detailed 20 Year Population Forecast. March 2023. 87,139 87,838 88,720 91,771 99,186 86,000 88,000 90,000 92,000 94,000 96,000 98,000 100,000 2001 2006 2011 2016 2021 100,000 118,091 139,430 163,350 185,044 90,000 100,000 110,000 120,000 130,000 140,000 150,000 160,000 170,000 180,000 190,000 2022 2027 2032 2037 2042 City of Pickering Population Forecast for 2022 to 2042 Figure 1: City of Pickering Population Growth from 2001 to 2021 Source: Statistics Canada, Census of Canada Figure 2: City of Pickering Population Forecast for 2022 to 2042 Source: City of Pickering. Detailed 20 Year Population Forecast. March 2023. 87,139 87,838 88,720 91,771 99,186 86,000 88,000 90,000 92,000 94,000 96,000 98,000 100,000 2001 2006 2011 2016 2021 100,000 118,091 139,430 163,350 185,044 90,000 100,000 110,000 120,000 130,000 140,000 150,000 160,000 170,000 180,000 190,000 2022 2027 2032 2037 2042 1 City of Pickering. Detailed 20 Year Population Forecast. March 2023- 187 - Pickering CSWB Plan | 7 Why develop a Community Safety & Well-Being Plan? An approved Community Safety & Well-Being Plan (CSWBP) is a legislated requirement for all upper tier Ontario municipalities under the Safer Ontario Act, 2018. As per the Safer Ontario Act, 2018, S.O. 2018, c. 3 – Bill 175, the Community Safety & Well-Being Plan (CSWB Plan) came into enactment with the Police Services Act, R.S.O. 1990. Following an extension due to COVID-19, all upper tier municipalities were to create, and by resolution, adopt a CSWB Plan by July 1, 2021. The Region of Durham CSWB Plan was approved by Regional Council in November 2021. As a lower-tier municipality, the City of Pickering met the legislated mandate as a participant in the Region of Durham’s plan. In two tier municipalities, it is the responsibility of the upper tier to develop and implement the Plan, through the creation of measurable goals and objectives. Lower tier municipalities play an instrumental role to facilitate those efforts. The City of Pickering wanted to take a more inclusive and direct service delivery approach through the development of the Community Safety & Well-Being Plan. As such, on February 25, 2019, Community Services staff were directed by Council to begin work on development of a City of Pickering CSWB Plan, as per Resolution #43/19. The City’s plan is intended to identify strategies that would work as a companion document to support and help implement the Region’s CSWB but also work towards addressing locally identified issues. - 188 - 8 | Pickering CSWB Plan Durham Region’s Community Safety & Well-Being Plan Durham Region’s CSWB Plan serves as an umbrella document creating the opportunity for plans and strategies at the regional, municipal and community levels to align. The regional plan creates a formal framework to convene system and sector leaders to share, plan, and strategize together. This includes the involvement of persons with lived experience and the not-for-profit community, which is vital to Community Safety & Well-Being. Work to develop the Region’s CSWB Plan took place over two years and involved extensive community engagement, including: a Community Partner Roundtable, internal working groups, an area municipal working group, two community surveys and three open houses, all under the direction of a system-leader level Steering Committee with representation from across the Region. This work resulted in the development of the Region's Community Safety & Well-Being Plan, which identifies seven priority risk factors. Key Data on Risk Factors in Durham Region: 15% of Durham Region students seriously considered attempting suicide, representing approximately 4,000 students (2017) 7,506 low-income applicants were on the Durham Access to Social Housing (DASH) wait list (2019) 31% of violent crimes were domestic- related (2020) 54% of mental health related calls to Police resulted in apprehension (2020) 666 visits to the emergency room for opioid poisonings in 2020, which is triple from 231 in 2015 76% of adults 18+ are worried about their own or household members’ mental health (2020) 47% of adults who rated sense of belonging as somewhat weak or very weak (2020) 22% of households reported any level of food insecurity (2020) 8.2 years is the average wait time on the DASH wait list for non-senior singles without priority status (Durham Region, 2021) In The 2015 National Canadian Homeless Youth Survey, “42% of participants reported 1 or more suicide attempts, 85.4% fell in a high range of psychological distress, and key indicators of risk included an earlier age of the first episode of homelessness, female gender, and identifying as a sexual and/or gender minority (lesbian, gay, bisexual, transgender, queer, and 2 spirit [LGBTQ2S]).” (Kidd, 2017) - 189 - Pickering CSWB Plan | 9 The Durham Region CSWB Plan has identified 7 priority risk factors that serve as the focus of the plan: 1.Mental Health75% of Durham Region adults are worriedabout their own or a household members’ mental health and the percentage of peoplewho rate their mental health as fair or poorhas been increasing. The percentage ofadults 18+ in Durham Region who reportedtheir mental health as excellent or very good decreased from 71% in 2013 to 62% in 2019. 2.Substance Use (e.g., cannabis, opioids, alcohol)Emergency department visits for opioidpoisonings tripled from 2015 to 2020and opioid deaths more than tripled inthe same period. Geography plays a keyrole in access to services for substanceuse specific programs and access torehabilitation programs is not meetingthe current demands of the community.It was also noted that people can struggle with concurrent disorders, both substance use and mental health concerns occurring at the same time, and therefore, the importance of understanding the interrelatedness of these priorities was identified. For these reasons, it is important for services to be geographically distributed based on population and community needs. 3.Homelessness & Basic Needs (e.g.,no stable housing, inability to meet basicneeds, food insecurity)Themes regarding the demand for housing outweighing the local supply, how lack of housing impacts service delivery for individuals requiring multiple services, and interconnectedness of homelessness and other community resources were emphasised throughout engagement sessions. Participants also shared valuable insights on the effects of the pandemic on homelessness and poverty, specifically food insecurity and the impact on mental health. 4.Criminal Involvement (e.g., gangs, useof guns, other illegal activities)Criminal involvement as a priority risk factor includes gangs, use of guns and other illegal activities. Durham Regional Police took a record 114 illegal guns off the streets in 2020, a 50% increase in three years. 5.Victimization (e.g., control and use of threats or violence to exploit another forfinancial gain, abuse or neglect from afamily member or intimate partner).Victimization as a priority risk factorincludes, sexual and/or physical assault,domestic violence, human trafficking, androbbery. In 2020, the percentage of violentcrime that was domestic-related was at itshighest since 2017, and 2020 representedthe highest year. 6.Social Isolation (e.g., living alone without support or too far away from services) Social isolation as a priority risk factorincludes, hoarding, loneliness, elder abuse,sense of belonging, and live-in supportgaps. In late 2020, only 53% of adults18+ rated their sense of belonging to thelocal community as strong or very strongin an online survey compared with over80% in 2018 and 2019 telephone surveys.Throughout the engagement sessionsconducted by the Region, there was consensus that rates of social isolation have increased since the pandemic across all demographics and age groups. Participants also emphasized that the pandemic has elevated the collective understanding of social isolation and how it relates to the other areas of priority. It was further stated that social isolation is about people who are disconnected from their support network, which impacts their sense of well-being. 7.Experiences of Racism (e.g., identifybarriers of anti-racist practice)The Regional consultation process amplifiedthe community’s commitment to deliberate and intentional work designed to address racism, including anti-Black and anti- Indigenous racism. This work will focus on identifying barriers and other anti-racist practices (Durham Region, 2021). - 190 - 10 | Pickering CSWB Plan Durham Region Health Department: Health Neighbourhoods Durham Region Health Department has identified a total of 50 Health Neighbourhoods, which present 96 indicators by Health Neighbourhood and municipality to tell us about the demographics and health of each of those communities. Strong, safe, and equitable neighbourhoods can improve the health and well-being of all residents across Durham Region. Of the 50 Health Neighbourhoods in Durham Region, Pickering is comprised of seven (7) of those defined neighbourhoods. These Health Neighbourhoods include socio-demographics, general health, health behaviours & risks. Priority Neighbourhoods Seven Health Neighbourhoods have been identified throughout Durham Region that require focus to build on health and well-being. Priority Neighbourhoods have the lowest income levels of the 50 Health Neighbourhoods, however they also have many positive attributes, community assets, resources and strengths. Fortunately, the City of Pickering has no priority neighbourhoods identified that meet the criteria as defined by the Region’s Health Department that require immediate focus (Durham Region, 2023). What Determines Health? Our health and well-being are affected by more than lifestyle choices and having access to good medical care when we are sick. Our living conditions, including where we are born, grow, live, work, play, and age all play a role in our physical and mental health and well-being (World Health Organization, 2008). These determinants of health include a range of personal, social, economic, and environmental factors that determine the health status of an individual, community, or population (National Collaborating Centre for Determinants of Health, 2023). The Public Health Agency of Canada has identified twelve (12) key factors that influence health and well-being: 1.Income and social status 2.Employment and working conditions 3.Education and literacy 4.Childhood experiences 5.Physical environments 6.Social supports and coping skills 7.Healthy behaviours 8.Access to health services 9.Biology and genetic endowment 10.Gender 11.Culture 12.Race and racism These determinants of health act in combination to influence health outcomes (Government of Canada, 2024). - 191 - Pickering CSWB Plan | 11 City of Pickering and the Regional Plan: Where Do We Fit? As a lower-tier municipality, the City of Pickering is responsible for providing specific services and can raise money through taxes and/or fees for services that are delivered. The responsibilities of Municipal governments are set out in the Municipal Act, 2001. The City of Pickering is responsible for providing the following services within our municipal boundaries: •City Development – Building services and planning and design •Maintenance of the municipal roads and sidewalks, including snow removal •Library services •Fire services •Animal services and municipal lawenforcement •Parks & Open Space •Recreation & Facilities •Arts and Culture •Economic Development •Property Tax collection •Stormwater management Durham Region is responsible for the following services: •Health services •Planning and Economic Development •Housing services •Children’s services including seven licenced early years centres •Family services including providingprofessional and accessible counselling,psychotherapy, education, and othersupport services for people living andworking in Durham region experiencingmental health issues •Income and employment support •Long term care and services for seniors •Public Transit •Police services •Regional road maintenance •Public works including water and waste management - 192 - 12 | Pickering CSWB Plan City of Pickering and the Regional Plan: First Steps Towards Positive Collaboration The City of Pickering has played a key role as a primary partner in the development of the 2021 Durham Region CSWB Plan. We continue to support the regional plan in the following ways: 1.Since the creation of the Durham Region CSWB Plan, the City of Pickering has reported on City of Pickering CSWB initiatives and provided data and annual reports to the Region. 2.The City of Pickering participates in region-led working groups, steering committees, andregional trainings to create and continue to refine the Regional Plan. This includes theMunicipal Working Group, the Durham Region CSWB Steering Committee. 3.In 2023, the City of Pickering formed the City of Pickering CSWB Internal Work Team. This is comprised of staff from several City departments including, Community Services, Corporate Services, Engineering Services, Fire Services, Operations, and Pickering Public Library. 4.In 2023, the City of Pickering formed the Community Safety & Well-Being Advisory Committee. This is comprised of Pickering residents, community stakeholders and a member of Council. 5.City staff continue to attend sessions and development opportunities through the CanadianMunicipal Network on Crime Prevention. 6.In 2023, the City of Pickering hired a CSWB Advisor. This position leads the implementation of Pickering’s CSWB Plan. This position leads the Internal Working Team, Advisory Committee, and sits on the CSWB Area Municipal Working Group. - 193 - Pickering CSWB Plan | 13 Existing City of Pickering Strategies and Corporate Plans The following section provides a summary of Council Approved Plans that align with this CSWB Plan. Corporate Strategic Plan (2024-2028) •The City of Pickering approved the first-ever CorporateStrategic Plan in December 2023. This keystone document guides Council and City Administration in making strategic decisions that are responsive to community need and supports our community in unprecedented growth. The goal of the plan is to continue to lead the way in environmental sustainability and technological innovation, support high-quality employment opportunities, and exceed expectations in the delivery of programs, services, and infrastructure investment. The Corporate Strategic Plan framework includes six priorities, including priority #2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community. This priority supports several strategic focus areas that speak directly to community safety – Promote Community Safety; Improve Quality of Life and Provide Equitable Access to Municipal Services & Programs. Recreation and Parks Master Plan (2017) • The City of Pickering Recreation and Parks Master Plan (2017-2027) highlights the importance of a strong recreation and parks system, essential to the wellness of each resident living in the community. Parks and recreation provide residents with physical, health, psychological, economic, and environmental benefits. Participation in recreation and use of parks enhance opportunities for a healthy lifestyle, as well as facilitating greater cognitive development, self-esteem, social interaction, economic spending, conservation of natural lands, and community vibrancy. Many of the recommendations within the Plan align with the CSWB Plan, focusing on greater participation, access and inclusion, physical activity, and community capacity. A new Recreation and Parks Ten-Year Plan is currently being developed to serve the community from 2024-2034. Pickering Age Friendly Community Plan (2019) •Pickering’s Age Friendly Plan establishes a framework to help older adults maintain theirindependence and age in place, within their homes and communities for as long aspossible. In making improvements to enhance the lives of our older adults, benefits areshared by residents of all ages. The eight dimensions of an Age Friendly Community includeTransportation, Housing, Social Participation, Respect and Inclusion, Civic Participation andEmployment, Communication and Information, Community Support and Health Services, andOutdoor Spaces and Buildings. The Plan actions directly relate to the priorities of Pickering’sCSWB Plan. City of Pickering Five Year Accessibility Plan (2021 – 2025) •Under the Accessibility for Ontarians with Disabilities Act (AODA), the City of Pickering isrequired to develop multi-year accessibility plans. The Accessibility Plan highlights barriers toaccessibility more broadly, and with reference to best practices and emergent opportunities,with intent to seek innovative, inclusive solutions. The Accessibility Plan’s areas of priorityinclude mental and physical wellness, particularly through recreation and sports, parks, playgrounds, pedestrian and cyclist corridors, sidewalks, and trails. This plan advocates on - 194 - 14 | Pickering CSWB Plan accessible and affordable housing options, accessible transportation, invisible disabilities, community employment opportunities for people with disabilities, and signage and navigation. Many of these priorities align with the CSWB Plan. Pickering Cultural Strategic Plan (2014) •The Cultural Strategic Plan highlights Pickering's vision to establish a place of arts, culture, andheritage with strategic directions for policy, investment, and City programs. The Cultural Plan is intended to help the City retain its unique heritage and culture while keeping pace with the demands of the 21st century and globalization. With six strategic directions, this Plan focuses on instilling diversity, equity, and inclusion in our daily practices. This is essential work to support the CSWB Plan. A new Cultural Strategic Plan will be developed in 2025. The Pickering Housing Strategy and Action Plan (2021-2031) •The Housing Strategy and Action Plan establishes the City’s role in developing housing, affordable housing, and age-friendly housing in Pickering over the period of 2021-2031. The plan assists in guiding residential growth within the City, aids in the education and creation of public awareness of what the City is doing on this issue and provides a mechanism to monitor progress as the City works to implement the action items identified in the Housing Strategy and Action Plan. Integrated Transportation Master Plan (2021) •The Integrated Transportation Master Plan (ITMP) is a strategic planning document designed to define the policies, programs and infrastructure improvements required to address existing and future transportation needs. The ITMP is a critical document in determining the Municipality's objectives of promoting mobility for all modes of transportation improving existing and future transportation infrastructure and supporting a vibrant downtown through a multi-modal network. This plan intersects with the CSWB Plan, as it is designed to help Pickering’s transportation system meet the needs of pedestrians, cyclists, transit riders, motorists, and goods movement traffic. Upcoming Plans & Strategies, to be presented to Council The following is a list of additional plans that are expected to be presented to Council in 2024 that align with the CSWB Plan: •Equity, Diversity, & Inclusion Strategy (2024) •Community Climate Adaptation Plan (2024) •Fire Master Plan (2024) •Library Strategic Plan (2024) •Recreation & Parks Ten-Year Plan (2024-2034) and Arena Strategy - 195 - Pickering CSWB Plan | 15 Pickering Profile Demographic & Socio-Economic Data 8.1% 16.6% 36.3% Demographic & Socio-Economic Data Pickering Profile Population 100,000+ total population in 2021 65 years + of total population in Pickering Immigrants population in private households Population growth in the last 5 years 53,705 (65.3%) residents are in the labour force over 59% of Pickering residents aged 15 have a post-secondary education Households & Development 34,327 Total number of private dwellings Labour Force Sectors over 85% of households were owners $929,000 Average value of dwellings in 2021 compared to $584,044 in 2016 0 2,5 0 0 5,0 0 0 7,5 0 0 10, 0 0 0 12, 5 0 0 Sales & Service Business, Finance & Administration Trades, Transport & Equipment Operators Education, Law & Social, Community & Government Services Natural & Applies Sciences Health Manufacturing & Utilities Art, Culture, Recreation & Sport Legislative & Senior Management Natural resources, Agriculture, & related $530,793,625 Value of building permits issued in 2021 1,298 New residential units in 2021 South Asian 21.19% Black11.44% Filipino 4.14% Chinese 2.97% Multiple2.87%Other 2.62% Southeast Asian2.10% Arab 1.66%Visible Minoritiesover 51% of total population Home language other than English Social Characteristics Tagalog 5.97%Mandarin 4.89% Italian 4.24% Persian 6.96% Urdu 16.14% Arabic 4.86% Employment & Education - 196 - 16 | Pickering CSWB Plan 8.1%16.6%36.3%Demographic & Socio-Economic DataPickering ProfilePopulation100,000+total population in 202165 years +of total populationin PickeringImmigrantspopulation inprivate householdsPopulationgrowth in the last 5 years 53,705 (65.3%)residents are in the labour forceover 59%of Pickering residents aged 15have a post-secondary educationHouseholds & Development34,327Total number ofprivate dwellings Labour Force Sectors over 85% of households were owners $929,000Average value of dwellings in 2021 compared to $584,044 in 2016 0 2,5 0 0 5,0 0 0 7,5 0 0 10,0 0 0 12,5 0 0 Sales & Service Business, Finance & Administration Trades, Transport & Equipment Operators Education, Law & Social, Community & Government Services Natural & Applies Sciences Health Manufacturing & Utilities Art, Culture, Recreation & Sport Legislative & Senior Management Natural resources, Agriculture, & related $530,793,625Value of building permits issued in 2021 1,298 New residentialunits in 2021South Asian21.19%Black11.44%Filipino4.14%Chinese2.97%Multiple2.87%Other2.62%Southeast Asian2.10%Arab1.66%Visible Minoritiesover 51%of total populationHome language other than EnglishSocial CharacteristicsTagalog5.97%Mandarin4.89%Italian4.24%Persian6.96%Urdu16.14%Arabic4.86%Employment & Education Journey to Work Income Car, truck, or van Bicycle 87.1% 7.8% 1.9% Other 0.3% 2.9% Before 1980 1980-1990 1991-2000 2001-2010 2011-2021 10,000 7,500 5,000 2,500 0 investinpickering.ca Age Characteristics Immigration Family Characteristics $141,200 Average income per household in 2020 3 Average size of census families 16.5% 0 to 14 years 66.9% 15 to 64 years old 16.6% 65 years and older 40.9 Average age of the population Public transit Walked 36.3% Immigrant population Immigrant status and period of immigration for the population in private households 81.6% Couple families 3 g 1.8 Average number of children in census families with children Demographic & Socio-Economic Data Pickering Profile 18.4% One-parent families - 197 - Pickering CSWB Plan | 17 Journey to Work IncomeCar, truck, or vanBicycle87.1%7.8%1.9%Other 0.3%2.9% Before 1980 1980-1990 1991-2000 2001-2010 2011-2021 10,000 7,500 5,000 2,500 0 investinpickering.ca Age Characteristics Immigration Family Characteristics $141,200Average income perhousehold in 20203Average size ofcensus families 16.5% 0 to 14 years 66.9% 15 to 64 years old 16.6% 65 years and older 40.9 Average age of the population Public transitWalked 36.3% Immigrant population Immigrant status and period of immigration for the population in private households 81.6%Couple families 3g1.8Average number ofchildren in censusfamilies with childrenDemographic & Socio-Economic DataPickering Profile 18.4%One-parent families (City of Pickering, 2023) - 198 - Regional Crime Stats Many data points and statistics can be used to examine Community Safety & Well-Being in a community. While not exhaustive, the following information begins to tell the story about Community Safety & Well-Being in Pickering. According to the Durham Regional Police Service Crime Map, there were 555 cases of crime in 2021, 735 cases of crime in 2022, and 916 cases of crime in 2023. Incident 2021 2022 2023 Assault 185 272 286 Auto Theft 133 209 323 Break & Enter 127 128 156 Homicide 1 2 2 Robbery 12 30 48 Sexual Violations 56 51 57 Theft 41 43 44 (Durham Regional Police Service, 2023) Seniors Living Alone Based on 2016 census data, Pickering has a lower-than-average rate of seniors living in isolation. Many of Pickering’s seniors living alone are located in Pickering City Centre. (Durham Region, 2023). Housing Costs Based on 2016 census data, Pickering overall has a lower-than-average number of residents who spend more than 30% of their income on shelter. Pickering Residents: 25.3% Ontario average: 27.7% In 2016, the highest number of Pickering residents spending more than 30% of their income on shelter are located within Pickering City Centre (35.8% of residents in this category, 2016). This was the highest in Durham Region (Durham Region, 2023). 18 | Pickering CSWB Plan - 199 - Pickering CSWB Plan | 19 In 2021, with data from the Local Health Integration Network (LHIN), Pickering still reports a high number, with the majority number of those residents once again located within Pickering City Centre at 36.31%. The Frenchman’s Bay neighbourhood was reported at 25.55% (2021). This compares with the highest numbers in Durham Region, Downtown Oshawa, where 48.59% of the residents were reported as spending more than 30% of their income on shelter (Central East Local Health Integration Network, 2021). Emergency Room Visits Based on 2014 - 2018 data for those aged 10 - 24 yrs per 10,000, Pickering had the second lowest per-capita rate in Durham Region at 21.8 for Emergency Department visits for this age group. The highest Rate was Oshawa at 47.8 per 10,000. The Durham Region average was 33.3 and Ontario was 33.9 per 10,000. Pickering did not have any priority neighbourhoods for this health measure from 2014 to 2018 (Canadian Institute for Health Information, 2023). Opioid Related Visits to the Emergency Department (According to the LHIN) •Pickering City Centre had 0.55 per 1,000 •The Frenchman’s Bay neighborhood has 0.59 per 1,000 •Pickering North and Dunbarton census areas had not enough to report (nil) (Central East Local Health Integration Network, 2021). - 200 - 20 | Pickering CSWB Plan Canadian Index of Well-Being Goals: •Oversee the development and implementation of theCanadian Index of Well-Being (CIW) that is reflectiveof Canadian society and in which regional and culturaldifferences are reflected, nurtured and integrated into thefabric of the work; •Ensure leading-edge and ongoing research and development of the CIW including further refinement of common standards, pilot testing of sub-indices, collection andcompilation of data for health, social, economic, andenvironmental variables and trends; •Promote better data collection by identifying gaps in knowledge relevant to measuring well-being; •Increase and expand the CIW network with influential leadersand policy makers so that the CIW has an ongoing impact onpolicy decisions; •Contribute to societal understanding (statistical literacy) and use of indicators (citizen literacy and engagement); and •Contribute to a measuring well-being movement that will be of benefit to international partners and initiatives. (University of Waterloo, 2023) - 201 - Pickering CSWB Plan | 21 CSWB Planning Framework The Ontario government has provided an extensive Planning Framework. The Provincial CSWB Planning Framework was released by the Ministry of the Solicitor General (SOLGEN) and outlines the provincial approach to Community Safety & Well-Being. The framework is intended to guide municipalities, First Nations communities and their partners in developing local plans. Understanding each of the four areas within the framework: Social Development, Prevention, Risk Intervention, and Incident Response, will help ensure S o c i a l D evelopment P r e v ention Ri sk I n t erventio n IncidentResponse local plans are as efficient and effective as possible in making communities safer and healthier. Social Development: Promoting and maintaining communty safety and well-being Social development requires long-term, multi-disciplinary efforts and investments to improve the social determinants of health (i.e., the conditions in which people are born, grow, work, live, and age such as education, early childhood development, food security, quality housing, etc.) and thereby reduce the probability of harm and victimization. Social development is where numerous sectors, agencies and organizations provide an intersectional approach and various levels of expertise to address complex social issues from as many angles as possible. Prevention: Mitigating situations of elevated risk Planning in the area of prevention involves proactively implementing evidence-based situational measures, policies or programs to reduce locally-identified priority risks to Community Safety & Well-Being before they result in crime, victimization and/or harm. Risk Intervention: Proactively reducing identified risks Planning in the risk intervention area involves multiple sectors working together to address situations where there is an elevated risk of harm - stopping something bad from happening, right before it is about to happen. Risk intervention is intended to be immediate and prevent an incident, whether it is a crime, victimization or harm, from occurring, while reducing the need for, and systemic reliance on incident response. Incident Response: Critical and non-critical incident response This area is what is traditionally thought of when referring to crime and safety. It includes immediate and reactionary responses that may involve a sense of urgency like police, fire, and emergency medical services. (Government of Ontario, 2024): Critical and non-critical incident response Mitigating situations of elevated risk Proactively reducing identied risks Promoting and maintaining community safety and well-being - 202 - 22 | Pickering CSWB Plan Community Consultation As per Resolution#59/23, the City of Pickering has formed a CSWB Advisory Committee. The CSWB Advisory Committee (CSWBAC) will identify and coordinate opportunities for stakeholder and community engagement and provide community input on matters relating to the City of Pickering CSWB Plan. The CSWBAC will also assist City staff with the development, consultation, and implementation of the City of Pickering CSWB Plan. In 2021, the City’s Anti-Black Racism Taskforce, conducted a survey to understand perceptions of racism and individual experiences of racism to inform an Action Plan for the City. The survey resulted in 225 responses. 64% of respondents expressed a lack of diversity in advocacy and leadership 62% expressed Pickering has inadequate culturally relevant programming 23% felt there was an assumption of criminality while in public 41% said there were experiences of racism in obtaining/retaining housing The outcome of the survey requested that the City diversify and promote inclusive leadership, address systemic bias, and encourage community dialogue on Anti-Black Racism. In 2023, the City of Pickering sought community feedback on diversity, equity, and inclusion to help shape an Equity, Diversity, and Inclusion Strategy. Once finalized, it will work in tandem with the CSWB Plan. In 2023, the City of Pickering sought community feedback to better understand community health, safety, and well-being prioritithe developmplan. es to shape ent of this - 203 - Pickering CSWB Plan | 23 Phase 1: Community Consultation Survey In 2023, for the month of July and early August, community engagement and outreach were conducted on 14 different dates through Community Centres, Pickering Library, Community Listening Session, Canada Day, DARS engagement sessions, Summer Reading Club Launch Party, Youth Drop In, Pickering Town Centre, Pickering Farmer’s Market, and through digital outreach and survey link sharing. The survey resulted in 332 respondents. Below are key themes that emerged: The most important priority for respondents was creating safe and welcoming neighborhoods. Between 95-99% of respondents felt the following initiatives were very important for Community Safety & Well-Being: •Feeling safe walking home in yourcommunity. •Having safe park trails that are clean, tidy, and well-cared for to promote healthy living. Between 90-95% of respondents felt the following initiatives were very important for Community Safety & Well-Being: •Local access to health services •Access to nutritious foods •Safe playgrounds •Feeling safe driving in the community Appendix B provides a more detailed summary of survey results. Phase 2: Focused Community Consultation Phase 2 of the Community Consultation allowed residents the opportunity to review the draft plan and provide additional feedback in advance of the plan being finalized. In Q4 of 2023, consultation of Advisory Committees & Task Force Engagement Sessions commenced. In Q1 of 2024, further community engagement was provided via Open Houses, Pop-Up Outreach within community centres, and Stakeholder Engagement Sessions. Phase 2 resulted in 16 community meetings and events, engaging over 300 participants. Below are key themes that emerged: Incorporating guiding values and principles to the plan Identifying action items for specific marginalized community groups (Indigenous, 2SLGBTQIA+) Prioritize safety for parks, roads, and walking paths Incorporating training that encompasses all levels and layers of oppression Prioritize Indigenous relationship building Language Inclusion (interpreters for events, meetings, more access to translation in more languages) Appendix C provides a detailed summary of Phase 2 Consultation Results. - 204 - 24 | Pickering CSWB Plan A safe and healthy community to me is: Where my needs are met, access to employment, easy commute to employment, health, groceries, activities; safe access to religious and cultural groups; affordable, clean and beautiful spaces; kind and safe neighbours and neighbourhood. Where all residents have access to a quality education, safe and healthy homes, adequate employment, transportation, physical activity, and nutrition, in addition to quality health care. Cleanliness, planning for infrastructure improvement ahead of huge upcoming growth. Greater access to affordable housing would be extremely helpful. Designated green spaces that are available in newly developed areas. A place to find affordable housing, and job opportunities to be able to live at all stages of life. Growing up, raising families, retiring and senior living. A place where I feel safe, where green spaces are maintained rather than developed, and the rate of population growth is relative to the rate of infrastructure growth, i.e. roads, hospital capacity, and the availability of doctors. - 205 - Pickering CSWB Plan | 25 Pickering’s Community Safety & Well-Being Team and Leadership The Community Safety & Well-Being Advisory Committee (CSWBAC) formed in June of 2023. The City Council passed Resolution #127/23, #128/23 to establish the Community Safety & Well-Being Advisory Committee and approved the Terms of Reference for the committee. Terms of Reference: The Community Safety & Well-Being Advisory Committee (CSWBAC) will identify and coordinate opportunities for stakeholder and community engagement and provide community input on matters relating to the City of Pickering CSWB Plan. The CSWBAC will also assist City staff with the development, consultation, and implementation of the City of Pickering CSWB Plan. The Committee will develop Terms of Reference for a Homelessness Subcommittee that will work in coordination with Durham Region to look at how best to address the needs of the housing insecure population to include services for mental health, substance use and the creation of transitional/supportive housing in Pickering. - 206 - 26 | Pickering CSWB Plan Responsibilities Pickering City Council •One City Councillor will sit on the CSWB Advisory Committee; •Approve annual funding in support of CSWB actions in theCapital and Current budget; and •Act as an advocate for CSWB in the City of Pickering. CSWB Advisory Committee •Discuss and advise on initiatives that will help achieve the objectives of Pickering’s CSWB Plan; •Track concerns from the community, and offer solutionswhere needed; •Report on achievements and recommended solutions in an annual report to Council; •Review and discuss CSWB initiatives; and •Provide consultation on initiatives led by the City ofPickering Internal Working Group. CSWB Internal Working Group Lead staff teams that implement projects that support CSWB; •Participate in annual planning, review, and reporting on initiatives to support Durham Region CSWB Plan; •Advise on Terms of Reference and Pickering-specific CSWBgoals; and •Consult with the CSWB Advisory Committee on new initiatives. CSWB Advisor •Ensure implementation of initiatives and measures of success; •Report on desired outcomes vs. actual outcomes; •Facilitate conversations with CSWB Internal Working Group; •Participate in CSWB Advisory Committee; and •Represent Pickering in Durham Region CSWB Team. - 207 - Pickering CSWB Plan | 27 Pickering’s Community Safety & Well-Being Plan Priorities In the development of this plan, seven areas have been identified as priorities. Each area outlines numerous examples of current programs and initiatives that the City of Pickering currently provides. The Action Plan, in the subsequent section, outlines future projects or initiatives to be undertaken for each of these priority areas. Priority 1 Improve Community Vitality; create a sense of belonging with residents through targeted initiatives like volunteer programs, programs targeting social isolation, and programs and events that support socialization and community pride. Examples of existing City of Pickering programs that contribute to community vitality include: •Seniors Centre without Walls program, community centres designated as Seniors Active Living Centres, Seniors Social events •Large scale free events (Canada Day, Artfest, Cultural Fusion, Winter Nights) •Community Grant and Environmental Schools Grant programs •Pickering’s Volunteer Program (Advisory Committees, PAC4Teens - Teen AdvisoryGroup) •Free programs like Pickering Library’s English Conversation Circle, Book Clubs, Free Teen programs like volleyball and basketball •Free environmental events (Take Pride in Pickering tree planting, Bird Watching for Beginners, Bring Back the Salmon) •Books+ Express Program (At Home Library Services) - 208 - Priority 2 Strengthen Learning, Education, Partnership and Creative Communities; create opportunities for residents to learn about Community Safety & Well-Being and contribute to solutions