HomeMy WebLinkAboutCAO 01-25Report to
Executive Committee
Report Number: CAO 01-25
Date: January 13, 2025
From: Marisa Carpino
Chief Administrative Officer
Subject: Corporate Strategic Plan
- 2024 Annual Progress Report
- File: A-1440
Recommendation:
1. That Report CAO 01-25, regarding Corporate Strategic Plan Annual Progress Report, be
received for information.
Executive Summary: The purpose of this report is to provide an annual update on the
2024-2028 Corporate Strategic Plan (the Plan).
Initiated with a Council Strategic Work Planning Workshop at a Special Meeting of Council in
March 2023, the Plan represents a collaborative effort involving City Council, residents, City
staff, City Advisory Committees, and community stakeholders. This comprehensive plan,
endorsed by Council on December 11, 2023 under Report LEG 06-23 (Resolution #357/23),
outlines the strategic priorities for the period from 2024 to 2028.
The Plan includes a Vision, Mission, Corporate Values, Principles & Beliefs, six Strategic
Priorities, and a Corporate Key. These elements encompass 23 areas of strategic focus and
88 Specific Actions, designed to guide the efforts of Council and Staff in achieving the outlined
goals.
Following the plan's endorsement, an internal working group was established, with designated
staff leading each of the Specific Actions. This structured approach ensures accountability and
progress tracking. As of the first annual report, 87 Specific Actions are in progress, and one
has been completed. Detailed progress on all 88 Specific Actions is provided in Attachment 1.
Relationship to the Pickering Strategic Plan: The recommendations in this report
responds to all of the Pickering Strategic Plan Priorities of: Corporate Key: Good
Governance/Customer Service Excellence; Champion Economic Leadership & Innovation;
Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Advance Innovation &
Responsible Planning to Support a Connected, Well-Serviced Community; Lead & Advocate
for Environmental Stewardship, Innovation & Resiliency; Strengthen Existing & Build New
Partnerships; and Foster an Engaged & Informed Community.
CAO 01-25 January 13, 2025
Subject: Corporate Strategic Plan Page 2
Financial Implications: The Plan outlines 88 Specific Actions that are derived from, and
aligned with, the City’s Vision and Corporate Values. Some of these initiatives are ongoing and
already included in the City's Budget. Other initiatives do not require additional resources and
can proceed without the allocation of funding. However, certain initiatives will only be
implemented when additional funding is allocated in future budgets.
Staff will continue to advance the priorities of the Corporate Strategic Plan for Council’s
consideration through Staff Reports and the City’s annual budget process. If funding is not
secured and/or resources are not allocated, the implementation of certain components of the
Plan may not proceed within the estimated timeline. Those instances will be communicated
through the annual reporting on the Plan.
Discussion: The purpose of this report is to provide an annual update on the 2024-2028
Corporate Strategic Plan.
The Plan was initiated with a Council Strategic Work Planning Workshop at a Special Meeting
of Council in March 2023. Throughout the strategic planning process, City Council, residents,
City staff, City Advisory Committees, and community stakeholders actively participated,
providing valuable input that informed the development of the plan. On December 11, 2023,
the Corporate Strategic Plan received Council endorsement through Report LEG 06-23
(Resolution #357/23).
The Plan outlines the strategic priorities for Council and Staff from 2024-2028. It encompasses
a Vision, Mission, Corporate Values, Principles & Beliefs, six Strategic Priorities, and a
Corporate Key. Within the six Priorities and Corporate Key, there are 23 areas of strategic
focus and 88 Specific Actions. Upon finalization of the plan, it was determined that annual
reporting to Council and the community would be undertaken by staff. Accordingly, this Report
presents the first annual report of the 2024-2028 Corporate Strategic Plan, detailing progress
at the Specific Actions level.
Following Council endorsement of the Plan, an internal working group was established, with
staff across the corporation designated as leads for each of the Specific Action items in the
Plan. These staff members are responsible for providing updates on their progress related to
the 88 Specific Actions. After one year of implementation, staff are pleased to report that 87
Specific Actions are in progress and one Specific Action is complete. A comprehensive list of
all 88 Actions, including their status and details on the progress achieved in 2024, is included
in Attachment 1.
CAO 01-25 January 13, 2025
Subject: Corporate Strategic Plan Page 3
Attachment:
1. Corporate Strategic Plan – 2024 Annual Progress Report
Complete
1%; 1 Action
In Progress
99%; 87 Actions
Outstanding
0%
Status of Progress
Complete In Progress Outstanding
CAO 01-25 January 13, 2025
Subject: Corporate Strategic Plan Page 4
Prepared By:
Farnaz Patel
Strategic Initiatives & Corporate Priorities Advisor
fp
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
Original Signed By:
Original Signed By:
Corporate Key: Good Governance/Customer Service Excellence
Specific Actions Status of Progress 2024 Details of Progress
Continue to place
priority on responsible
budget management
In Progress The 2024 budget, adopted on March 1, reflects a significant investment in delivering critical services, programs, and
infrastructure to meet the needs of our growing community. The City’s 2024 budget levy increase was 3.99% which
translated into a 1.25% increase in the City’s share of the total residential property tax bill for 2024. The City also
developed a 9-year Capital Budget forecast to ensure responsible long-term planning and guide future infrastructure
investments. The 2024 budget continued to make investments in asset management through annual contributions to
reserves. However, the rate of investment is below what is required and therefore, future budgets need to address this
funding challenge.
The 2023 audit was completed by Deloitte, and the 2023 Financial Statements were presented to Council, with the
City achieving a “Clean Audit”. The “Clean Audit” indicates that the external auditor has concluded that the financial
statements are free from errors or omissions and is a positive financial indicator.
In April 2024, Council approved the Fire Communications Services Agreement to outsource fire call-taking and
dispatch services to the City of Oshawa. Transitioning from the current Ajax-Pickering shared fire dispatch agreement
to the new Oshawa model will streamline dispatching and emergency communications while generating savings. The
actual dispatch costs for 2023 were $1,059,383. With the new agreement, estimated dispatch costs for 2024 will
decrease to $827,080, representing a reduction of $280,160 from the 2023 budget. The 2024 Current Budget will
feature blended costing, with four months allocated to the Ajax/Pickering model and eight months to the new Oshawa
model. Estimated dispatch costs for 2025 are projected to be $824,000. For more details, please refer to Report FIR
03-24.