in creative ways. Examples of existing City of Pickering programs that contribute to learning, education and creative communities include: •Seniors Spotlight Series seminars •Pickering Anti-Black Racism Taskforce Youth Academic Engagement Strategy •Fire Services public education campaigns (Emergency Preparedness Week, Fire Prevention Week, Carbon Monoxide Awareness Week, 12 Days of Holiday Safety) •City of Pickering’s Earth Month workshops, webinars, and events •Connect volunteers with community opportunities •Free Library Access (Maker Space, software, knitting, poetry, well-being) Priority 3 Create Safe and Welcoming Neighbourhoods; by creating safe, clean, attractive, and welcoming spaces. Park design, neighbourhood beautification, safe trails that promote healthy living, public art, spaces that promote healthy lifestyles (outdoor gym or hiking trails), lighting and cameras, and road safety. Examples of existing City of Pickering programs that contribute to safe and welcoming neighbourhoods include: • Interpretive signs throughout various parks about pollinator-friendly plants, trees,natural spaces, etc. • Pickering’s rainbow pedestrian crosswalk at North Esplanade, celebrating 2SLGBTQIA+inclusion • Community Garden Policy (Urban Agriculture) • Community beautification programs e.g., Park Stewardship Program, 20 MinuteMakeover, Litter & Plastics Challenge • Creation of 14 pollinator-friendly gardens and participation in Mayors’ Monarch Pledge • Accessible Playgrounds • Provision of security cameras in facilities, parks, and pathways • Neighborhood Watch (current re-structure pending DRPS guidance) • Snow clearing • Road signage and trail lighting • 28 | Pickering CSWB Plan Streetlighting and Automated Speed Enforcement (ASE) cameras- 209 - Pickering CSWB Plan | 29 Priority 4 Increase Physical Health and Mental Wellness; through community spaces like community centres, community gardens, and programs that support physical and mental health. Examples of existing City of Pickering programs that contribute to physical health and mental wellness include: •Ongoing recreation programs that promote positive physical health (Dance, Art, Music, Pickleball) •Chestnut Hill Developments Recreation Complex Health and Fitness facilities andmemberships •Outdoor gym circuit at St. Mary’s Park •Fire Services safety outreach and programming •Providing access to fresh local food and supporting small businesses at Pickering CityCentre Farmers’ Market •Municipal Law Enforcement Officer (MLEO)’s visibility in the community (parks, commercial properties, waterfront) Priority 5 Improve Living Standards; including attracting businesses to bring new jobs to Pickering, making programs and services accessible to all residents regardless of income through low cost, subsidized or free programs and services, supporting food security through targeted programs. Examples of existing City of Pickering programs that contribute to improved living standards include: •Actions to support urban agriculture e.g., Valley Plentiful Community Garden, 55+ Plot to Plate community garden program at George Ashe, Integrated Sustainable Design Standards •Sustainable Pickering programs and initiatives •Affordable Access Policy •Job Attraction Program •Library programs and services - 210 - 30 | Pickering CSWB Plan Priority 6 Support Basic Needs; including access to nutritious food, shelter and personal care/hygiene products and services through programs and services. Examples of existing City of Pickering programs that contribute to supporting basic needs include: •Shower access at Pickering community centres, in partnership with DARS (Dedicated Advocacy Resource Support) •Overnight Warming & Cooling Centres in Pickering community centres •Wellness Checks, in partnership with the Region of Durham and DARS, for housing insecure residents •DARS weekly program at the Central library •Free Youth Prom Boutique, during Spring, to provide donated formal wear to Pickeringyouth for events such as graduation, prom, job interview, family event, etc. Priority 7 Promote EDI (Equity, Diversity, Inclusion), Accessibility & Reconciliation; create opportunities for engagement and relationship building through safer community spaces, programs, events, and community expression. Examples of existing City of Pickering programs that contribute to promoting EDI include: •City Hall Flag Raisings in support and celebration of our diverse community •Pickering’s Indigenous Relationship Building Action Plan •Pickering’s Anti-Black Racism Taskforce •Library’s Anti-Black Racism Working Group & Anti-Black Racism Youth Subcommittee •Creation of a City of Pickering Equity, Diversity, and Inclusion Plan - 211 - Pickering CSWB Plan | 31 Action Plan for Pickering The following action plan has been developed with input from the CSWB Advisory Committee, Internal Working Team, and Community Consultations. Initiatives have been developed for the next 60 months. Annual reporting will ensure transparency and accountability to residents. Funding for the initiatives will be included in the 2024 to 2029 Current and Capital Budgets for consideration. Guiding Values & Principles: In alignment with our Corporate Strategic Plan, and Equity, Diversity, and Inclusion Strategy, it is essential to identify our guiding values and principles that inform each of our priorities. 1.Systemic Change. We acknowledge that institutional and structural barriers exist due to bias, prejudice, and stereotyping. We will listen to the stories of those who have been marginalized and we will not deny their lived experiences. We commit to advancing policies and programs that remove systemic barriers. 2.Centering. We commit to centering the lived experiences of community members in waysthat respect, honour and empower their diverse and intersecting identities and backgrounds.We commit to anti-oppressive practices and acknowledge intersectionality. 3.Transparency. We commit to communicating openly with our community on our work toward community safety, well-being, equity, and inclusion. We commit to receiving andincorporating feedback as our work continues. We commit to holding ourselves and eachother accountable for both failure and success. 4.Measurability. We will set out actionable goals and measure our progress toward those goals. We will remain transparent in our progress. We acknowledge that this plan and process cannot address all the challenges that our community faces, while also recognizing that those challenges may affect our ability to meet our community safety goals. Marginalized members of our community, include but not limited to: •Indigenous community •Equity-deserving communities, including women, persons with disabilities, racialized persons, persons who identify as 2SLGBTQIA+, and other diverse communities. (Silverthorn, 2023) - 212 - 32 | Pickering CSWB Plan 1. Improve Community Vitality Objective: Create a sense of belonging with residents through targeted initiatives like volunteer programs, programs targeting social isolation, or programs and events that support socialization and community pride. Action: 1.1 Increase access and opportunities to participate in the City of Pickering Volunteer Program. 1.2 Expand services and programs that provide recreation, culture, library services, and neighborhood outreach to isolated residents. 1.3 Increase community pride events, with focus on safer spaces for our 2SLGBTQIA+ community. 1.4 Undertake community consultation and data collection to understand where social isolation is highest to underserved and how to better serve isolated residents. 1.5 Expand Culture, Recreation, Sustainability and Library services, programs, and events to underserved communities, specifically rural and newly developed neighbourhoods including Seaton. 1.6 Undertake community consultation and data collection to better understand the challenges facing Pickering’s youth as it relates to sense of belonging and social isolation. 1.7 Support Durham Regional Police Services with ongoing Crime Prevention initiatives. 1.8 Collaborate with Durham Regional Police Services to promote safer communities. 1 1.9 Enhance community safety through direct service and program delivery. 2 1 Corporate Strategic Plan2 Corporate Strategic Plan - 213 - Pickering CSWB Plan | 33 2. Strengthen Learning, Education, Partnership and Creative Communities Objective: Create opportunities for residents to learn about Community Safety & Well-Being and contribute to solutions in creative ways. Action: 2.1 Partner with Regional Providers to provide community safety, health and well-being training to the community that aligns with Durham Region’s seven Priority areas. Examples include information sessions about 211, Durham’s shelter program, and the Food Bank. 2.2 Provide community safety, health and well-being training to the community that supports active, vibrant, and liveable communities. Examples include water safety, nutrition, active living, financial literacy, and climate emergency preparedness. 2.3 Train City of Pickering and Library staff in community safety, health, and well-being initiatives to equip staff to refer community members to appropriate regional services and provide enhanced level of service to Pickering residents. 2.4 Provide Community Safety & Well-Being training to the community, and City of Pickering staff, on building inclusive communities from an Anti-Oppressive Framework. Examples include Identity (gender, race, class, religion), Phobias (homophobia, transphobia, xenophobia), Ism’s (racism, ageism, sexism, ableism, classism) and their intersectionality. 2.5 Partner with Regional Providers to include community health, safety and well-being services in City of Pickering facilities and programs. Examples include exploring arrangements/ agreements that would establish regular drop-in hours for Durham Community Health Centre, Newcomer Information Sessions, Social Services, Mental Health Services at Pickering community centres. 2.6 Establish a youth-specific strategy to create opportunities for Pickering youth to learn about Community Safety & Well-Being and create opportunities for youth to contribute to solutions to improve Community Safety & Well-Being. 2.7 As per Resolution #235/23, provide community and City staff training on Intimate Partner Violence and information to help provide support and resources to victims of intimate partner violence. 2.8 Provide fire safety programs and public education campaigns for resident learning opportunities (Adopt a School, Learn Not to Burn, The Arson Prevention Program for Children, Get Real Pickering, Older and Wiser, After the Heat) 2.9 Advance the City’s first Community Safety & Well-Being Plan. 3 2.10 Continue to support the Region of Durham in its efforts to lead the implementation of the Region’s Community Safety & Well-Being Plan.4 3 Corporate Strategic Plan4 Corporate Strategic Plan - 214 - 34 | Pickering CSWB Plan 3. Create Safe and Welcoming Neighbourhoods Objective: by creating safe, clean, attractive, and welcoming spaces. Park design, neighbourhood beautification, safe trails that promote healthy living, public art, spaces that promote healthy lifestyles (outdoor gym or hiking trails), lighting and cameras, and enhanced road safety using elements such as streetlighting and cameras. Action: 3.1 Provide opportunities for residents to participate in community cleanup, litter challenges, Garden of Distinction programs and Park Stewardship programs. 3.2 Expand Pickering’s security camera program in parks, community centres and public spaces to prevent criminal activity and reduce victimization. 3.3 Create new and existing public spaces that encourage residents and visitors to gather and socialize, while enhancing community safety, health, and well-being. Examples include installation of more seating, benches, shade structures and lighting along outdoor trails. 3.4 Promote and support the City’s emergency preparedness efforts. Examples include Security Services response efforts through security plans, policies, procedures, and emergency preparedness services of Pickering Fire. 5 3.5 Provide City staff with training to support welcoming, safe, and healthy interactions with residents. Examples include de-escalation training, crisis intervention, mental health training. 6 3.6 Enhance public spaces to highlight and improve Community Safety & Well-Being through public art, interactive displays and community-led art. Examples include Pickering’s Reflection Garden at Esplanade Park that supports mental health and well-being and the rainbow crosswalk that celebrates inclusion. 3.7 Improve road safety with enhanced pedestrian crosswalks with additional signage, sidewalk installations, painted crosswalk murals, connected and safe bike lanes. 3.8 Improve road safety, in collaboration with our Integrated Transportation Master Plan. Some examples include Automated Speed Enforcement traffic camera program, implementing additional Radar Speed Board signage, converting existing streetlighting infrastructure from HPS to LED, introducing Traffic Calming measures, participating (with Ajax) in the Road Watch program, facilitating residents with the Slow Down Sign Campaign, and adding cycling facilities. 3.9 Participation in Durham Vision Zero and Road Safety Action Plan initiative. 3.10 Prioritize safety in the design of municipal infrastructure. 7 3.11 Consult with youth to improve Youth-dedicated spaces in City of Pickering community centres and public spaces. 3.12 Develop community safety signage and lighting integration in new City developments (roads, parks, trails), underground cabling in new spaces. 5 Corporate Strategic Plan 6 Corporate Strategic Plan7 Corporate Strategic Plan - 215 - Pickering CSWB Plan | 35 4. Increase Physical Health and Mental Wellness Objective: through community spaces like community centres, community gardens, libraries, and programs that support physical and mental health. Action: 4.1 Provide health and wellness training and support to City of Pickering staff through the Wellness Committee. 4.2 Assess Pickering’s resident’s ability to access City of Pickering culture, recreation services, programs and events and create opportunities to improve access through subsidy programs, pricing, grants, free programming, and increased offerings of high-demand programs. 4.3 Develop and expand programs that promote food security for Pickering residents including community gardens, webinars/events about learning to grow food and programs that promote healthy eating and cooking. 4.4 Complete the City of Pickering Recreation and Parks Ten Year Plan & Arena Strategy to enhance quality of life through a strengthened parks and recreation system. This includes community consultation that will inform the development of new community facilities and maintenance and use of existing facilities. 4.5 Complete an audit of City policies and procedures to explore inclusive health and wellness practices. Examples include religious practices, and interpretation services. 4.6 As per Resolution #34/22, undertake the expansion of community gardens, with emphasis on nutritious eating and food security. 4.7 Advocate for and with partners to increase access to health care facilities and medical practitioners. 8 4.8 Support community members with diverse needs, including those who are experiencing poverty and homelessness. 9 4.9 Develop and partner with community stakeholders to support community listening sessions and workshops for traumatic community events (DRPS, Durham Community Health Centre, Sports Associations, School Boards). 4.10 Implementation of new nuisance by-law to allow Municipal Law Enforcement Officers to address various circumstances (intoxication, fighting, property damage, aggression). 8 Corporate Strategic Plan9 Corporate Strategic Plan - 216 - 36 | Pickering CSWB Plan 5. Improve Living Standards Objective: attracting businesses to bring new jobs to Pickering, making programs and services accessible to all residents regardless of income through low cost, subsidized or free programs and services, supporting food security through targeted programs. Action: 5.1 Increase promotion and outreach efforts for the snow clearing program for seniors and people living with a disability. 5.2 Implement the City of Pickering Housing Strategy to support a supply of suitable (as it relates to the size of the household), adequate (as it relates to physical condition), and affordable (as it relates to household income) housing for all ages and abilities within its jurisdiction. This also ensures that the City meets the housing needs to support a diverse workforce. Continue to implement the action items listed in the City of Pickering Housing Plan. 5.3 Investigate and assess participation in the Durham Region Physician Recruitment Initiative to attract more physicians to practice in Pickering. 5.4 Support the Region of Durham in its efforts to address homelessness through the Region’s implementation of the Affordable & Seniors Housing Strategy. 10 5.5 Facilitate Job Attraction program, through Economic Development, to promote employment in Pickering. 5.6 Enhance employment workshops (Job Fairs, Interview Skills, Public Speaking, Professional Software), facilitated through the library. 5.7 Participate and provide support during creation and implementation of Durham Regional Encampment Strategy. 10 Corporate Strategic Plan - 217 - Pickering CSWB Plan | 37 6. Support Basic Needs Objective: including access to nutritious food, shelter and personal care/hygiene products and services through programs and services. Action: 6.1 Support basic needs with access to showers and basic hygiene products in City of Pickering community centres. 6.2 Develop City of Pickering procedures to ensure equity and inclusion for vulnerable populations. Examples include wellness checks for those who are unsheltered, shower access procedures, and safe removal of encampments. 6.3 Support basic needs with warming and cooling shelters at City of Pickering community centres and Libraries during extreme hot and cold days. 6.4 Provide provisions for overnight shelters for those who are unsheltered. 6.5 In partnership with DARS, provide lunch services at City of Pickering facilities including community centres and the Pickering Public Library. 6.6 As per Resolution #218/23, support urban agriculture initiatives to reduce grocery cost and increase food security (gardens, parks, balconies, schools, educational webinars/ events, toolkits, library seed programs). - 218 - 38 | Pickering CSWB Plan 7. Promote EDI (Equity, Diversity, Inclusion), Accessibility & Reconciliation Objective: create opportunities for engagement and relationship building through safer community spaces, programs, events, and community expression. Action: 7.1 Create an equity, diversity, and inclusion strategy based on community consultation. 7.2 Continue work with advisory committees and taskforces that can help advise on diversity, equity, and inclusion initiatives. Examples include the Accessibility Advisory Committee, Pickering Anti Black Racism Taskforce, and Indigenous Relationship Building Circle. 7.3 Create opportunities for marginalized residents to contribute to provide input to programming, services, committees, and training. 