Deliver municipal
services, programs
and infrastructure to
meet the needs of
current and future
residents while
balancing the impact
to taxpayers
In Progress Developing the municipal budget is a delicate balance between implementing reasonable budget levy increases and
investing in existing infrastructure, maintaining service levels, and supporting growth-related capital projects. The 2024
budget reflected this balance by achieving one of the lowest property tax increases among the Durham Lakeshore
municipalities, while maintaining service levels and presenting a capital budget that provides capital investments for all
Pickering residents.
The 2024 budget was developed taking into consideration the City’s debt capacity as determined by Provincial
regulation. This was achieved by minimizing the use of debt and preserving debt capacity for critical growth-related
capital projects.
Since its opening in July 2021, the Ontario Lottery Gaming Corporation (OLG) has distributed non-tax gaming revenue
payments totaling $52,158,785 to the City of Pickering for hosting the facility. This distribution is part of OLG's
Municipal Contribution Agreement with Pickering. Additionally, Pickering allocates a portion of this revenue to the
Region of Durham. In 2024, a significant portion of the casino revenues was allocated towards capital projects, debt
reduction for the City, community grants, and addressing the development charge shortfall resulting from Bill 23.
Attachment 1 to Report CAO 01-25
Specific Actions Status of Progress 2024 Details of Progress
Development projects can also help deliver municipal services and infrastructure while managing the impact on
taxpayers, as new roads, parks, and other community infrastructure are funded by developers, either directly through
Development Agreements or indirectly through Development Charges (such as new park equipment).
Identify opportunities
to diversify revenue
sources to reduce
reliance on property
taxes
In Progress In 2024, several initiatives demonstrated the City’s commitment to identifying and leveraging diverse revenue sources
to reduce reliance on property taxes. These included:
• Engaging a consultant to create a strategy for naming rights for the Pickering Heritage & Community Centre
(PHCC) and the Seaton Recreation Complex & Library, with the objective of increasing revenue sources.
• Progressing with the Municipal Accommodation Tax (MAT) initiative. The engagement process with Deloitte has
been completed, and the proposed implementation plan for the MAT program has been established. The
objective is to present the report to Council in January for approval, with the implementation scheduled for the
first quarter of 2025.
• Commencing a Corporate Development Application Fee Review.
• Undertaking a confidential non-binding Request for Proposal (RFP) to explore the potential sale of municipally
owned holdings in Elexicon Corporation
• Fire Services preparing to adopt Administrative Municipal Penalties (AMPs) once the Provincial government
implements the program.
• Reviewing the user fee schedules to ensure that the fee charged is competitive with other municipalities.
Promote service
modernization by
using technology to
advantage (improve
efficiency, automate
processes, and
reduce administrative
overhead)
In Progress In 2024, the City undertook several initiatives to promote service modernization, including:
• PRISM is a comprehensive automated system that oversees the entire building permit cycle, from submission
through issuance to closure. It enables residents to submit and track their permit applications online, pay fees
within the allowed limit, and schedule or cancel inspections.
• The automatic applicant/owner notification system ensures automatic notifications to applicants or owners
regarding any outstanding fees, deficiencies noted by examiners, issued permits, and inspection results.
• Additionally, the SharePoint platform has successfully onboarded team sites for three departments, with plans
to establish communication sites for each. Work Order Management is currently being explored by the IT team
to identify a viable solution.
• The payroll modernization initiative is progressing with the migration to a newer version of ADP's application,
integrating with SAP to streamline employee changes and financial data.
• The SAP RISE project is in the planning phase for transitioning to the latest version of SAP S/4 HANA. In
SuccessFactors, preparations are underway to implement Recruitment and Onboarding modules. As of
September 2024, training completion includes 60 for Travel & Expense Reimbursement, 38 for Purchasing Card
Reconciliation, and 38 for SCM Purchasing.
• In collaboration between City Development and Information Technology (IT), staff are working on service
modernization as part of the City's Digital Strategy. Building permit applications can now be submitted through
the City's new online portal. The building inspector's mobile app allows inspection updates to be uploaded to the
Specific Actions Status of Progress 2024 Details of Progress
portal in real-time, enabling applicants to check the status of their building permit applications themselves
without contacting Building staff. Most payments can be made online, although further improvements are
required.
• Add facility rental applications to the City’s website, allowing residents to complete applications online. The
Leisure Guide was moved to a digital format to improve customer access and provide real-time information.
• The FireSafe Pickering page on the City of Pickering website has been updated to include GIS components.
This enhancement allows staff to effectively visualize inspection results, toggle data layers, and analyze fire
incidents throughout the year.
• Engineering is advancing the use of digital technology and transitioning from a paper-based system for
submissions and approvals.
• Enhancing online Laserfiche forms to improve efficiencies in workflows in a timely and secure manner.
Undertake a
workplace
modernization review
and needs
assessment to identify
opportunities resulting
from remote work
In Progress The City has configured hybrid workspaces to ensure seamless remote access. Staff have also installed Crestron
equipment in meeting rooms to enhance connectivity and improve communication with both staff and external
partners. Additionally, the City is transitioning from Mitel to Microsoft Teams for telecommunication, which will further
streamline communication across the organization. These updates aim to support a flexible, productive, and well-
connected work environment for all team members.
An RFP for the Municipal Space Utilization Study (MSUS) will be issued in Q4, 2024. Work is expected to start in 2025
and feed into the design scope for Civic Complex renovations. MSUS aims to review current space use, including
offices, meeting rooms, service counters, and support areas. It may propose different scenarios to optimize building
spaces, such as introducing a centralized Customer Service Experience on the ground floor.
Looking ahead, the Human Resources Department will be conducting a review of the current remote work model,
including an assessment of departmental usage and operational effectiveness. An employee survey will be conducted
as well to gather feedback on the current procedure and opportunities for improvement. Consideration will be given to
workspace capacities.