7.4 Enhance accessibility throughout the City of Pickering through actions listed in the Accessibility Plan (2021 – 2025). Examples include fulfilling requests for accessible pedestrian signals; installing tactile walking surface indicators; and, incorporating accessibility into new builds and significant renovations for facilities, parks, playgrounds, and trails. 7.5 Investigate internship development opportunities for marginalized residents and communities. 7.6 Enhance relationship building with our Indigenous community. - 219 - Pickering CSWB Plan | 39 Reporting & Evaluation •An Annual Report will be developed for presentation to the CSWB Advisory Committee attheir last scheduled meeting of the year. The report will then be presented to City Council andposted on the CSWB webpage. A copy will be shared with the Region of Durham. •The Community Safety & Well-Being Advisory Committee will present an Annual Work Plan to City Council. This Work Plan will outline the formal road map for that year. It will clearly articulate the required steps, objectives, and measurable deliverables that can be transformed into concrete actions. •The Community Safety & Well-Being Advisor will ensure effective bi-lateral communicationbetween Internal Working Team, Advisory Committee, and Durham Region Municipal WorkingGroup. Links: Durham Region Community Safety & Well-Being Plan Age Friendly Plan Recreation and Parks Master Plan Cultural Strategic Plan Pickering Accessibility Plan PABRT Annual Work Plan Integrated Transportation Master Plan Pickering Housing Strategy & Action Plan Corporate Strategic Plan - 220 - 40 | Pickering CSWB Plan References Canadian Institute for Health Information. (2023). Emergency and ambulatory care. Re-trieved from Canadian Institute for Health Information: https://www.cihi.ca/en/topics/emergency-and-ambulatory-care Central East Local Health Integration Network. (2021, June). Sub-region Profiles for Cen-tral East LHIN. Retrieved from Central East LHIN: https://srp-main-centraleastlhin.opendata.arcgis.com/ City of Pickering. (2023). Demographic & Socio-Economic Data: Pickering Profile. Re-trieved from Invest in Pickering: investinpickering.ca Durham Region. (2021, November). Durham Region Community Safety and Well-Being Plan . Retrieved from Durham Region: https://www.durham.ca/en/regional-govern-ment/resources/CSWB-Plan/Council-Endorsed-CSWB-Plan---November-24-2021.pdf Durham Region. (2023). Health Neighborhoods. Retrieved from Durham Region: Health and Wellness: https://www.durham.ca/en/health-and-wellness/health-neighbour-hoods.aspx Durham Regional Police Service. (2023, July 9). Crime Map. Retrieved from Durham Re-gional Police Service : https://app.powerbi.com/view?r=eyJrIjoiZjcyY2IwMDQtYjA5N-y00M2Y4LWI3M2MtZDg3MmIzMDU2ZGNjIiwidCI6IjBjMDAzOWI5LTQ2ZWEtND-NiOS04MDgwLTNjNTUwNTg1OWI2YSJ9 Government of Canada. (2024). Social determinants of health and health inequalities. Retrieved from Government of Canada: https://www.canada.ca/en/public-health/ser-vices/health-promotion/population-health/what-determines-health.html Government of Ontario. (2024). The Community Safety and Well-being Planning Frame-work. Retrieved from Government of Ontario: https://www.ontario.ca/document/com-munity-safety-and-well-being-planning-framework-booklet-3-shared-commitment-on-tario/section-2-community-safety-and-well-being-planning Kidd, S. A. (2017). The 2015 National Canadian Homeless Youth Survey: Mental Health and Addiction Findings. The Canadian Journal of Psychiatry, 493-500. National Collaborating Centre for Determinants of Health. (2023). Let’s Talk: Health Equity. Retrieved from National Collaborating Centre for Determinants of Health: https://nc-cdh.ca/resources/entry/health-equity Silverthorn, M. (2023). Authentic Diversity: How to Change the Workplace for Good. Re-trieved from Inclusion Nation: https://www.michellesilverthorn.com/ University of Waterloo. (2023). Our Vision & Mission. Retrieved from Canadian Index of Well-Being: https://uwaterloo.ca/canadian-index-wellbeing/about-canadian-in-dex-wellbeing/our-mission-and-vision World Health Organization. (2008). Closing the gap in a generation. Retrieved from World Health Organization: https://www.who.int/publications/i/item/WHO-IER-CSDH-08.1 - 221 - Pickering CSWB Plan | 41 Appendix A: Definitions Mental Health Refers to a state of mental well-being where individuals can cope with stress, learn productively, and contribute to their community. Municipal mental health strategies include program development through recreation, volunteering to create a sense of belonging, providing beautified spaces for inclusive rest and relaxation in the community. Substance Use Refers to use of substances consumed, injected, smoked, or absorbed in the body. These substances generally lead to dependence and deterioration of the body. Municipal substance use strategies will include education, training, awareness, and strength in community partnerships. Homelessness & Basic Needs Refers to the issues in lack of housing resources, lack of food security, and/or struggles to have basic needs met. Municipal strategies include employment programs, wellness checks, housing strategies, community development in food gardening, and expansion of food security programs. Criminal Involvement Refers to individuals involved in committing crimes. Municipal strategies include training and development, providing youth voices and opportunities to contribute to community safety, road safety, safe surrender sites, and enhancement of crosswalks supporting safe travel. Victimization Refers to the act of being targeted for unjust treatment. Municipal strategies to reduce victimization include enhancing accessibility efforts, expanding traffic and parks camera programs, addressing Intimate Partner Violence strategies, and developing community partnerships for access and support to appropriate resources. Social Isolation Refers to the state of feeling alone with lack of social contact or support. Municipal strategies include better access to recreation and library services, program affordability, creation of social spaces, and snow clearing for vulnerable residents. Experiences of Racism Refers to the process where systems and actions create inequities for individuals based on race. Municipal responsibilities include identifying barriers, creating municipal strategies to promote DEI (diversity, equity, and inclusion), engaging the community to ensure human-centred design. Inclusion Refers to the practice or policy of enhancing equal access to opportunities and resources, especially for those who may otherwise be excluded or vulnerable. 2SLGBTQIA+ Refers to individuals who identify as Two-Spirit, Lesbian, Gay, Bisexual, Transgender, Queer and/or Questioning, Intersex, Asexual. This term intends to embrace all identities on the gender and sexual spectrum, even those not specifically included in this acronym. Marginalized Refers to residents or individuals from indigenous communities, or from equity- deserving communities, including women, persons with disabilities, racialized persons, persons who identify as 2SLGBTQIA+, and other diverse communities. - 222 - 42 | Pickering CSWB Plan Appendix B: CSWB Phase 1 Survey Results Respondents: 332 Percentage of respondents residing in Pickering: 94% The Community Safety & Well-Being Survey was created for residents to rank, rate various priorities, and action items to be included in the CSWB Draft Plan. The survey’s goal is to help signify where more imminent action needs to be taken for our community to feel supported and heard within the umbrella of Community Safety & Well-Being. When asked in the first section to rank priorities, residents were asked to rank priorities 1 through 9; with 1 being the most important to them, and 9 being the least. The lower the average rank, the more important the community felt this priority was. Ranking of Priorities Options Average Rank To live in a clean, safe, attractive, and welcoming community with safe trails, walkways, public art, well-lit spaces, and spaces that promote healthy lifestyles (Create safe and welcoming neighborhoods)3.09 To have access to recreation, fitness and leisure programs, community gardens, and programs that support physical and mental wellbeing (Physical Health and Mental Wellness) 4.3 To reduce local crime and victimization (Improve individual safety and security)4.47 To improve living standards by attracting new jobs and businesses to Pickering; providing education on financial literacy, attracting more physicians to Pickering, rental and affordable housing strategies (Improve living standards) 4.86 To know how to find resources for things like mental health, safety, victimization, crime prevention, physical wellbeing, and substance use (Learning, education, and creative communities) 5.06 To feel a sense of belonging to my community by participating in neighborhood initiatives, volunteering, or programs (Community Vitality)5.49 To provide services and resources to those experiencing homelessness, substance use, or food insecurity (Support basic needs)5.51 To increase road safety for pedestrians, cyclists, motorists, and vehicle passengers 5.73 To develop programs, committees, taskforces, and trainings to combat local racism, homophobia, and xenophobia (Promote Inclusion, Diversity and Equity) 6.48 - 223 - Pickering CSWB Plan | 43 Q3 Community Vitality Initiatives How important is it that you... 24 37 100 119 52 0 20 40 60 80 100 120 140 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Have Opportunities to Volunteer In the Community? 33 45 103 110 41 0 20 40 60 80 100 120 Not Importantat all SomewhatImportant NeutralImportance Important VeryImportant # o f R e s p o n s e s Level of Importance Belong to a Neighbourhood Group or Associations 21 42 89 132 48 0 20 40 60 80 100 120 140 NotImportant atall SomewhatImportant NeutralImportance Important VeryImportant # o f R e s p o n s e s Level of Importance Belong to a Recreational, Cultural, or Social Group or Association - 224 - 44 | Pickering CSWB Plan Q3 Community Vitality Initiatives How important is it that you... 22 30 88 123 69 0 20 40 60 80 100 120 140 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Have Opportunities That Connect Me With Others In My Neighbourhood (Neighbourhood Watch, Street Parties, Knowing My Neighbours) 35 29 95 106 67 0 20 40 60 80 100 120 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Have Opportunities to Celebrate Holidays, Events, or Special Occasions with MyNeighbours - 225 - Pickering CSWB Plan | 45 Q4 Learning, Education, and Creative Communities How important is it that you... 7 15 40 126 142 0 20 40 60 80 100 120 140 160 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Know About Crime Prevention Initiatives 11 26 67 133 95 0 20 40 60 80 100 120 140 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Learn About Mental Health and How to Support You or a Friend/Family Members’ Mental Health 19 33 78 110 92 0 20 40 60 80 100 120 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Know About The City of Pickering Housing Strategy - 226 - 46 | Pickering CSWB Plan Q4 Learning, Education, and Creative Communities How important is it that you... 15 39 76 128 74 0 20 40 60 80 100 120 140 NotImportant atall SomewhatImportant NeutralImportance Important VeryImportant # o f R e s p o n s e s Level of Importance Learn About Local Resources and Programs to Combat Social Isolation 20 44 100 104 64 0 20 40 60 80 100 120 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Learn About Local Resources and Strategies to Support Those Struggling with Substance Use 49 38 87 94 64 0 10 20 30 40 50 60 70 80 90 100 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Know About The Pickering Anti-Black Racism Task Force Initiatives - 227 - Pickering CSWB Plan | 47 Q5 What Community Safety & Well-Being initiatives do you want to learn more about? Select all that apply... 110 137 107 191 162 78 226 0 50 100 150 200 250 # o f R e s p o n s e s Initaitives Q5. What Community Safety and Well-Being Initiatives Do You Want to Learn More About? Please Select All That Apply. Q6 How do you want the City to Communicate this information with you? Select all that apply... 241 181 138 94 93 82 0 50 100 150 200 250 300 Em a i l / e n e w s Ci t y W e b s i t e So c i a l M e d i a On l i n e ( V i r t u a l ) Ne i g h b o u r h o o d Me e t i n g s / C o m m u n i t y Co n s u l t a t i o n s In p e r s o n Ne i g h b o u r h o o d Me e t i n g s / C o m m u n i t y Co n s u l t a t i o n s Pr i n t e d M a t e r i a l s i n Co m m u n i t y C e n t r e s # o f R e s p o n s e s Methods of Communication Q6. How Do You Want the City to CommunicateThis Information with You? - 228 - 48 | Pickering CSWB Plan Q8 Create Safe and Welcoming Neighborhoods How important is it that.. 2 2 6 37 285 0 50 100 150 200 250 300 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Feel Safe Walking Home Alone In Your Community 2 3 7 84 236 0 50 100 150 200 250 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City Has Public Spaces That Are Clean, Tidy And Well Cared For 7 10 38 114 163 0 20 40 60 80 100 120 140 160 180 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City Has Public Spaces That Allow People To Gather And Celebrate 7 10 38 114 163 0 20 40 60 80 100 120 140 160 180 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City Has Public Spaces That Allow People To Gather And Celebrate - 229 - Pickering CSWB Plan | 49 Q8 Create Safe and Welcoming Neighborhoods How important is it that.. 8 11 31 103 179 0 20406080 100 120 140 160 180 200 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City Monitors Public Spaces With Cameras, or Provides Security 8 11 31 103 179 0 20 40 60 80 100 120140160 180 200 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City Monitors Public Spaces With Cameras, or Provides Security 27 28 90 96 91 0 20 40 60 80 100 120 Not Important at all Somewhat Important Neutral Importance Important Very Important # o f R e s p o n s e s Level of Importance The City Celebrates and Displays Diverse Public Art 27 28 90 96 91 0 20 40 60 80 100 120 Not Important at all Somewhat Important Neutral Importance Important Very Important # o f R e s p o n s e s Level of Importance The City Celebrates and Displays Diverse Public Art - 230 - 50 | Pickering CSWB Plan Q9 Physical Health and Mental Wellness How important is it that... 2 5 17 84 222 0 50 100 150 200 250 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have Access To Nutritious Food 2 5 17 84 222 0 50 100 150 200 250 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have Access To Nutritious Food 1 1 9 54 266 0 50 100 150 200 250 300 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have Local Access To Health Services 1 1 9 54 266 0 50 100 150 200 250 300 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have Local Access To Health Services 2 5 33 114 176 0 50 100 150 200 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have Fair Access To Recreation Programs (Swimming, Arts, Sports, Special Interest, Camps, etc.) - 231 - Pickering CSWB Plan | 51 Q9 Physical Health and Mental Wellness How important is it that... 3 4 27 127 171 020 4060 80100120140160180 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have Fair Access To Recreation Facilities (Both Indoors and Out) 2 5 33 114 176 0 50 100 150 200 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have Fair Access To Recreation Programs (Swimming, Arts, Sports, Special Interest, Camps, etc.) 2 4 22 101 202 0 50 100 150 200 250 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City Provides Safe Playgrounds And Trails For Families To Experience 8 9 42 106 165 0 20 40 60 80 100 120 140 160 180 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Youth Have Designated Safe Spaces In Recreation Facilities - 232 - 52 | Pickering CSWB Plan Q10 Improve Living Standards How important is it that... 12 13 53 119 135 0 20 40 60 80 100 120 140 160 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Wi-Fi Is Easily Accessible In City Spaces, And For Borrow (Wifi Hot Spots) 6 15 39 128 144 0 20 40 60 80 100 120 140 160 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City Supports The Efforts Of Organizations Providing Food Security Programs 4 9 22 86 211 0 50 100 150 200 250 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Snow Clearing Is Prioritized For Seniors And People Living With Disabilities 4 9 22 86 211 0 50 100 150 200 250 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Snow Clearing Is Prioritized For Seniors AndPeople Living With Disabilities - 233 - Pickering CSWB Plan | 53 Q10 Improve Living Standards How important is it that... 24 29 103 114 62 0 20 40 60 80 100 120 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have The Opportunity To Learn About Financial Literacy 24 29 103 114 62 0 20 40 60 80 100 120 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have The Opportunity To Learn About Financial Literacy 39 26 91 98 78 0 20 40 60 80 100 120 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have Access To Employment Workshops And Job Fairs 39 26 91 98 78 0 20 40 60 80 100 120 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Have Access To Employment WorkshopsAnd Job Fairs - 234 - 54 | Pickering CSWB Plan Q11 Support Basic Needs How important is it that... 8 16 41 111 154 0 20 40 60 80 100 120 140 160 180 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Overnight Shelters Are Available In Pickering During Extreme Weather Conditions 11 23 50 110 135 0 20 40 60 80 100 120 140 160 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Access To Showers Is Provided For Those Who Are Housing Insecure 9 22 43 116 138 0 20 40 60 80 100 120 140 160 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Wellness Checks Are Coordinated For Those Who Are Unsheltered - 235 - Pickering CSWB Plan | 55 Q12 Promote Diversity, Equity, and Inclusion How important is it that... 10 12 67 117 126 0 20 40 60 80 100 120 140 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Feel Represented In Your Community 6 11 38 129 148 0 20 40 60 80 100 120 140 160 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Feel Safe to Voice Your Opinions, and Feel Heard, in City spaces 5 4 25 105 193 0 50 100 150 200 250 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance People From All Backgrounds Are Valued and Respected in Pickering - 236 - 56 | Pickering CSWB Plan Q12 Promote Diversity, Equity, and Inclusion How important is it that... 19 20 61 120 112 0 20 40 60 80 100 120 140 NotImportant atall SomewhatImportant NeutralImportance Important VeryImportant # o f R e s p o n s e s Level of Importance Culturally Relevant Programming Reflects the Diversity of Our City 27 23 83 86 113 0 20 40 60 80 100 120 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Anti-Racism Training and Resources Are Offered to The Public 27 16 66 90 133 0 20 40 60 80 100 120 140 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance Anti-Racism Training and Resources Are Mandated for City Staff - 237 - Pickering CSWB Plan | 57 Q12 Promote Diversity, Equity, and Inclusion How important is it that... 25 18 59 111 119 0 20 40 60 80 100 120 140 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City has an Equity, Diversity and Inclusion Plan 32 17 88 88 107 0 20 40 60 80 100 120 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance An Anti-Racism and Anti-Oppression (ARAO) Framework Is Created By The City - 238 - 58 | Pickering CSWB Plan Q 13 Improve Individual Safety and Security How important is it that... 815 49 138 122 0 20 40 60 80 100 120 140 160 Not Importantat allSomewhatImportantNeutralImportanceImportant Very Important # o f R e s p o n s e s Level of Importance The City Provides Access To Public Training On Health And Safety (CPR, Naloxone). 