Undertake an
evaluation of
municipal services,
facilities and assets
for cyber and other
security and safety
risks and implement
mitigation measures
to ensure service
continuity
In Progress The IT Division has carried out the following initiatives:
• Physical penetration testing at facilities to identify weaknesses that leverage social engineering and mitigate
threats through staff education.
• Investigation and testing into physical security access upgrades to leveraging higher encryption and hardened
technology.
• Performed successful disaster recovery test simulating loss of datacenter control.
• Constant monitoring and mitigating emerging cybersecurity threats against the City’s digital assets.
• Developed Incident Response Plan and associated playbooks for larger scale events.
• Performed Cybersecurity Tabletop Exercise simulating cyber breach and incident scenarios so that key staff are
educated and familiar with response procedures.
Specific Actions Status of Progress 2024 Details of Progress
• Performed yearly system penetration test to identify then resolve weaknesses.
• Reformed IT Policy and Procedures to reflect current cyber best practices.
• Regular and rapid patching of City systems to mitigate software exploits.
• Regular investigation into new cyber threat mitigation technology and solutions.
Explore opportunities
to implement clean
energy and
sustainable design
standards at
municipal facilities
and City infrastructure
projects
In Progress Presently under construction, PHCC will be the City's first Net-Zero Carbon Design building. Additionally, the Seaton
Recreation Complex & Library, a project for which the design has been awarded, is expected to meet the Net-Zero
Carbon Design standard and CSA B651.23 for accessibility, exceeding current code requirements.
Furthermore, the City’s Corporate Energy Management Plan, expected to be brought for Council’s approval in January
2025, will establish Net-Zero Carbon Design as the recommended standard for all new buildings. This Plan sets
ambitious targets for reducing energy use across the City’s facilities, infrastructure, such as streetlights, and fleet
vehicles.
Additional City initiatives include the installation of new LED and motion-activated lighting fixtures in the Squash &
Racquetball Courts at CHDRC, and the ongoing installation of energy-efficient LED lights in the parking lot at CHDRC,
with completion expected in 2025.
These efforts underscore the City’s commitment to advancing clean energy and sustainable design standards across
municipal facilities and City infrastructure projects.
Identify opportunities
to ensure the City’s
workforce is diverse
and reflective of the
community it serves
In Progress To ensure the city’s workforce is diverse and reflective of the community it serves, several strategic actions have been
implemented:
• Posting job vacancies on diverse platforms: The City’s Human Resources Department utilized a variety of
platforms to advertise job openings with the aim of attracting candidates from different backgrounds, helping to
build a more diverse workforce.
•
• Redacting of names from resumes: By removing applicants’ names from resumes the potential for bias in the
hiring process is reduced, which in turn fosters greater inclusivity in recruitment. Reviewing job descriptions:
Ensuring that job descriptions include only bona fide job requirements will remove unnecessary barriers to
employment and make opportunities accessible to a wider range of applicants.
As of 2024, Pickering Fire Services has demonstrated its commitment to equity, diversity, and inclusion by including
nine female firefighters in suppression roles and two female staff in prevention roles. This reflects their ongoing efforts
to create a workforce that mirrors the diversity of the community they serve.
Continue to monitor
customer service
standards with a view
In Progress To advance continuous improvement in customer service standards, staff implemented several initiatives:
• A new park rental application was created to support a diverse range of park rental needs and was made
available online to improve public access.
Specific Actions Status of Progress 2024 Details of Progress
to advancing
continuous
improvement
• Community Services had new tap machines installed at the front desk customer service counter to improve
payment options.
• A website refresh is in progress, aimed at continuously improving customer service standards. The vendor has
completed content migration, and the internal team has finished training. Content updates are currently being
made, with the new website scheduled to launch next year.
• The implementation of kiosks through City Development is providing residents with convenient digital access to
various services and information.
• City Development recently completed the Development Application Review Process project in cooperation with
Engineering to streamline the review of new development applications. A report is anticipated to be brought for
Council’s approval in January 2025.
• In 2024, Pickering Fire Services reduced its assembly time by 16% and improved overall medical response
times.
• The Customer Care unit continues to establish regular meetings with its staff team to review concerns and
activities monthly, ensuring effective teamwork and workflow management. These meetings also provide an
opportunity to determine areas for improvement. Training sessions are also organized based on feedback to
address skill gaps or improve service techniques, ensuring that all staff members have the necessary tools to
excel.
Looking ahead, the implementation of a Customer Relationship Management (CRM) system will offer insights into
resident engagement with our municipality, providing a clear understanding of current service standards and future
demands.
Ensure City services,
programs and
infrastructure is
equitable, accessible
and inclusive for all
community members
In Progress Our commitment to equity, accessibility, and inclusivity is reflected in various ongoing and completed initiatives across
the city:
• Consulting Services for Council Chambers Renovations: The awarded work includes overall improvements to
accessibility, security, acoustic performance, audio-visual systems, controls, electrical and mechanical systems,
millwork, finishes, and related systems and building elements.
• Seaton Recreation Complex & Library Design: This project is designed to meet CSA B651.23 for accessibility,
exceeding code requirements, ensuring a welcoming environment for all users.
• City Website Compliance: Our IT Division has ensured that the City’s website is fully AODA compliant,
promoting accessibility and inclusivity for all users. Ongoing collaborations with Pickering Public Library aim to
enhance services, improving the overall usability of City services.
• Property Tax Portal: Currently in development, this portal will allow residents to view property information and
conduct transactions such as paying property taxes and ordering certificates. A demo was provided to staff in
October 2024, with the target launch date set for Q1 2025.
• Employment Application Enhancements: Adjustments were made to employment application forms to facilitate
easier access and application processes for job applicants.
Specific Actions Status of Progress 2024 Details of Progress
• Animal Services Clinics: In partnership with local veterinarians, Animal Services hosted affordable rabies
vaccination and microchip clinics, improving access to essential veterinary care for pet owners.
• Fire Services Training: Specialized training was completed to effectively deliver fire safety information to
children with autism, showcasing the department's commitment to inclusivity.
• Inclusive City Events: Staff have taken steps to accommodate various needs at select City events. For instance,
the 'Coffee with Kevin' events were scheduled at different times to allow residents with varying schedules to
attend and stay informed. The Mayor’s Interfaith Roundtable included both Halal and Kosher food options,
ensuring inclusivity for community members from diverse faith backgrounds.
These initiatives highlight our dedication to creating an inclusive and accessible environment for all community
members, ensuring that City services, programs, and infrastructure meet the diverse needs of our population.
Develop and
implement the City’s
Equity, Diversity and
Inclusion Strategy
In Progress In May 2024, Council endorsed the 2024-2034 Equity, Diversity, and Inclusion (EDI) Strategy. The Year 1 Equity,
Diversity & Inclusion (EDI) Strategy Implementation Work Plan and the Year 1 Learning & Development Plan are
scheduled for completion in Q1, 2025. These efforts include providing learning opportunities across various levels,
producing a communications video to socialize the EDI Strategy internally and externally, developing and distributing
an EDI Handbook for 2025, and completing a policy-oriented equity audit for 2025-2026. Additionally, an
interdepartmental EDI Steering Committee is set to be established in Q1 2025.
Major progress has been achieved in the first two areas of focus identified in the EDI Strategy, including: 1) Education
and Awareness and 2) Structure and Resources.
With respect to Education and Awareness, EDI-focused trainings have been delivered to Council, senior leadership,
and staff. In 2024, these included the sessions listed below. In 2025, the City is collaborating with the Region of
Durham to launch e-learning modules on core EDI topics, which will be made available to all staff across the
organization.
• Gender Equity with Jake Farr (June 11, 2024)
• Introduction to EDI with Allison Hector-Alexander (July 26, 2024)
• Deaf Culture and American Sign Language – Part 1 (August 20, 2024)
• Black History in Canada with Channon Oyeniran (August 8, 2024)
• Residential Schools with Karen Chaboyer and Charles Chaboyer (September 23, 2024)
• Introduction to EDI with Allison Hector-Alexander (November 19-20, 2024)
• Deaf Culture and American Sign Language – Part 1 (December 9, 2024)
The Structure and Resources area of focus identified in the EDI Strategy was also addressed with the restructuring of
the Office of the CAO to amalgamate the EDI portfolio with the Accessibility and Community Safety & Well-Being
portfolios. This coincided with the growth of the EDI team from two staff to four staff through the addition of the
Specific Actions Status of Progress 2024 Details of Progress
Accessibility Coordinator and the Community Safety & Well-Being Advisor. The Senior Advisor, EDI position was
converted to a Supervisor, EDI position, which will oversee the team. In 2025, the City also proposed a new Equity,
Diversity & Inclusion Advisor.
Identify opportunities
to enhance internal
communications and
engagement across
the Corporation
In Progress Throughout the months of April and May, the CAO hosted 10 Town Halls, connecting with hundreds of staff
representing all departments within our organization. These sessions enabled open dialogue, updates, and community
building.
As part of the City’s commitment to open, transparent, and accessible municipal government, we have enhanced our
internal communications by posting online recaps of the decisions made at our Council Meetings. This initiative helps
residents and staff better understand municipal affairs and the directions set by Council. Following these meetings, the
CAO issues an email to all staff, encouraging them to review the Council Highlights, ensuring everyone stays informed
and engaged.
To further strengthen internal communications, the CAO aims to issue a newsletter to all departments quarterly. This
newsletter will keep staff updated on exciting projects and developments, promoting a connected and informed
workforce.
These actions collectively demonstrate our commitment to enhancing internal communications and engagement
across the Corporation, ensuring that all members of our organization are well-informed, involved, and motivated.
Advance a
comprehensive
Human Resource
Strategy focusing on
employee recruitment
and retention,
knowledge transfer
and succession
planning, skills
building and
continuous
improvement
In Progress To advance a comprehensive Human Resource Strategy, the City has initiated a thorough review of key senior
leadership positions. This review aims to identify those roles that may be impacted by attrition and develop a strategic
approach to ensure effective knowledge transfer and operational continuity.
In addition, we have developed a needs-focused leadership training and education program to enhance the skills of
our current leadership staff. This program aims to build their management capabilities, with a particular emphasis on
human resources policies viewed through an EDI lens. The initial training sessions, attended by 70 supervisory staff,
concentrated on fundamental management skills.
Adopt a strategic
approach to internal
corporate capacity
building to ensure the
In Progress The City of Pickering has adopted a strategic approach to internal corporate capacity building to ensure it can meet the
needs of a growing and diverse population. This involves several key initiatives and actions:
Specific Actions Status of Progress 2024 Details of Progress
City is able to meet
the needs of a
growing, diverse
population
• The Finance Department is conducting a Development Charges (DC) Study, which is part of a multi-year
growth-related capital budget. The study aims for Council approval by June 30, 2025, and will provide additional
funds for the increased costs of growth-related capital projects.
• Finance Department staff are leading a multi-departmental City team to comply with the July 1, 2025, Provincial
Regulation O. Reg. 588.17. Municipalities are required to have an approved asset management plan for all
municipal infrastructure assets, including proposed levels of service, necessary activities to meet these levels,
and a strategy to fund them. Future annual capital budgets for infrastructure renewal will be based on this asset
management plan.
• Council has endorsed the IT Capability Assessment, allowing staff to integrate its recommendations into future
planning and budgeting processes. A Senior Project Manager has been hired to develop strategic plans
addressing the evolving needs of Pickering's growing population.
• A new digital platform is being developed to increase efficiency for staff and sustainably support the growing
demands for municipal services.
• A staffing plan for the Pickering Heritage & Community Centre (PHCC) is being developed to support its
operations.
• A comprehensive review of key senior leadership positions has begun to address potential attrition and ensure
operational continuity through effective knowledge transfer. A leadership training and education program
focused on Human Resources Policies and an EDI lens is being implemented to enhance the skills of existing
leadership staff.
• The Pickering Fire Master Plan evaluates the department's capacity in critical areas such as response times,
service depth, public education, and prevention enforcement, ensuring the fire department can meet community
needs.
• The Pickering Official Plan Review (OPR) involves Planner 2's and a Senior Zoning Examiner participating in
steering committee meetings and moderating stakeholder table discussions, promoting knowledge transfer from
senior to junior staff.