8 15 49 138 122 0 20 40 60 80 100 120 140 160 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City Provides Access To Public Training On Health And Safety (CPR, Naloxone). 3320 80 226 0 50 100 150 200 250 Not Importantat allSomewhatImportantNeutralImportanceImportant Very Important # o f R e s p o n s e s Level of Importance You Feel Safe Driving In Your Community 3 3 20 80 226 0 50 100 150 200 250 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Feel Safe Driving In Your Community 3 1 10 46 272 0 50 100 150 200 250 300 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Feel Safe Walking In Your Community 3 1 10 46 272 0 50 100 150 200 250 300 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Feel Safe Walking In Your Community - 239 - Pickering CSWB Plan | 59 Q 13 Improve Individual Safety and Security How important is it that... 7 6 30 65 224 0 50 100 150 200 250 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Feel Safe Riding Your Bike In Your Community 7 6 30 65 224 0 50 100 150 200 250 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance You Feel Safe Riding Your Bike In Your Community 5 13 60 140 114 020406080 100 120 140 160 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City's Customer Care Staff Can Refer Residents To Resources That Align With The 7 Pillars Of Community Safety And Well-Being 19 24 83 118 88 0 20 40 60 80 100 120 140 Not Importantat all SomewhatImportant NeutralImportance Important Very Important # o f R e s p o n s e s Level of Importance The City Provides Workshops On Cyber Safety And Security - 240 - 60 | Pickering CSWB Plan Q14 More than 50% of my income is spent on housing Yes46% No54% Q14. I Spend More Than 50% of my Income on Housing Yes No Q18 What age category do you fall within? Under 18 yrs3%18-29 yrs8% 30-49 yrs36% 50-64 yrs27% 65+26% Q18. What Age Category Do You Fall Within? Under 18 yrs 18-29 yrs 30-49 yrs 50-64 yrs 65+ - 241 - Pickering CSWB Plan | 61 Q19 Do you have children under 18 yrs living at home? Yes35% No65% Q19. Do You Have Children Under 18 Years Living At Home? Yes No Q20 Which of the following best describes you enthnic/racial background? White/Caucasian, 46% Asian -South / East Indian / Indo-Caribbean, 18% Mixed Racial Origin, 7% Black / African/Afro-Caribbean, 6% Middle Eastern, West Asian, or North African, 4% Asian -East, 3% Asian -Southeast, 3% Pacific Islander, 3% Indigenous to Turtle Island, 2% Latino or Hispanic, 1%, Q20. Which of The Following Best Describes Your Ethnic/Racial Background? - 242 - 62 | Pickering CSWB Plan Appendix C: Community Safety & Well- Being Phase 2 Consultation Results City Staff conducted three open houses and two drop-in information sessions throughout January 2024 to showcase the draft Community Safety & Well-Being Plan. For the Open Houses, two delivery methods were used to determine feedback from residents. The pink sticky note was used for what residents love so far about each action item for the seven priorities – while the yellow sticky note was used to add any additional or missing feedback for the priorities’ action items. The following is a feedback summary of each action item under all seven priorities: Priority 1: Community Vitality •Increase the number of volunteer opportunities available, using a more straightforward application form online, and increasing promotion and awareness for volunteer opportunities. •A desire for more senior events such as senior dinners, game nights, with light refreshments and snacks provided during senior programming. •Residents are interested in helping those isolated from their community and arewilling to contribute to data collection toinform services. •Residents also believe there is a needfor youth to be consulted in communityprogramming to enhance a sense ofbelonging to the community and increasesurveillance in neighbourhoods such asNeighbourhood Watch. Priority 2: Learning, Education, Partnership and Creative Communities •Having the City provide learning and workshops for city staff and residents while also having partnerships with existing services such as the Pickering Public Library. • Residents would like to see morecollaboration with Durham Regional Policeto create programs to monitor recklessdriving and create safer environments foryouth. • A youth-specific engagement strategyis also mentioned to help decrease theamount of youth-based violence in the community. • Residents would also like to see more education on intimate partner violence as it will show youth how to maintain healthy relationships and wellbeing. • Residents also wrote about the need to promote the City’s current programs more. Priority 3: Create Safe Neighbourhoods •Residents love the idea of providing cleanup and gardening opportunities for the community. - 243 - Pickering CSWB Plan | 63 • More community involvement and affordable options for youth to participate in programs after school are needed. • They also want to increase surveillance in public spaces; however, they want to find methods that do not include security cameras. In contrast, there is also a want for speed cameras and dedicated left-turn lights on specific streets to promote visibility and safety at night. • More bike lanes are needed in residential areas, as well as more public art. • Transit concerns for community membersincluded collaborating with DurhamTransit to make more accessible bus routesand dial-a-bus for seniors. Priority 4: Increase Physical Health and Mental Wellness • Residents would like more affordable options for workshops/classes to engage isolated populations such as youth, young/new mothers, and seniors. • Community members would like to seetraining on respectfully communicatingwith neurodiverse individuals to create safeand welcoming environments. • Community members also expand onthe need for food security programs,community garden programs, andcommunity listening programs to enhancea sense of community amongst residents. • In addition to exercising the new nuisance by-law, residents would like to see more promotion on what the by-law is about and who it affects. Priority 5: Improve Living Standards • There is a need for more promotion ofthe snow-clearing program; residents are willing to help their neighbours. • Residents also want to help address and collaborate on a solution for decreasing homelessness in Pickering. They are willing to discuss methods of affordable housing or a fixed income, as well as increasing taxes to enhance social services. • There is a specific want and need for physicians and to eliminate the waitlist to find a family doctor. • Signs of support were seen for the encampment strategy by the Durham Regional Police, in addition to prioritizing safety in the design of municipal infrastructure. Priority 6: Support Basic Needs • Residents want to contribute to providingmore hygiene products and shower access– including using the Bay Ridges KinsmenPark facility to implement a shower andbathroom system. • There is support for more partnershipswith DARS and increasing the number ofwarming centres in the City. •Lastly, the City wants to create partnershipswith existing services to support residentsexperiencing food insecurity. Priority 7: Promote EDI (Equity, Diversity, Inclusion), Accessibility, and Reconciliation • Residents showed strong alignmentin prioritizing EDI, Accessibility & Reconciliation to enhance feelings of safety in the community. • Residents would like to see more promotion of diversity that will reflect the current community of Pickering through events and images. • There is a need to include marginalized residents in planning programs and services. • There is perceived support for community engagement and a willingness for active involvement, particularly when the City is planning programming, events, and community safety initiatives. - 244 - Artwork provided by Pickering Resident and Artist, Daniel Davis "Through my passion of photography, I deliver compelling and comprehensive collections of imagery geared to those seeking visual storytelling as part of their creative projects." pickering.ca/cswb- 245 - Report to Executive Committee Report Number: CS 12-24 Date: May 6, 2024 From: Laura Gibbs Director, Community Services Subject: Gingerbread Nursery Licence Agreement - Licence Agreement Renewal - File: A-1440-001 Recommendation: 1. That the Mayor and City Clerk be authorized to execute a Licence Renewal Agreement with Gingerbread Co-operative Nursery School (Pickering) Inc. as set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, Community Services and the Director, Corporate Services & City Solicitor; and 2. That the appropriate City officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to seek Council’s endorsement to execute the Licence Agreement with Gingerbread Co-operative Nursery School (Pickering) Inc. for a five-year term. Gingerbread Co-operative Nursery School (Pickering) Inc. has an existing Licence Agreement with the City of Pickering to provide a co-operative nursery program at West Shore Community Centre, for a five-year term beginning September 1, 2019, and ending June 30, 2024. Gingerbread Co-operative Nursery School (Pickering) Inc. has requested to renew this agreement for a further five-year term beginning September 1, 2024, and ending June 30, 2029. The Community Services Department recommends that a renewal agreement be initiated with Gingerbread Co-operative Nursery School (Pickering) Inc. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Strengthen Existing & Build New Partnerships. Financial Implications: The generated revenue from Gingerbread Co-operative Nursery School (Pickering) Inc. during the five-year term is as follows: September 1, 2024 - June 30, 2025: $5,410.00 including HST ($541.00 incl. HST per month) September 1, 2025 - June 30, 2026: $5,520.00 including HST ($552.00 incl. HST per month) September 1, 2026 - June 30, 2027: $5,640.00 including HST ($564.00 incl. HST per month) September 1, 2027 - June 30, 2028: $5,760.00 including HST ($576.00 incl. HST per month) - 246 - CS 12-24 May 6, 2024 Subject: Gingerbread Nursery Licence Agreement Page 2 September 1, 2028 - June 30, 2029: $5,880.00 including HST ($588.00 incl. HST per month) Discussion: The purpose of this report is to renew the Licence Agreement with Gingerbread Co-operative Nursery School (Pickering) Inc. for a five-year term. On June 24, 2019, Council approved Resolution #107/19 authorizing the execution of a Licence Agreement with Gingerbread Co-operative Nursery School (Pickering) Inc. for the purpose of operating a co-operative nursery program for a minimum of three half days per week from September to June annually at West Shore Community Centre for a five-year term beginning September 1, 2019, and ending June 30, 2024. The use of the West Shore Community Centre for the provision of a co-operative nursery program is a positive and proactive use of this facility and is consistent with the City’s mandate to support children and families and to build community. As such, the Director, Community Services recommends that a renewal agreement be initiated with Gingerbread Co-operative Nursery School (Pickering) Inc. to renew the Licence Agreement for a further five-year term, beginning September 1, 2024, and ending June 30, 2029. Attachment: 1.Draft Licence Agreement for Gingerbread Co-operative Nursery School (Pickering) Inc.,2024 - 2029 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Suzanne Moore Laura Gibbs, MBA, MSc. Supervisor, Community Services Administration Director, Community Services Original Signed By Marilou Murray Manager, Community Services Administration & Strategic Initiatives LG:sm - 247 - CS 12-24 May 6, 2024 Subject: Gingerbread Nursery Licence Agreement Page 3 Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 248 - Attachment 1 to Report CS 12-24 This Licence Agreement is made as of September 1, 2024 Between: The Gingerbread Co-operative Nursery School (Pickering) Inc. (the “School”) -and - The Corporation of the City of Pickering (the "City") Whereas the City owns the community centre known as the West Shore Community Centre at 1011 - 1015 Bayly Street in the City of Pickering (the “Community Centre”); and Whereas the School wishes to use the Community Centre and associated facilities for the purpose of operating a co-operative nursery school; and Whereas the City is prepared to grant a licence to the School to permit the School to use the Community Centre and associated facilities for such purpose; Now therefore the City and the School agree as follows: Licence 1.The City grants to the School a licence to occupy and use the Community Centreand associated facilities for the purpose of operating a co-operative nurseryschool on the terms and conditions set out in this Licence (the “Purpose”). 2.The School shall also be permitted to use the Community Centre one (1) eveningor weekend day in each year of the Term for fundraising efforts, provided such dates are requested in advance in writing to the City and are subject toavailability and approval by the City. Term 3.The City grants to the School the right to use the Community Centre and associated facilities for the Purpose during the months of September to June,both inclusive, each year throughout the term of this Licence commencing onSeptember 1, 2024 and ending on June 30, 2029 (the “Term”). - 249 - Gingerbread Co-op Nursery School Licence Agreement Page 2 2 4. Either the School or the City may terminate this Licence without cause prior to the expiry of the Term by giving 90 days written notice to the other. Fees 5. During the first year of the Term (September 1, 2024 to June 30, 2025), the School shall pay to the City the fixed sum of $5,410.00 (including HST) in ten (10) equal monthly payments of $541.00 (including HST) payable on the 1st day of each month of September to June, both inclusive. During each subsequent year of the Term, the School shall pay to the City the fixed sums listed below in ten (10) equal monthly payments payable on the 1st day of each month of September to June, both inclusive. Year Two (September 1, 2025 - June 30, 2026) $5,520.00 (including HST) Year Three (September 1, 2026 - June 30, 2027) $5,640.00 (including HST) Year Four (September 1, 2027 - June 30, 2028) $5,760.00 (including HST) Year Five (September 1, 2028 - June 30, 2029) $5,880.00 (including HST) 6. The School shall provide ten (10) post-dated cheques prior to the start of each year of the Term, payable to the City, in the amounts set out in Section 5. Operation 7. The School shall, (a) comply strictly with all applicable laws, by-laws, rules and regulations governing the operation of the School; (b) operate the school for a minimum of three (3) days and a maximum of five (5) days per week from 8:00 am to 12:30 pm during the months of September to June, both inclusive, each year throughout the Term; (c) ensure that its operations conclude by 12:30 pm on any given operating day to facilitate the use of the Community Centre and associated facilities for other purposes; (d) prior to September 1st each year of the Term, notify the City in writing of which three (3) to five (5) days of the week it will operate during the ensuing year of the Term; (e) in the event that the School elects to operate for more than three (3) days per week within a given year during the Term, pay an additional fee in the amount of $150 per month (including HST) for each additional day of operation (over and above the minimum three (3) days per week); (f) provide and pay for all personnel and supplies required by it for the Purpose; - 250 - Gingerbread Co-op Nursery School Licence Agreement Page 3 3 (g) obtain all necessary permits, licenses and approvals that may be required in connection with the operation of the school; and (h) maintain the Community Centre in a clean, sanitary and attractive condition satisfactory to the City throughout the Term and, at the end of the Term, repair or replace any damages to the Community Centre save and except reasonable wear and tear, at its sole cost and expense. 8. The City shall provide, (a) all necessary electrical power, heat and other utilities; (b) equipment storage cupboards; and (c) a kitchenette facility for the purpose of providing light snacks for School staff and children. 9. The City assumes no responsibility to the School and shall not be liable for any loss or damage incurred by the School arising from temporary or unavoidable interruption of the supply of electrical power, heat or other utilities due to any cause whatsoever. The City shall use reasonable diligence to restore any such services whenever they are interrupted. Insurance 10. The School, at its own expense, shall provide, (a) comprehensive general public liability insurance, identifying the City as an additional insured, including coverage for personal injury, contractual liability, tenant’s legal liability, non-owned automobile liability, death and property damage, on an occurrence basis with respect to the business carried on at the Community Centre and the School’s use and occupancy of the Community Centre, with coverage for any one occurrence or claim of not less than $5,000,000.00, which insurance shall protect the City in respect of claims by the School as if the City was separately insured; and (b) a certificate of insurance coverage in a form satisfactory to the City, which insurance coverage shall be kept in full force and effect throughout the Term. 11. The School shall not do or omit or permit to be done anything that causes any insurance premium of the City to be increased, and if any insurance premium shall be so increased, the School shall pay to the City forthwith upon demand the amount of such increase. If notice of cancellation or lapse shall be given respecting any insurance policy of the City or if any insurance policy shall be - 251 - Gingerbread Co-op Nursery School Licence Agreement Page 4 4 cancelled or refused to be renewed by an insurer by reason of the use or occupation of the Community Centre, the School shall forthwith remedy or rectify such use or occupation upon being requested to do so in writing by the City and if the School shall fail to do so the City may, at its option, terminate this Licence forthwith by notice to the School and the School shall immediately vacate the Community Centre. Liability and Indemnification 12. The School shall indemnify and save harmless the City from and against any and all actions, losses, damages, claims, costs and expenses (including, without limiting the generality of the foregoing, all claims for personal injury, death and/or property damage) and also damages arising from any breach of this Licence by the School or from any act or omission of the School or those for whom the School is at law responsible in or around the Community Centre and associated facilities arising from the School’s use and occupation of the Community Centre and associated facilities. The City shall not be liable for any loss or damage to any property belonging to the School or to any other persons or for any injury to any person while such person or property is in or around the Community Centre and associated facilities, unless such loss, damage or injury is caused directly by the negligence of the City, or those for whom the City is at law responsible. Default 13. If at any time the School is in default in the performance of any of the obligations under this Licence and such default continues for fifteen (15) days after the receipt by the School of notice from the City setting out the particulars of such default, the City shall have the right to terminate this Licence forthwith and thereupon all the rights of the School under this Licence shall immediately cease and the City shall not be liable for payment to the School of any moneys whatsoever by reason of such termination. General 14. The City shall have the right to enter the Community Centre at any time for any reason provided all reasonable efforts are made to minimize any disruption to the School’s use of the Community Centre. 15. The School shall not exhibit or allow to be exhibited on the exterior of the Community Centre any sign, notice, notice board, painting, design or advertisement without the prior consent of the City. 16. The School shall not alter, add to or vary in any way any part of the Community Centre without the prior approval of the City. 17. This Licence shall not be assignable by the School without the consent of the City, which consent may be arbitrarily refused. - 252 - Gingerbread Co-op Nursery School Licence Agreement Page 5 5 18. This Licence shall enure to the benefit of and be binding upon the parties and their respective successors and permitted assigns. 19. No amendment to this Licence shall be effective unless it is in writing and signed by both parties. 20. (1) Any notice to the City under this Licence shall be in writing and shall be delivered to the following address: Pickering Civic Complex One The Esplanade Pickering, Ontario L1V 6K7 Attention: City Clerk (2) Any notice to the School under this Licence shall be in writing and shall be delivered to the following address: Gingerbread Nursery School PO Box 427, Stn Main Pickering, ON L1V 2R7 Attention: President (3) Notice shall be sufficiently given if delivered in person or sent by registered mail or sent by facsimile transmission during normal business hours on a business day. (4) Each notice sent shall be deemed to have been received on the day it was delivered or on the third (3rd) business day after it was mailed. (5) The parties may change their address for notice by giving notice to the other in the manner provided in this Section. 21. The recitals to this Licence are true in substance and fact and are incorporated herein. 22. Should any provision or provisions of this Licence be illegal or not enforceable, it or they shall be considered separate and severable from this Licence and its remaining provisions shall remain in force and be binding upon the parties hereto as though the said provision or provisions had never been included. - 253 - Gingerbread Co-op Nursery School Licence Agreement Page 6 6 23. The headings in this Licence have been inserted as a matter of convenience and for reference only and in no way define, limit or enlarge the scope of meaning of this Licence nor any of the provisions hereof. 24. This Licence and any information or documents that are provided hereunder may be released pursuant to the provisions of the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990, c.M.56, as amended. This acknowledgement shall not be construed as a waiver of any right to object to the release of this Licence or of any information or documents. In Witness Whereof the City and the School have signed this Licence as of the date first written above. Gingerbread Co-operative Nursery School (Pickering) Inc. _____________________________________ Eirena Calabrese, President I have authority to bind the Corporation _____________________________________ Cherryann Bullock-Ali, Supervisor The Corporation of the City of Pickering ____________________________________ Kevin Ashe, Mayor ____________________________________ Susan Cassel, City Clerk - 254 - Report to Executive Committee Report Number: ENG 06-24 Date: May 6, 2024 From: Richard Holborn Director, Engineering Services Subject: Rouge Stormwater Management Pond Sediment Cleanout - Request for Tender No. T2024-1 - File: A-1440 Recommendation: 1. That Request for Tender No. T2024-1 for Rouge Stormwater Management Pond Sediment Cleanout as submitted by Cardan Demolition & Excavation Inc. in the total tendered amount of $521,898.13 (HST included) be accepted; 2. That Council approve the hiring of T.Y.Lin International Canada Inc. as a consultant, in the amount of $75,650.00 (HST excluded) to undertake contract administration and construction supervision of Request for Tender No. T2024-1 for Rouge Stormwater Management Pond Sediment Cleanout in accordance with Purchasing Policy 10.03 (c), as the assignment is above $50,000.00; 3. That the total gross project cost of $670,011.00 (HST included), including the tendered amount, consulting cost, a contingency and other associated costs, and the total net project cost of $603,366.00 (net of HST rebate) be approved; 4. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $603,366.00 as approved in the 2023 Capital Budget to be funded by a transfer from the SWM Reserve Fund; and, 5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to obtain authority to award Request for Tender No. T2024-1 for Rouge Stormwater Management (SWM) Pond Sediment Cleanout to Cardan Demolition & Excavation Inc. In 2023, T.Y.Lin International Canada Inc. (TYLin) was retained to undertake the detailed design and approvals for the Rouge SWM Pond Sediment Cleanout project. Staff recommend continuing with TYLin to undertake the contract administration, construction supervision and certification of works associated with Request for Tender No. T2024-1 Rouge SWM Pond Sediment Cleanout project as set out in fee proposal dated January 9, 2024 in the amount of $75,650.00 (HST excluded). Request for Tender No. T2024-1 was advertised on Bids & Tenders on Tuesday, February 6, 2024 and closed on Friday, March 8, 2024 with 18 bidders responding. The lowest compliant - 255 - ENG 06-24 May 6, 2024 Subject: Rouge Stormwater Management Pond Sediment Cleanout Request for Tender No. T2024-1 Page 2 bid of $521,898.13 (HST included) submitted by Cardan Demolition & Excavation Inc. is recommended for approval. The total gross project cost which includes the tendered amount, a construction contingency, and other associated costs is estimated at $670,011.00 (HST included) with an estimated total net project cost of $603,366.00 (net of HST rebate). Financial Implications: 1. Tender Amount Request for Tender No. T2024-1 $461,856.75 HST (13%) 60,041.38 Total $521,898.13 2. Estimated Project Costing Summary Request for Tender No. T2024-1 – Tender for Rouge SWM Pond Sediment Cleanout $461,857.00 Associated Costs Contract Administration and Construction Supervision 75,650.00 Construction Contingency (12%) 55,423.00 Sub Total – Costs $592,930.00 HST (13%) 77,081.00 Total Gross Project Cost $670,011.00 HST Rebate (11.24%) (66,645.00) Total Net Project Cost $603,366.00 3. Approved Source of Funds Expense Code Source of Funds Approved Budget Required C10525.2301.01 – 504550 SWM Reserve Fund $1,250,000.00 $603,366.00 Total $1,250,000.00 $603,366.00 Net project cost (over) under approved funds $646,634.00 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Lead & Advocate for Environmental Stewardship, Innovation & Resiliency. - 256 - ENG 06-24 May 6, 2024 Subject: Rouge Stormwater Management Pond Sediment Cleanout Request for Tender No. T2024-1 Page 3 Discussion: The purpose of this report is to obtain authority to award Request for Tender No. T2024-1 for Rouge Stormwater Management (SWM) Pond Sediment Cleanout to Cardan Demolition & Excavation Inc. The City of Pickering hired T.Y.Lin International Canada Inc. (TYLin), formerly known as The Municipal Infrastructure Group Ltd., in June 2019 to undertake the Stormwater Management Facilities Asset Management Plan (AMP). The project was awarded through RFP-3-2019. The AMP has identified the Rouge SWM Pond as the first priority for the City’s maintenance works plan and, based on the pond’s deteriorated state and a cost analysis, the AMP has recommended a maintenance and cleanout option for the Rouge SWM Pond restoration. Staff recommended the Rouge SWM Pond Sediment Cleanout project in the 2023 Capital Budget, with the intent of proceeding with design and approvals in 2023, followed by construction in 2024. The Rouge SWM Pond was constructed in 1993 to provide water quality and quantity control for a 27 hectare drainage area, according to the applicable criteria at the time. The Rouge SWM Pond services the Bramalea Subdivision which is located northwest of the intersection of Twyn Rivers Drive and Woodview Avenue, as shown on the Location Map (Attachment 1). Currently, the southern wet cell portion of the Rouge SWM Pond is full of accumulated sediment and requires cleanout. Additionally, the hickenbottom outlet control structure is clogged resulting in an elevated permanent pool and reduced overall performance. The Rouge SWM Pond no longer meets the minimum water quality objectives according to the Ministry of the Environment, Conservation and Parks guidelines, and the City of Pickering’s Stormwater Management Design Guidelines. Request for Tender No. T2024-1 was advertised on Bids & Tenders on Tuesday, February 6, 2024 and closed on Friday, March 8, 2024 with 18 companies responding. The lowest compliant bid of $521,898.13 (HST included) submitted by Cardan Demolition & Excavation Inc. is recommended for approval. The total gross project cost which includes the tendered amount, a construction contingency, and other associated costs is estimated at $670,011.00 (HST included) with an estimated total net project cost of $603,366.00 (net of HST rebate). In 2023, TYLin completed the detailed design and approvals for the Rouge SWM Pond Sediment Cleanout project. Staff recommend continuing with TYLin to undertake the contract administration, construction supervision and certification of works associated with Request for Tender No. T2024-1 Rouge SWM Pond Sediment Cleanout project as set out in fee proposal dated January 9, 2024 in the amount of $75,650.00 (HST excluded). The hiring of TYLin and its team of sub-consultants, represents good value as they have the necessary project history, specifically the technical and existing conditions information of the Rouge SWM Pond Sediment Cleanout project, knowledge and expertise. Further, in accordance with Purchasing Policy Item 10.03, the Manager may obtain the services of a particular consultant selected by the initiating Director without going through a competitive process. Where the funds are available in the approved budget and the project or annual cost of a consulting or professional service assignment is expected to be: - 257 - ENG 06-24 May 6, 2024 Subject: Rouge Stormwater Management Pond Sediment Cleanout Request for Tender No. T2024-1 Page 4 (c)above $50,000 is subject to the additional approval of Council. The initiating Director shall submit the Report to Council to obtain approval. All required pre-conditions of award have been received and approved. Upon careful examination of all tenders received, the Engineering Services Department recommends acceptance of the lowest compliant bid submitted by Cardan Demolition & Excavation Inc. for Request for Tender No. T2024-1 in the amount of $521,898.13 (HST included), and that the total net project cost of $603,366.00 (net of HST rebate) be approved. Attachment: 1.Location Maps Prepared By: Approved/Endorsed By: David Lo, CPT, C.E.T. Richard Holborn, P. Eng. Senior Coordinator, Infrastructure Design Director, Engineering Services Bob Trajceski, M.Eng., P.Eng., PMP Stan Karwowski, MBA, CPA, CMA Senior Water Resources Engineer Director, Finance & Treasurer Cathy Bazinet, CPPB, NIGP-CPP Manager, Procurement DL:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by:Original signed by: Original signed by: Original signed by: - 258 - Attachment 1 to Report ENG 06-24 - 259 - Report to Executive Committee Report Number: ENG 07-24 Date: May 6, 2024 From: Richard Holborn Director, Engineering Services Subject: Proposed All-way Stop - Sandy Beach Road and Parkham Crescent - File: A-1440 Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “6” and Schedule “7” to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering, specifically to address the proposed installation of an all-way stop control at the intersection of Sandy Beach Road and Parkham Crescent; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to request Council to enact a by-law to allow for the installation of an all-way stop control at the intersection of Sandy Beach Road and Parkham Crescent. Area residents have expressed safety concerns with the intersection of Sandy Beach Road and Parkham Crescent, with respect to vehicle speed, sightlines, pedestrian safety, and vehicle volume. In response to these concerns, Engineering Services staff completed a review of the intersection of Sandy Beach Road and Parkham Crescent. Based on the results of the review, staff recommend an all-way stop be placed at the intersection of Sandy Beach Road and Parkham Crescent to reduce vehicle conflicts and create a point where pedestrians can cross the road safely. Financial Implications: The requirements for curb depressions and sidewalk adjustments for pedestrian accessibility, the supply and installation of stop signs, advance warning signs, and pavement markings at the intersection of Sandy Beach Road and Parkham Crescent can be accommodated within the 2024 Roads Current Budget. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community. - 260 - ENG 07-24 May 6, 2024 Subject: Proposed All-way Stop Page 2 Discussion: The purpose of this report is to request Council to enact a by-law to allow for the installation of an all-way stop control at the intersection of Sandy Beach Road and Parkham Crescent. Area residents have expressed safety concerns with the intersection of Sandy Beach Road and Parkham Crescent, with respect to vehicle speed, sightlines, pedestrian safety, and vehicle volume. In response to these concerns, Engineering Services staff completed a review of the intersection, which included observations of vehicle and pedestrian traffic, a review of traffic volumes, and a review of existing signs and pavement markings. The intersection of Sandy Beach Road and Parkham Crescent has three approaches with Sandy Beach Road being the main north-south street. Parkham Crescent is the local residential street, which connects with Sandy Beach Road to make the west approach of the intersection. The review by Engineering Services staff for the intersection of Sandy Beach Road and Parkham Crescent indicates the following: 1. Vehicular conflicts were witnessed at the intersection, in particular when motorists turn left from eastbound Parkham Crescent to northbound Sandy Beach Road. Area residents have also expressed concerns regarding vehicles turning quickly from Sandy Beach Road onto Parkham Crescent, particularly when there are children playing on Parkham Crescent. Although all-way stops are not typically used to control speed, an all-way stop at this intersection will assist in providing protection to pedestrians on Parkham Crescent and to reduce vehicle conflicts at the intersection. 2. The bridge on Sandy Beach Road south of Parkham Crescent can slightly restrict sightlines for vehicles turning left from eastbound Parkham Crescent to northbound on Sandy Beach Road. The installation of an all-way stop would assist with the sightlines at the intersection. 3. Pedestrians were observed crossing Sandy Beach Road from Parkham Crescent to go to Bay Ridges Kinsmen Park. An all-way stop at this intersection would create a safe crossing point for pedestrians to access the parks in the area. Sporting events and City planned events also occur at Bay Ridges Kinsmen Park, which many pedestrians attend. 4. Sandy Beach Road can get busy during shift changes at the Ontario Power Generation site, which occurs in the afternoon. Therefore, the existing traffic volume at the intersection was analyzed, using specialized traffic software, to illustrate whether an all-way stop placed at the intersection, would create long delays and queues on Sandy Beach Road. The analysis of the existing traffic volumes determined that the placement of an all-way stop at the intersection would create minimal queuing with an average of three vehicles queuing at the intersection during the busiest times. To improve sightlines, reduce vehicle conflicts and provide better protection for pedestrians crossing at the intersection, Engineering Services staff recommend an all-way stop be placed at the intersection of Sandy Beach Road and Parkham Crescent. - 261 - ENG 07-24 May 6, 2024 Subject: Proposed All-way Stop Page 3 The proposed all-way stop control at the intersection of Sandy Beach Road and Parkham Crescent is shown graphically in Attachment 1. The draft by-law amendment to Schedule “6”, Through Highways and Schedule “7”, Stop Signs, of By-law 6604/05 is presented in Attachment 2. Attachments: 1. Proposed All-way Stop – Sandy Beach Road and Parkham Crescent 2.Draft by-law, Amendment to Schedule “6”, Through Highways and, Schedule “7”, Stop Signs,to By-law 6604/05. Prepared By: Approved/Endorsed By: Nathan Emery Richard Holborn, P. Eng. Coordinator, Traffic Programs & Operations Director, Engineering Services Nadeem Zahoor, P. Eng., M.Eng. Manager, Transportation & Traffic NE:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by: Original signed by: - 262 - Proposed All-way Stop Control NTS April, 2024 Engineering Services Department Sandy Beach Road and Parkham Crescent Alex Robertson Park Bay Ridges Kinsmen Park Parkham C r e s c e n t S a n d y B e a c h R o a d Colmar A v e n u e C o r t e z A v e n u e L u b l i n A v e n u e K i n g f i s h e r D r i v e Biidaasige Mandamin Public School B a l a t o n A v e n u e Proposed All-way Stop Attachment 1 to Report ENG 07-24 - 263 - The Corporation of the City of Pickering By-law No. Being a by-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property. Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking on highways, private property and municipal property within the City of Pickering; and Whereas, it is deemed expedient to amend Schedule 6, Through Highways and, Schedule 7, Stop Signs, to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of the Corporation of the City of Pickering. Specifically, this by-law is to provide for the installation of an all-way stop at the intersection of Sandy Beach Road and Parkham Crescent. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedule 6 to By-law 6604/05, as amended, is hereby further amended thereto by the following: Schedule 6 Through Highways Column 1 Column 2 Highway Limits (From/To) Delete Sandy Beach Road Montgomery Park Road to Bayly Street, Bayly Street to the North limit (S of 401) Add Sandy Beach Road Parkham Crescent to Bayly Street (R.R.22), Bayly Street (R.R. 22) to the north limit Attachment 2 to Report ENG 07-24 - 264 - By-law No. Page 2 2. Schedule 7 to By-law 6604/05, as amended, is hereby further amended thereto by the following: Schedule 7 Stop Signs Column 1 Column 2 Highway Compulsory Stop Facing Traffic Add Sandy Beach Road Sandy Beach Road, northbound and southbound @ Parkham Crescent By-law passed this 27th day of May, 2024. ____________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 265 - Report to Executive Committee Report Number: OPS 04-24 Date: May 6, 2024 From: Brian Duffield Director, Operations Subject: Supply & Delivery of Various 4 and 5 Ton Dump Trucks - Quotation No. RFQQ2024-4A - File: A-1440 Recommendation: 1. That Quotation No. RFQQ2024-4A as submitted by Viking Cives Ltd. in the amount of $1,254,900.00 (HST excluded) be accepted; 2. That the total gross project cost of $1,418,037.00 (HST included), and that the total net project cost of $1,276,986.00 (net of HST rebate) be approved; 3. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $1,276,986.00 as approved for in the 2024 Capital Budget as follows: a) The sum of $424,339.00 be revised from a 5-Year DC Debt to a 5-Year Internal Loan; b) The sum of $852,647.00 to be funded from the Vehicle Replacement Reserve; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to award Quotation No. RFQQ2024-4A for the supply and delivery of various 4 and 5 ton dump trucks. The Public Works Division, within the Operations Department, currently utilizes various 4 and 5 ton dump trucks for a variety of work tasks. Vehicles #45 (2017 Mack) and #46 (2017 Mack) have met or exceeded their scheduled replacement dates. Due to growth, one new 4 ton dump truck was approved in the 2024 Capital Budget. On March 7, 2024, a Second Stage Quotation, RFQQ2024-4A through Canoe Procurement Collaborative Agreement was advertised on the City’s bids&tenders portal. One company responded by the closing date of April 4, 2024. The quotation from Viking Cives Ltd. complied with all of the technical requirements and received an acceptable score from the Evaluation Committee. In accordance with the Purchasing Policy, Item 13.01, the Manager may enter into arrangements with municipalities, local boards and other public bodies on a cooperative or joint venture basis where there are economic advantages and where the best interests of the - 266 - OPS 04-24 May 6, 2024 Subject: Supply & Delivery of Various 4 and 5 Ton Dump Trucks Page 2 City would be served. The policy of the government agency or public authority hosting the cooperative call for bids is to be the accepted policy of the City for the cooperative call and no other approval by the City is required beyond that of the Manager, appropriate Director and Treasurer, unless debt funding is required, then Council approval must first be obtained. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-serviced Community. Financial Implications: 1. Quotation Amount Quotation No. RFQQ2024-4A $1,254,900.00 HST (13%) Total Gross Quotation Cost 163,137.00 $1,418,037.00 2. Estimated Project Costing Quotation No. RFQQ2024-4A $1,254,900.00 Total Project Cost $1,254,900.00 HST (13%) 163,137.00 Total Gross Project Costs $1,418,037.00 HST Rebate (11.24%) (141,051.00) Total Net Project Cost $1,276,986.00 3. Approved Source of Funds Description Account Code Source of Funds Approved Budget Required 4 Ton Dump Truck with Snow Plow, Wing, and Brine Tank (new) C10315.2406 DC Debt- 5 Years $450,000.00 $0.00 4 Ton Dump Truck with Snow Plow, Wing, and Brine Tank (new) C10315.2406 Internal Loan- 5 Years 0.00 424,339.00 4 Ton Dump Truck with Snow Plow and Wing (replacement) C10315.2408 Vehicle Replacement Reserve 450,000.00 424,339.00 - 267 - OPS 04-24 May 6, 2024 Subject: Supply & Delivery of Various 4 and 5 Ton Dump Trucks Page 3 Description Account Code Source of Funds Approved Budget Required 5 Ton Dump Truck with Snow Plow and Wing (replacement) C10315.2409 Vehicle Replacement Reserve 500,000.00 $428,308.00 Total Funds $1,400,000.00 $1,276,986.00 Project Cost under (over) approved funds by $123,014.00 Discussion: The purpose of this report is to award Quotation No. RFQQ2024-4A for the supply and delivery of various 4 and 5 ton dump trucks. Fleet Services manages and assists with the procurement of the City’s fleet. As reflected in the 2024 Capital Budget, the vehicles listed above were approved for purchase. Vehicles #45 (2017 Mack) and #46 (2017 Mack) have met or exceeded their scheduled replacement dates. Due to growth, one new 4 ton dump truck was approved in the 2024 Capital Budget. On March 7, 2024, a Second Stage Quotation, RFQQ2024-4A through Canoe Procurement Collaborative Agreement was advertised on the City’s bids&tenders portal. One company responded by the closing date of April 4, 2024. The quotation from Viking Cives Ltd. complied with all of the technical requirements and received an acceptable score from the Evaluation Committee. Canoe Procurement Group is a collaborative agency which the City is a member of, and therefore, meets the criteria of a Cooperative Purchase as per Section 13.01 of the Purchasing Policy. After careful review of all submissions received, Operations’ staff recommend the acceptance of Quotation No. RFQQ2024-4A submitted by Viking Cives Ltd., and that the total net project cost of $1,276,986.00 (net of HST rebate) be approved. Attachment: None. Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Matt Currer Cathy Bazinet, CPPB, NIGP-CPP Manager, Fleet Operations Manager, Procurement - 268 - OPS 04-24 May 6, 2024 Subject: Supply & Delivery of Various 4 and 5 Ton Dump Trucks Page 4 Original Signed By: Original Signed By: Brian Duffield Stan Karwowski, MBA, CPA, CMA Director, Operations Director, Finance & Treasurer BD:mc Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 269 - Report to Executive Committee Report Number: OPS 05-24 Date: May 6, 2024 From: Brian Duffield Director, Operations Subject: Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village - File: A-1440 Recommendation: 1. That RFP2023-11 for Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village submitted by Barry Bryan Associates in the amount of $271,200.00 (HST included) be accepted; 2. That the total gross project cost of $336,740.00 (HST included), including the amount of the proposal, contingency and other associated costs, and the total net project cost of $303,245.00 (net of HST rebate), be approved; 3. That the Director, Finance & Treasurer be authorized to finance the net project cost of $303,245.00 as approved in the 2018 and 2021 to 2024 Capital Budgets as follows: a. The sum of $90,000.00 to be funded from Property Taxes; b. The sum of $160,000.00 to be funded by a transfer from the Minor Building Replacement Reserve; c. The sum of $53,245.00 to be funded by a transfer from the Rate Stabilization Reserve; and, 4. That the appropriate City of Pickering officials be authorized to take the necessary action to give effect hereto. Executive Summary: The purpose of this report is to award Quotation No. RFP2023-11 for Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village. The City received $516,560.00 in grant funding from the Green and Inclusive Buildings (GICB) Program for renovations to the Redman House Program Centre (c.1840) at Pickering Museum Village through a formal agreement executed in March 2023 and must expend all related funds by no later than March 31, 2026. Upgrades to accessibility and energy performance will be combined with various lifecycle replacements, including repair or replacement of the existing septic system, as well as other - 270 - OPS 05-24 May 6, 2024 Subject: Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village Page 2 general improvements for functional use of the building. The RFP scope of work incorporates related and required repairs to the Brougham Temperance House (c.1835), Miller Cole House (c.1840) and stormwater management upgrades needed throughout the museum’s lower site to eliminate chronic maintenance issues and reduce related operating costs. All four scopes of work were combined into a single consulting project for improved cost and management efficiency. RFP2023-11 was advertised on the City’s bids&tenders portal on Friday, February 2, 2024. A mandatory site visit was held on Wednesday, February 14, 2024. The Submission Deadline was Thursday, March 1, 2024. Five companies submitted proposals for this project. The Evaluation Committee, consisting of staff from Operations and Community Services reviewed and evaluated the proposals received using criteria outlined in the bid document. The top-ranked proposal submitted by Barry Bryan Associates, in the amount of $271,200.00 (HST included), is recommended for approval. The total gross project cost is estimated to be $336,740.00 (HST included) and the total net project cost is estimated at $303,245.00 (net of HST rebate). Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the following Pickering Strategic Plan Priorities: Corporate Key: Good Governance; Customer Service Excellence; Advocate for an Inclusive, Welcoming, Safe & Healthy Community; and Lead & Advocate for Environmental Stewardship, Innovation & Resiliency. Financial Implications: 1. Tender Amount RFP2023-11 $240,000.00 HST (13%) Total Gross Tender Cost 31,200.00 $271,200.00 2. Estimated Project Costing Summary RFP2023-11 $240,000.00 Testing & Inspection 30,000.00 Contingency (12%) 28,000.00 Total Project Cost $298,000.00 HST (13%) 38,740.00 Total Gross Project Costs $336,740.00 HST Rebate (11.24%) (33,495.00) Total Net Project Cost $303,245.00 - 271 - OPS 05-24 May 6, 2024 Subject: Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village Page 3 3. Approved Source of Funds - Community Centres Capital Budget Approved Code Source of Funds Approved Budget Funds Required C10250.1802 Property Tax $40,000.00 $40,000.00 C10250.2106 Property Tax 50,000.00 50,000.00 C10250.2210 C10250.2210 C10250.2210 Grant – GICB Rate Stabilization Reserve Facilities Reserve 560,000.00 140,000.00 88,000.00 0.00 53,245.00 0.00 C10250.2301 Minor Building Reserve 80,000.00 80,000.00 C10250.2304 Minor Building Reserve 80,000.00 80,000.00 Total Funds $1,038,000.00 $303,245.00 Project Cost under (over) approved funds by $734,755.00 The grant funds related to the GICB grant for the Redman House Restoration (C10250.2210) will be used for the construction portion of this project. Discussion: The purpose of this report is to award Quotation No. RFP2023-11 for Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village. The Redman House Program Centre serves as the primary staff and service delivery hub on the lower site of the Pickering Museum Village (PMV), providing conditioned indoor spaces for programs, washrooms, kitchen, staff offices and storage spaces. It is an amalgam of two structures, including a historic dwelling, built c.1840 and moved to the site from the PMV’s former home in Brougham in the 1970s, plus a modern addition constructed in 2004. For decades, it has been the heart of all visitor experiences and program delivery for this site. Age combined with expanding use and demands have outgrown the capacity and capabilities of the existing building, which is also beginning to deteriorate as key building systems and components reach their end of life and require renewal. Report CS 16-22 endorsed the City’s application for grant funding to the Green and Inclusive Building (GICB) Program in, resulting in award of $516,560.00 for upgrades to this facility, including energy performance upgrades. Additional funding was approved in the 2021 Capital Budget through project C10250.2106 (Site Accessibility Improvements) for this and several other buildings. Rather than undertake multiple separate projects, duplicating time and effort, a combined approach is preferred to consolidate all of this work into a single, cohesive design approach. Doing so will eliminate additional time and effort spent on multiple procurement processes and deliver a better coordinated result with greater efficiency. Construction may still proceed in separate phases depending on available budget. RFP2023-11 also includes all related design consulting services required for repairs to the Miller Cole House, built c. 1840, which has been closed to the public since May, 2022 due to - 272 - OPS 05-24 May 6, 2024 Subject: Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village Page 4 airborne mold. Most of the building envelope, including the roof and exterior cladding, are at end of life and require full replacement. General accessibility improvements are also required, and may require modifications to the interior layout of the building, to be coordinated with museum staff to maintain the historic character and intended use of the building. Brougham Temperance House, built c.1835, is also believed to be a combination of several different structures, resulting in some structural challenges, uneven floor levels and other challenges that impact its use. While it has an electrical panel, for example, the building currently has limited interior lighting, posing potential hazards as patrons navigate their way through narrow stairs and uneven walking surfaces. Various components of the roof, exterior cladding and their supporting structure have deteriorated over time and require replacement to address their condition and any underlying deficiencies. None of the buildings on the museum property are formally designated under any heritage provisions, but museum staff are always extensively consulted as part of any design process to ensure that every effort has been made to conserve as many key heritage features as possible. Designs are then also developed to maximize potential for future exhibits and interpretive displays to optimize flexible and adaptive use of each space. East Duffins Creek bisects the PMV property, with several areas located within its floodplain. While no buildings are directly within that floodplain, much of the eastern part of the site is at the bottom of a valley and receives significant water flows that lead to increased erosion and washout of gravel roads and walkways. Constant maintenance is required, as a result. RFP2023-11 includes review of stormwater management throughout the lower site to assess where improvements can be made to eliminate or reduce these impacts and their related maintenance costs and effect on overall museum operations. RFP2023-11 was advertised on the City’s bids&tenders portal on Friday, February 2, 2024. A mandatory site visit was held on Wednesday, February 14, 2024. The Submission Deadline was Thursday, March 1, 2024. Five companies submitted proposals for this project. The proposals were evaluated based on each company’s experience and qualifications, similar or related projects, understanding of the project, and work plan and deliverables. The City has worked with Barry Bryan Associates on many past projects, including the CHDRC dressing rooms and lobby renovation, Delaney Arena, Oddfellows Hall relocation, Dunbarton Pool rehabilitation, Museum Blacksmiths Shop restoration and the Museum Conservation Barn, resulting in repeated successful completion. The top-ranked proposal submitted by Barry Bryan Associates, in the amount of $271,200.00 (HST included), is recommended for approval. The total gross project cost is estimated to be $336,740.00 (HST included) and the total net project cost is estimated at $303,245.00 (net of HST rebate). - 273 - OPS 05-24 May 6, 2024 Subject: Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village Page 5 Attachment: None. Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Brian Duffield Cathy Bazinet, CPPB, NIGP-CPP Director, Operations Manager, Procurement Original Signed By: Original Signed By: Vince Plouffe, OAA, MRAIC Laura Gibbs MBA, MSc. Division Head, Operations Services Director, Community Services Original Signed By: Stan Karwowski Director, Finance & Treasurer BD:vp Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 274 - Report to Executive Committee Report Number: PLN 11-24 Date: May 6, 2024 From: Kyle Bentley Director, City Development & CBO Subject: Application for Exceptions to Street Naming Policy ADM 220 - Naming of a private street for the Porsche Experience Centre development - File: S 07/22 Recommendation: 1. That the application from Pickering Developments Inc. to use of the name “Experience” and the suffix (street type) “Drive”, for the new private street to the proposed Porsche Experience Centre development, be approved; and 2. That the application from Pickering Developments Inc. to add “Porsche” and “Carrera” to the City of Pickering’s Street Name Reserve List, be denied. Executive Summary: This purpose of this report is to provide staff’s comments and recommendations on Pickering Developments Inc.’s application to Council to grant two exceptions to the City’s Street Naming Policy ADM 220. Pickering Developments Inc. requests Council add the names “Porsche”, “Carrera”, and “Experience” to the City’s Street Name Reserve List so that one of these names can be used on a new private street that will provide access to the proposed Porsche Experience Centre, and to allow the suffix “Drive” for naming the new private street. Staff recommend that Council approve an exception to name the proposed private street “Experience Drive”, and that Council deny the application for an exception to use “Porsche” and “Carrera” for naming the proposed private street, for reasons outlined in the report. Relation to the Pickering Strategic Plan: The recommendations in this report respond to the following Pickering Strategic Plan Key Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community. Financial Implications: No direct costs to the City are anticipated as a result of the recommendations of this report. Discussion: The purpose of this report is to provide staff’s comments and recommendations on Pickering Developments Inc.’s application to grant two exceptions to the City’s Street Naming Policy ADM 220. In February 2023, Pickering Developments Inc. applied to the City to add three new street names, being “Porsche”, “Carrera”, and “Experience”, to the City’s Street Name Reserve List. The proponent intends to use one of these street names for a new private - 275 - PLN 11-24 May 6, 2024 Subject: Application for Exceptions to Street Naming Policy ADM 220 Page 2 street that will provide access to the proposed Porsche Experience Centre development. Additionally, the applicant requested an amendment to the policy to allow the use of the suffix “Drive” instead of “Private” for the street name. For more context, see Attachment 1, for a map reflecting the location of the proposed private street. Following receipt of the required application fee in March 2023, the City circulated the three names to the Region of Durham. In September 2023, the Region of Durham confirmed that they had no objection to the proposed street names. Staff notified the proponent that, although the Region has approved the use of these names, the names “Porsche” and “Carrera” and the use of the suffix “Drive” on a private street are in contravention of the City Street Naming Policy ADM 220, and that the use of the name “Experience” could not be assigned to a street because the Street Naming Policy stipulates that public and private streets shall be assigned the name of a War Veteran or the War