• Building Services has initiated a pilot project, approved by the Ministry of Municipal Affairs and Housing,
addressing the shortage of Building Inspectors by bringing in interns.
• The City Development Department values linguistic diversity, with five employees speaking six different
languages besides English, enhancing their ability to serve Pickering's diverse community.
Priority 1: Champion Economic Leadership & Innovation
Specific Actions Status of Progress 2024 Details of Progress
Continue to
implement the City’s
Economic
Development Strategy
In Progress The Pickering Community Profile was updated to showcase economic growth, business attraction efforts, and the
City’s strategic positioning for growth.
Through “Invest Pickering’s” marketing platforms, the City engages with approximately 2,000 online users, providing
updates on projects, business opportunities, and milestones, strengthening its reputation as a business hub.
By September 2024, 37 new businesses had been established, with an additional 30 anticipated by the end of the
year, indicating Pickering’s growing appeal. The City’s Site Visit Program has also supported over 30 local businesses
in addressing needs, expanding, and fostering relationships.
These initiatives are outlined within the Economic Development Strategy and contribute to its advancement.
Leverage grant
funding to support
City-wide connectivity
(internet and mobile
service)
In Progress The City continues to work Durham OneNet, Bell, and Rogers to advocate for City-wide connectivity.
Continue to advance
economic
opportunities for
Pickering in terms of
business attraction,
City positioning and
business growth
In Progress In May 2024, the City hosted its first Pickering Economic Outlook Event at the Pickering Casino Resort, involving key
businesses, developers, and stakeholders in discussions about major projects and developments. The Pickering
Community Profile was updated to highlight economic advancements, business attraction efforts, and the City’s
strategic positioning for growth. Key areas such as infrastructure improvements, ongoing development projects, the
local labor force, and the quality of life were featured.
An application was submitted to the Intelligent Communities Forum to showcase Pickering’s growth and commitment
to an engaged and smart community. Although the application was not successful, it demonstrated the City’s initiative
to explore its potential.
The Comprehensive Zoning By-law was adopted by Council on December 16, 2024. The review of Short-term Rental
(STR) licensing and regulations has begun. Public consultations on STR licensing have recently concluded, and a
Community Working Group (CWG) is being established to advance the project. When complete, STR is expected to
assist with attracting tourism and supporting local businesses.
Support agriculture,
clean energy, and
sectors that are key
drivers of economic
In Progress In 2024, the City of Pickering introduced a sector profile and promotional video that highlights the Agri-Food production
industry. This initiative was distributed across various online platforms to promote this expanding sector.
Regarding clean energy, the City remains committed to supporting and advocating for the refurbishment of the
Pickering Nuclear Generating Station (PNGS). The refurbishment of Pickering is expected to secure more than 2,100
Specific Actions Status of Progress 2024 Details of Progress
growth and
opportunity
MW of clean, reliable nuclear power for Ontario for an additional 30 years or more. Additionally, it is anticipated to
create a significant economic impact of over $19 billion throughout the refurbishment period in Durham Region and
across the province.
Continue to develop
and promote the film
production industry as
a key business sector
In Progress The film production industry has resulted in over 30 film permits issued in 2024. The City has positioned itself as a
premier destination for film production, offering a diverse array of sites. In June 2024, Pickering participated in the
EDCO Event focused on film, gaining valuable insights into establishing a “film-ready community.”
To address industry needs and promote filming locations, the City holds biweekly meetings with Ontario Creates.
Moreover, the Digital Locations Library profile has been updated with new visuals to highlight Pickering’s unique
offerings, attracting interest from neighboring municipalities. Additionally, Pickering has engaged with film stakeholders
through two meetings organized by the Association of Film Commissioners International (AFCI), aiming to further
develop the local film industry.
Further develop the
clean energy sector,
in recognition of the
history of nuclear
power in Pickering
and the opportunity
In Progress In 2024, the City of Pickering actively supported the expansion of the clean energy sector. Key initiatives included
attending the Canadian Nuclear Association Conference, co-hosting a reception with Durham partners, and creating a
nuclear industry profile in collaboration with Ontario Power Generation (OPG).
City staff, along with the Mayor's Office, conducted six site visits to nuclear industry facilities. The City is advocating for
a Nuclear Host Agreement with OPG, similar to those established by peer municipalities.
The Ontario government announced its support for OPG’s plan to refurbish the Pickering Nuclear Generating Station,
underscoring the commitment to clean energy development. Additionally, the City issued a letter of support for the
extension of OPG’s amendment licence application, further emphasizing the significance and quality of its nuclear
energy sector.
In February 2024, AtkinsRealis’ Nuclear Business opened an office in Pickering, enhancing job opportunities and
strengthening the city's nuclear energy sector.
Support businesses
(in particular, those
owned by equity
deserving
groups) and those of
all sizes, including
home-based
businesses
In Progress In 2024, the City enhanced its support for local businesses through various initiatives. These included conducting 71
small business site visits, making over 60 promotional posts via “Invest Pickering,” and launching the Pickering Small
Business Hub. The hub serves as a central resource where entrepreneurs, startups, and small businesses can
connect and grow.
The City has also actively engaged local businesses as vendors at community festivals and events. For instance, this
year, over 60 pet-focused businesses were invited to participate in Petapolooza, and more than 120 art-focused
businesses were welcomed to take part in Artfest. A Community BBQ for International Day for People of African
Descent with PABRT and community partners (DFCC, DurhamOne), featuring a market with black-owned businesses
Specific Actions Status of Progress 2024 Details of Progress
was held on August 31, 2024. The Black Joy Holiday Market hosted by PABRT, showcased approximately 60 black-
owned businesses on November 23 and 24, 2025.
Additionally, the City continues to support home-based business licensing, processing 48 home business licenses
year-to-date. Efforts to enhance digital services for businesses and residents are ongoing, with the PRISM system set
to be implemented following the completion of security checks.
Encourage and
support tourism as an
economic driver
In Progress Through Resolution #491/24, Council has approved a three-year Community Visitor Plan that outlines the City of
Pickering’s objectives, goals, and action items to achieve a vision where the City of Pickering, its businesses,
organizations, and residents actively share their community with visitors year-round, making it a welcoming destination
for repeat visits. The plan includes 45 action items.
As part of this initiative, city staff are advancing the Municipal Accommodation Tax (MAT) Business Case and Bylaw.
The MAT will generate crucial funds to be reinvested into tourism-related activities, ensuring that 50% of the revenue
directly supports the growth and sustainability of our tourism sector. The MAT Business Case & Report will be brought
before Council in Q1 2025, incorporating input from peer municipalities on implementation challenges.
Moreover, the establishment of a Destination Marketing Organization is underway, with focused research and branding
efforts aimed at leveraging our city's assets and social media presence. This organization will play a pivotal role in
promoting Pickering as a premier destination, enhancing our reach and appeal to potential visitors.
A significant development in our tourism infrastructure is the planned Destination Park within the Shops at Pickering
City Centre lands. The new City Park, located prominently on Glenanna Road opposite the Civic Complex, spans
approximately 0.56 hectares (just under 1.5 acres). This park is thoughtfully designed to support year-round activities,
including skating in the winter, a water feature in the summer, and various special events and casual gathering spaces.
This park will not only provide recreational facilities for residents but will also serve as a major attraction for tourists,
thereby boosting local tourism and contributing to the economic vitality of our city.
By implementing these initiatives, the City of Pickering is actively encouraging and supporting tourism as a key
economic driver, ensuring sustained growth and prosperity for our community.
Encourage the arts as
an economic driver,
an essential part of
the fabric of a
complete, world class
City
In Progress In alignment with our commitment to fostering the arts as a vital economic driver and an integral component of a
complete, world-class city, the Pickering Heritage & Community Centre (PHCC) Operational Plan includes several
significant community engagement activities. These activities comprised three Open Houses and a citywide survey
conducted from November 7 to December 3, 2024. Upon completion of construction, the facility will feature amenities
such as an exhibit gallery and an art garden.
Specific Actions Status of Progress 2024 Details of Progress
As part of the site plan approval process, the City Development Department continues to collaborate with landowners
at prominent locations to integrate public art into private developments. Notably, on November 1, 2024, the art
installation ayukwendodih (‘They have found their voice’) was unveiled at the redeveloped Shell Gas Station. This gas
station is situated at the northwest corner of Kingston Road and Whites Road – a key gateway intersection. The urban
design guidelines for this area stipulate that gateways should be marked by a distinctive public realm or built form.
Shell Canada committed to creating a focal point at the intersection by installing public art, among other undertakings.
Through the site plan agreement, the Owner constructed the base for the Art Piece, contributed $20,000 towards its
design, commissioning, and installation, installed the Art Piece, and subsequently provided the City with an easement
over the property to maintain the Art Piece. The selection of the Artist/Art Piece was approved by Council on April 22,
2024 (Report CS 05-24).
Ensure City policies
support a healthy
economy and are
consistent with
environmental
priorities and
responsible growth
In Progress The Community Festivals and Events Policy was endorsed by Council on October 28, 2024 (Resolution 588/24). This
Policy supports community-led public events in parks and public spaces, aligning with the vision for a vibrant and
sustainable community.
The Volunteer Policy was updated and endorsed by Council on September 23, 2024 (Resolution 574/24).
In May/June 2024, consulting services were retained to assist with the Growth Management component and
community engagement for the Official Plan Review. On May 27, 2024, a Special Meeting of Council was held to
launch the Official Plan Review officially.
Discussion Paper 1, Community Vision and Values, was released in September 2024. It provided a review and refresh
of the current Official Plan vision. A discussion of local priorities related to the Official Plan Review topics occurred at
two Public Information Centres, one in person on September 24th, and the second virtually on September 25th. A
survey was also available.
Discussion Paper 2, Growth Management & Urban Structure, was released in November 2024. This paper discusses
where and how Pickering will grow to 2051. Public Information Centres are scheduled for November 27th and 28th. As
with the first round of Public Information Centres, community engagement specialists will be assisting at the second
round. Growth management consultants will analyze different growth scenarios to inform decisions moving forward.
Through these policies and initiatives, the City is committed to supporting a healthy economy, protecting our
environment, and fostering responsible growth for the future.
Capitalize on existing
City assets to support
economic growth (e.g.
In Progress From June 29 to September 1, the City of Pickering and Durham Region Transit offered a free weekend shuttle to the
Waterfront, making it easily accessible. 1,792 passengers took advantage of the waterfront shuttle enhancing
community access to the Waterfront. This initiative also resulted in 11,167 Facebook video views, 15,666 Instagram
Specific Actions Status of Progress 2024 Details of Progress
waterfront, cultural
heritage, rural and
urban areas)
video views, 3,882 X video views and 3,807 visitors to the webpage. 2,000 brochures were circulated with 356 digital
engagements (likes, comments and shares).
The City of Pickering offers free parking for up to 2 hours in front of businesses within the Waterfront Permit Parking
Area for patrons visiting those establishments. By leveraging the availability of parking spaces, the city effectively
reduces the barrier for patrons visiting local establishments. This not only enhances accessibility and convenience for
consumers but also encourages increased foot traffic to the area.
The construction of Phase 1 of the City of Pickering Beachfront Park Master Plan commenced in September 2024,
marking a transformative upgrade to the Waterfront. This project features a new elevated walkway, cycling routes,
viewing platforms, and enhanced shoreline protection. Designed to foster environmental sustainability and community
engagement, it will provide barrier-free access and incorporate Indigenous storytelling artwork.
Advance the City
Centre Precinct,
ensuring the space is
inclusive, accessible
and welcoming for all
In Progress City Council confirmed City Centre Project Phase One: City Centre Park as the second priority in the capital budget,
recommending the Mayor include $1.5 million for design in the 2024 Capital Budget, and $13.5 million for construction
in the 2025-2033 forecast. This represents a significant step toward a downtown, where municipal services, arts and
culture, and residential development converge at the heart of the City.
On November 14th, 2024, land was officially transferred to the City. The design for City Centre Park, which was
awarded in 2024, is expected to be completed in 2025, with construction anticipated to commence in 2026.