Dead, if there are names of War Veterans or War Dead available on the City’s Reserve List. The proponent was also informed that any exception/deviation to the City’s Street Naming Policy would be subject to a further application, which is subject to Council’s approval. Subsequently, Pickering Developments Inc. made this application and paid the associated additional application fee in late March 2024. In summary, the proponent is requesting Council to approve exceptions to the following subsections in the City of Pickering Street Naming Policy ADM 220: • 02.01 b): “Street names shall not result in or be perceived to confer, any competitive advantage, benefit or preferential treatment or advertisement to the named party, or product, service or a particular business”; • 02.01 g): “Proper names will only be approved for use by the City if: i) the names are those of the War Dead who were Pickering residents at the time they served; ii) the names are those of War Veterans who were, or became and remained, residents of Pickering after their service; iii) the name is that of a Pickering Firefighter who was killed on the job or passed as a result of a job-related injury/illness; or iv) the name is that of a resident, living or deceased, who has exhibited significant importance to Pickering’s heritage”; • 02.03 b) ii): “Private Streets will only use the suffix “Private”; • 02.03 c): “Private Streets will be named to provide wayfinding using the following criteria but shall not form part of the Municipal Address: i) where a development has multiple private streets; ii) where a development has a complex layout; and iii) where a development has multiple access points to public streets”; and • 06.01: “A street shall be assigned the name of a War Veteran or the War Dead, if: a) there are names of War Veterans or War Dead available on the City’s Reserve List; and c) the street is a private street to be named for wayfinding, with a minimum of one street so named within each phase of development; and e) if the street referred to in subsection c), is within: - 276 - PLN 11-24 May 6, 2024 Subject: Application for Exceptions to Street Naming Policy ADM 220 Page 3 i) a development application currently under review where the names have not yet been assigned to the streets as of the date of approval of the policy, as amended (June 27, 2022)”. Staff have reviewed the application and offer the following comments and recommendations for Council’s consideration: The purpose of the Council approved Street Naming Policy is to establish a consistent and predictable City approach to selecting street names for wayfinding, that both meet the values of the Corporation and ensure timely emergency response within the Municipality. The policy, among other things, supports the establishment of easily pronounceable names, but does not support names that confer a competitive advantage, benefit, or preferential treatment. With respect to Subsection 02.01 b), “Porsche” is a brand and “Carrera” is a specific model or product. Both of these names would clearly promote a product or brand of a business, which conflicts with the intent of the City policy. Additionally, with respect to the proposed exceptions to Subsections 02.01 g), 02.03 b) ii), 02.03 c), and 06.01, staff offer the following comments respectively: • “Porsche” is the surname of the founder of the company, but this person was neither Pickering War Veteran/War Dead, Pickering Firefighter nor someone who exhibited significant importance to Pickering’s Heritage. The name “Carrera”, to staff’s knowledge, has no association with this policy, nor does the name “Experience”. • Council’s policy preference for the use of the suffix “Private” exclusively for private roads stems from the position that it helps distinguish public from private streets and assists the public and public agencies with understanding which streets are governed and maintained by the City, and which ones are not. • The new private street is a simple driveway into the site off Church Street, whereas the policy states: i) that they are only to be named where a development has multiple private streets; ii) where a development has a complex layout; and iii) where a development has multiple access points to public streets. • There were nine Veterans’ names available on the City’s reserve list (as of April 9, 2024) for use on streets within any development with unnamed streets in Pickering. Although “Experience” has been approved for use on any street in Pickering and Council decides to permit an exception to Subsection 02.03 c) to name a Private Street, a Veteran’s name should be the first consideration for a name. Staff believe that the broad scope of the proposed exceptions would set an undesirable precedent and undermine the purpose and efficiency of the City’s Street Naming Policy and are unable to recommend support for the addition of the names “Porsche” or “Carrera” to the City’s Street Name Reserve List for use on the new private road. However, if Council should decide to grant an exception or exceptions to the above listed Street Naming Policy, it is recommended that it choose exceptions that are the least offensive to the purpose and intent - 277 - PLN 11-24 May 6, 2024 Subject: Application for Exceptions to Street Naming Policy ADM 220 Page 4 of the Street Naming Policy, and that it be limited to Subsections 02.03 b) ii), 02.03 c), and 06.01, by approving the use of the name “Experience” and the suffix “Drive” on the new private street off Church Street, on the basis that they would be unique to, and complementary to, the car test track and this major tourist node in Pickering. Based on the above considerations, staff recommend the following: •That the application from Pickering Developments Inc. to use of the name “Experience” and the suffix (street type) “Drive”, for the new private street to the proposed Porsche Experience Centre development, be approved; and •That the application from Pickering Developments Inc. to add “Porsche” and “Carrera” tothe City of Pickering’s Street Name Reserve List, be denied. Attachment: 1.Map reflecting the location of the proposed private street Prepared By: Original Signed By Jill McMullen Supervisor, Geomatics Original Signed By Déan Jacobs, MCIP, RPP Manager, Policy & Geomatics Approved/Endorsed By: Original Signed By Catherine Rose, MCIP, RPP Chief Planner Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO JM:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 278 - Attachment 1 to Report PLN 11-24 Site Plan City Development Department April 5, 2024FULL SCALE COPIES OF THIS PLAN ARE AVAILABLE FOR VIEWING AT THE CITY OF PICKERING CITY DEVELOPMENT DEPARTMENT. S07/22 Turner & Townsend (Porsche Experience Centre) Applicant: DATE: File No: L:\Planning\01-MapFiles\S\2022 - 279 - Report to Executive Committee Report Number: SUS 05-24 Date: May 6, 2024 From: Kyle Bentley Director, City Development & CBO Subject: Enbridge Data Usage Licence -File: D-7000-007 Recommendation: 1.That the Mayor and City Clerk be authorized to execute a Data Usage Licence withEnbridge Gas Inc. as set out in Attachment 1 to this report, subject to minor revisions asmay be required by the Director, Corporate Services & City Solicitor, and/or ChiefAdministrative Officer; and 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to seek authorization from Council to execute a Data Usage Licence with Enbridge Gas Inc. (Enbridge). Through this Licence, Enbridge will provide the City with aggregated natural gas consumption data based on account classes and postal codes. The account classes are split into residential, industrial, and commercial. It is important to note that all information is aggregated to a level that cannot be individually identified. The Data Usage Licence was reviewed by City staff from Legal Services and Information Technology. Entering into the Data Usage Licence is a component of Enbridge’s Municipal Climate Action Incentive Offer. In late 2023, the City of Pickering applied for and received $10,000.00 through the Municipal Climate Action Incentive Offer, in recognition of the City’s ongoing efforts related to energy and greenhouse gas emission reduction, and climate change action. These funds will be used to support the delivery of the Sustainable Community-Building Workshop in 2024. As part of Enbridge’s incentive process, municipalities must request this data for the purpose of climate action initiatives within two years of the application date. Aside from meeting a requirement of the Municipal Climate Action Incentive Offer, the natural gas consumption data will inform City staff’s promotion of existing energy conservation programs and development of future opportunities. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan’s Priorities of Strengthen Existing & Build New Partnerships; and Lead & Advocate for Environmental Stewardship, Innovation & Resiliency. Financial Implications: Not applicable to this report. - 280 - SUS 05-24 May 6, 2024 Subject: Enbridge Data Usage Licence Page 2 Discussion: The purpose of this report is to seek Council’s approval to execute a Data Usage Licence with Enbridge Gas Inc. (Enbridge). In late 2023, the City of Pickering applied for, and was successful, in receiving $10,000.00 from Enbridge’s Municipal Climate Action Incentive Offer. These funds will be used to help offset the cost of sustainability initiatives being undertaken in 2024, specifically the Sustainable Community-Building Workshop Series. It is a requirement of the Municipal Climate Action Incentive Offer that applicants request natural gas consumption data within two years of an application, to help inform climate change and energy/greenhouse gas emission reduction efforts. The data set provided to municipalities is aggregated to protect the privacy of residential, industrial, and commercial customers. The Data Use Licence was reviewed by staff from Legal Services and Information Technology. The City of Pickering will continue to seek opportunities and partnerships to improve energy efficiency within the community and address climate change. For example, through the development review process, City staff promote energy efficiency grants and programs such as Enbridge’s Net Zero Energy Ready Discovery Homes. In addition, the energy-focused webpage on the City’s website is currently being redesigned to better promote incentives such as the Region of Durham Greener Homes program. Moving forward, Enbridge’s data will inform a strategic approach in promoting existing and future energy conservation programs and grants to the community. Through recommendations set out in this report, staff are seeking Council approval to execute the Data Usage Licence with Enbridge Gas Inc. Attachment: 1. Data Usage Licence - 281 - SUS 05-24 May 6, 2024 Subject: Enbridge Data Usage Licence Page 3 Prepared By: Original Signed By Atish Pereira, MEnvSc Coordinator, Community Energy Management Original Signed By Chantal Whitaker, BESc (Hons), CSR-P Manager, Sustainability & Strategic Environmental Initiatives Approved/Endorsed By: Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO AP:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 282 - Attachment 1 to Report SUS 05-24 DATA USAGE LICENCE Enbridge Gas Inc. (“Company”) is the owner of certain aggregated, non-personally identifying, data concerning its customers’ natural gas usage and related customer data and data pertaining to the Company’s business (“Data”). Company is prepared to provide [___________] (“Counterparty”) with the Data on the following terms and conditions: 1.Acceptance. By signing this Data Usage Licence (the “Licence”), Counterparty agrees to bebound by the terms and conditions set out below. 2.Company’s Proprietary Rights. Counterparty acknowledges and agrees that as between itand Company, Company is the owner of all rights, title and interests including intellectualproperty rights in the Data and any modifications, additions or amendments thereto,regardless of who undertakes same. Counterparty shall not acquire any right, title or interest in or to any Data. Company reserves all rights not expressly licensed in this Licence. 3.License to and Limitations on Use of Licensed Data. Subject to Counterparty’s compliancewith the terms of this Licence, Company grants Counterparty a revocable, royalty-free, non-transferable, non-exclusive licence to use the Data for the sole and exclusive purpose set outin Schedule 1 (“Purpose”). Except as expressly set out in this Licence, the Counterparty may not:(a)sell, license, transfer or otherwise commercially exploit the Data;(b)save as provided in Section 4 below, disclose the Data to any third party; (c)market, distribute, export, translate, transmit, merge, modify, transfer, adapt, loan, rent,lease, share or sublicense the Data, in any way, in whole or in part;(d)re-identify or attempt to re-identify any of the Data to the customer level; or(e)except as set out in Schedule 1 or as expressly authorized by the Company in writing, linkor attempt to link the Data to any other data. The Counterparty will not use the Data to contact or attempt to contact any person to whom the Data relates (including, without limitation, any customer of the Company). 4.Confidentiality. The Counterparty shall keep the Data strictly confidential, preserving theconfidentiality of such Data with the same degree of care it uses to preserve the confidentialityof its own proprietary or confidential information, but in no event less than a reasonable degreeof care, and shall not disclose, communicate, provide, divulge or make available in any otherway the Data except as expressly provided for in this Licence. Counterparty shall immediately notify Company of any breach of this provision. [ FOR MUNICIPAL COUNTER PARTIES ADDTHE FOLLOWING: The Company understands and agrees that this Licence and any Dataprovided to the Counterparty through this Licence may be subject to disclosure by the Counterparty pursuant to the Municipal Freedom of Information and Protection of Privacy Act,R.S.O. c. M.56, as amended, or other applicable law.] 5.Sublicense and Use of Data by Representatives. Counterparty may sublicense and permitcontractors, agents and other third parties (“Representatives”), and Counterparty’semployees and personnel, to use the Data only on behalf of Counterparty and only for thePurpose. Counterparty must provide to the Representatives a copy of this Licence and obtainfrom such Representatives a binding acknowledgement of the terms of this Licence and suchRepresentatives’ agreement to be bound by its terms. - 283 - 6. Return or Destruction of Confidential Information. Upon the request of Company, Counterparty shall promptly (a) return or destroy all Data then in the possession of Counterparty, and (b) provide a certificate from an officer of Counterparty certifying compliance with the obligations set out in this Section. The foregoing obligation to destroy Data shall not apply to: (i) electronic back-up copies made for archival purposes in the normal course; or (ii) copies of Data required by law to be retained; provided that, notwithstanding anything to the contrary in this Licence, any such retained Data shall, at all times, remain subject to the terms of this Licence. 7. No Warranties. Company shall aggregate customer data in accordance with Company’s practices. The Data is provided with all faults on an “as is” and “as available” basis. Company disclaims all warranties whether express or implied, including the warranties that the Data is free from defects; that it will meet Counterparty’s requirements; or that errors will be corrected. Company further disclaims all implied warranties that the Data is of merchantable quality, accurate, fit for a particular purpose, or non-infringing. Counterparty’s use and any sublicensed or permitted use of the Data is solely at its own risk. 8. Limitation of Liability. Under no circumstances shall Company, its parent company, affiliates, officers, directors, employees or the officers, directors or employees of its parent company or affiliates or any of its agents (collectively the “Company Group”) be liable for any indirect, special, incidental or consequential or exemplary damages that result from the use of, misuse of or reliance upon the Data. The liability of Company to Counterparty under any theory of law or equity, arising out of or in any way related to this Licence shall be strictly limited in the aggregate to the lesser of the actual damages suffered by the Counterparty and $100.00. 9. Indemnity. Counterparty agrees to defend, indemnify and save harmless the Company Group from and against all losses, damages, costs, expenses, claims, demands, actions, proceedings and suits of every kind or nature whatsoever which may be brought against or suffered by the Company Group as a result of Counterparty’s breach of this Licence or as a result of Counterparty’s negligence or willful misconduct in connection with this Licence. 10. Term and Termination. This Licence and Counterparty’s rights to the Data may be terminated by Company at any time upon notice. Upon termination of Counterparty’s rights, Counterparty agrees to immediately refrain from further use of the Data and comply with Section 6 of this Licence. 11. Use of Electronic Communication. Counterparty agrees that any and all notices, disclosures and communications regarding this Licence may be made electronically, in accordance with applicable law. Any electronic notice, disclosure or communication Company makes will be considered made when transmitted by Company. 12. Assignment. Counterparty agrees that this Licence may not be assigned by Counterparty without the prior written consent of Company. 13. Governing law. Counterparty agrees that this Licence shall be governed by and construed in accordance with the laws of the Province of Ontario and the federal laws of Canada applicable therein and shall be treated, in all respects as an Ontario contract. Counterparty agrees to submit to the exclusive jurisdiction of the courts of the Province of Ontario to resolve any disputes in respect of this Licence. - 284 - 14. Severability and Entire Agreement. This Licence shall constitute the entire agreement between Counterparty and Company with respect to the Data and supersedes all prior written or oral agreements, representations and other communications between the Counterparty and Company. If any part of this Licence is held to be unenforceable or invalid, it will be severed and the rest of this Licence shall continue in full force and effect. ACCEPTED AND AGREED, this ________ day of ____________________, 20XX. Counterparty Name____________________ (if there is second signatory at the Counterparty) Signature: Signature: Name: Name: Title: Title: I/we have the authority to bind Counterparty and Counterparty has all powers and authority necessary to enter into this License. - 285 - SCHEDULE 1 – LICENCE INFORMATION Purpose The Counterparty will use the Data for the sole and exclusive Purpose set out below, and for no other purpose: • Preparing or complying with the Counterparty’s Community Energy Plan, or similar form of energy plan • Sharing of the Data with agencies that support the Counterparty in understanding greenhouse gas (GHG) inventory and emissions • Publishing of the data aggregated at Municipality level - 286 -