Leverage the City’s
geographic location
with respect to the
economy and quality
of life
In Progress In 2024, the City hosted the Pickering Economic Outlook Event, which brought together over 200 stakeholders,
including developers, businesses, and realtors, to showcase our City.
To boost tourism, a campaign was initiated through Let’sTalkPickering, encouraging residents to share their favourite
local spots for visitors. This initiative included the production of a short marketing video that highlights these suggested
locations, showcasing themes such as Nature Retreat, Family Adventure, Ultimate Date Night, and Kid’s Best Day
Ever. Additionally, funding was secured from Destinations International to attend their Annual Conference, providing a
platform to promote Pickering on a larger stage.
Encourage the growth
of the City’s diverse
employment base
In Progress In 2024, City representatives participated in 44 community, networking, and industry events to promote Pickering as a
vibrant and welcoming community. City staff conducted 71 site visits with employers throughout Pickering to gain
insights into key challenges and opportunities. Additionally, the City of Pickering collaborated with Employment Ontario
agencies, including DRUH and YMCA, to provide enhanced support and services to local businesses.
Specific Actions Status of Progress 2024 Details of Progress
Identify opportunities
to attract and retain
high quality
employment
opportunities in
Pickering, including
employment
opportunities for youth
In Progress In 2024, the City generated 89 business leads, prioritizing those with significant employment potential while offering
support to all interested businesses. City staff worked in collaboration with businesses to address critical priorities,
including access to skilled trades, public transit challenges, and available grant opportunities.
Provide access to
meaningful leadership
employment
opportunities to reflect
Pickering’s diverse
community
In Progress The Human Resources (HR) Department aims to implement the SuccessFactors Recruitment Module by 2025.
A succession planning exercise has started, with identified opportunities to be formalized in 2025.
An ongoing initiative of the HR department is to provide leadership development opportunities that facilitate the growth
of diverse staff into leadership roles. This initiative includes the creation of the Learning and Development Procedure,
which establishes an equitable process for employee development.
Work with youth and
partners to develop a
central City-wide
repository of
employment
opportunities for youth
In Progress The City improved its Employment Opportunities Webpage on the City’s website to emphasize opportunities for youth
and create a centralized platform for volunteer opportunities in collaboration with Community Services. Additionally, the
City refined its employment resource links to enhance public accessibility and promote inclusivity.
The City also actively engaged with the wider community, particularly targeting students and recent graduates, at
several career fairs to highlight employment opportunities with the City and reinforce the City's commitment as an
inclusive employer of choice.
Collaborate on
programs to ensure
labour-force
readiness
In Progress The Business Visitation Program now includes collaboration with Ontario Tech University and Durham College,
providing businesses access to resources and connections as required.
Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community
Specific Actions Status of Progress 2024 Details of Progress
Enhance community
safety through direct
service and program
delivery
In Progress The City of Pickering is committed to enhancing community safety through a series of direct services and targeted
program delivery. This commitment is evident in the measures being implemented, including the completion of our first
Community Risk Assessment and Fire Master Plan. The Community Risk Assessment is a tool that enables the City to
evaluate its overall fire risk and provides valuable insights for the development of the Fire Master Plan. The Fire
Master Plan, in turn, serves as a strategic guide for Fire Services, encompassing all aspects of its organization and
operations over the next 5-7 years. This includes, but is not limited to, staffing, station locations, response times, and
initiatives in Fire Prevention and Public Education. The Risk Assessment is completed and awaiting release; it will be
submitted to the Province to comply with legislative requirements. The Fire Master Plan is scheduled to be brought for
Council’s approval in January 2025.
In line with our safety enhancement goals, we have entered into a Fire Communications Services Agreement with the
City of Oshawa, approved by Council in April 2024. This agreement facilitates the outsourcing of fire call-taking and
dispatch services, streamlining our emergency communication and dispatch operations, and generating significant
cost savings.
Furthermore, we have implemented several specific measures to promote safety in our community:
• Installation of five speed humps in Claremont to control vehicular speed.
• Additional speed humps and traffic calming bollards added on Old Brock Road in Claremont to ensure reduced
speeds through the hamlet.
• Deployment of three Automated Speed Enforcement (ASE) cameras, which are rotated throughout the City.
Advance the City’s
first Community
Safety & Well-Being
Plan
In Progress In 2024, the City’s first Community Safety & Well-Being Plan was approved by Council (Resolution #491/24). This plan
involves enhancing community safety through direct service and program delivery while continuing to assist the
Region of Durham in implementing its Community Safety & Well-Being Plan.
To support this Plan, City staff have undertaken several key initiatives:
• Community Consultations: Throughout the year, we engaged with the community to identify and address
challenges related to social isolation. We also collaborated with youth to discuss safety concerns and gather
feedback on potential solutions.
• Educational Workshops: We conducted six workshops focused on various safety topics. These included
sessions on auto theft, safety and self-defense, walking home safety, frauds and scams, anti-bullying,
introduction to gardening (geared towards those experiencing housing insecurity), and Wisker's & Wellness (a
veterinary program).
Specific Actions Status of Progress 2024 Details of Progress
• Training Programs: Three training programs were organized for our staff to enhance their knowledge and skills
in crucial areas such as de-escalation techniques, Naloxone administration, and creating dementia-friendly
communities.
Continue to support
the Region of Durham
in its efforts to lead
the implementation of
the Region’s
Community Safety &
Well-Being Plan
In Progress City staff are supporting the Region of Durham's implementation of the Community Safety & Well-Being Plan. Staff are
participating in a Regional Encampment initiative led by Durham Region with support from surrounding municipalities.
This initiative addresses challenges faced by individuals experiencing homelessness and aims to enhance the
effectiveness of related services and support systems.
Prioritize safety in the
design of municipal
infrastructure
In Progress Staff have conducted security audits across City facilities. In 2024, through Resolution #591/24, the City of Pickering is
installing new cameras in seven strategic locations across the city, including: Pickering Fire Stations 2, 5, and 6;
George Ashe Library & Community Centre; David Farr Park, Brockridge Park, Centennial Park, Esplanade Park,
Chestnut Hill Developments Recreation Complex exterior cameras; Don Beer Arena; Operations Centre; and City Hall.
In March 2024, staff were trained in Crime Prevention Through Environmental Design (CPTED) to promote safer
community design.
Additionally, Council has endorsed a Lighting Study for City Centre and Esplanade Park (Resolution #491/24), set for
2025, to address safety concerns through improved lighting solutions.
The City is also expanding security measures in parks with more camera installations and is seeking Council approval
to enhance lighting at City Hall.
These efforts prioritize safety by integrating security features into the design and planning of municipal infrastructure,
ensuring a safer environment for all residents and visitors.
Collaborate with
Durham Regional
Police Service to
promote safer
communities
In Progress Fire Services actively participates in community events to represent Fire Pickering and build stronger relationships.
Fire Prevention staff attended four events hosted by the Durham Regional Police Service (DRPS) to promote safer
communities and enhance community connections through the sharing of knowledge. In October 2024, Community
Safety Day was held at the Pickering Fire Services Headquarters in collaboration with DRPS, further advancing efforts
to promote a safer community.
Staff from the Engineering Services’ traffic section also attend monthly Road Watch meetings to advance Traffic safety
in the community.
Specific Actions Status of Progress 2024 Details of Progress
Promote and support
the City’s emergency
preparedness efforts,
including the core
services of Pickering
Fire Services
In Progress Pickering Fire Services is committed to serving the community. In 2024, the Fire Services participated in significant
events such as the Farmer’s Market, Canada Day festivities, and Ribfest to promote and support the City’s emergency
preparedness efforts.
The Fire Chief also led a Regional Emergency Management exercise, demonstrating leadership in crisis
preparedness.
As part of its annual fire education initiatives, Pickering Fire Services launched the FireSafe Pickering campaign to
enhance awareness about fire safety and related concerns within the community. Additionally, local fire departments
introduced the “Spring into Summer Safety” campaign, providing essential fire safety tips to ensure residents' safety
during the warmer months.
Advocate for and
work with partners to
increase access to
health care facilities
and medical
practitioners
In Progress In February 2024, Pickering celebrated the grand opening of the Jerry Coughlan Health & Wellness Centre, a state-of-
the-art surgical and healthcare facility that significantly enhances community access to essential healthcare services.
This centre not only provides advanced medical care but also creates valuable jobs for medical practitioners.
To further address the critical need for healthcare professionals, a Memorandum of Understanding (MOU) has been
approved between the City of Pickering, Durham Region, and local municipalities. This multi-year physician
recruitment program is a testament to our commitment to ensuring that our residents have access to the medical
professionals they need.
The Ontario government's announcement in August 2024 of Durham Region’s first stand-alone Post-Acute
Rehabilitation Centre in Pickering, as part of Lakeridge Health’s redevelopment plan, underscores our dedication to
improving patient recovery services and outcomes.
Through Council Resolution #588/24, Lakeridge Health has secured a license agreement to use space in the Chestnut
Hill Developments Recreation Complex. This initiative will provide a free Chronic Obstructive Pulmonary Disease
Community Exercise Clinic, offering weekly sessions to support our community members' health and well-being.
By advocating for and collaborating with our partners, the City is steadfast in its mission to increase access to
healthcare facilities and medical practitioners.
Support community
members with diverse
needs, including
those who are
experiencing poverty
and homelessness
In Progress To support community members with diverse needs, including those experiencing poverty and homelessness, the
Homelessness Subcommittee was established following Council's approval of its mandate in April 2024. The
subcommittee aims to provide enhanced support to individuals experiencing homelessness or facing related
challenges.
Specific Actions Status of Progress 2024 Details of Progress
The Subcommittee partnered with community organizations to celebrate World Homeless Day and introduced a free
Vet program for pets and their owners facing housing insecurity. Using the One Health Model, Animal Services and
Community Safety & Well-Being staff provided free wellness clinics to address the needs of both people and their pets.
In 2024, Council also renewed the City’s commitment to providing essential services through the shower and hygiene
program at Chestnut Hill Developments Recreation Complex. This program, facilitated in partnership with DARS,
witnessed an increase in participation, with 85 individuals benefiting from the service, up from 70 in 2023.
Support the Region of
Durham in its efforts
to address
homelessness
through the Region’s
implementation of the
Affordable & Seniors
Housing Strategy
In Progress The City contributed $75,000 in funding to DARS (Dedicated Advocacy Resource Support) to retrofit a property into
Transitional Housing and supporting Program in support of the Region's efforts to address homelessness.
In Spring 2024, a property was secured by DARS for the implementation of an affordable housing initiative. Funds
were raised by DARS, and renovations took place over the summer. The new home officially opened in October,
housing 7 individuals previously unhoused.
The City's prioritization of housing initiatives, evidenced by the filling of the Senior Planning Advisor, Housing role,
further demonstrates its commitment to advocating for housing affordability.
Responsibly advocate
for funding from upper
levels of government
and other partners to
support the needs of
community members
In Progress Efforts to advocate for funding to support community needs in Pickering have been proactive and multifaceted. The
Mayor has regularly met with key elected officials—including the local MP, MPP, and Ministers at both Provincial and
Federal levels—through scheduled meetings and at conferences such as AMO, to advocate on behalf of the City’s
needs. Additionally, in 2024, the Mayor has sent over six letters to upper levels of government seeking funding for a
variety of services and projects across Pickering.
Beyond this, the Mayor and City staff have worked closely with community partners and local businesses to identify
and pursue funding opportunities that directly support the City’s growth and well-being. Through more than four
collaborative efforts, the Mayor has engaged with community organizations and businesses to help them secure the
necessary funding for projects that have a positive impact on the community. In addition, the Mayor has written over
five letters of support for local organizations, businesses, and community groups, helping to strengthen their
applications for funding from provincial and federal governments.
Furthermore, City staff have submitted applications for over 20 grants.
Implement the City’s
Accessibility Plan that
focuses on upgrades,
renovations, retrofits
and
programs/services
In Progress The City of Pickering has successfully demonstrated its commitment to implementing the City’s Accessibility Plan by
focusing on upgrades, renovations, retrofits, and programs/services that break down physical and social barriers to
participation.
Through the Site Plan approval process, for both new City buildings and parks, and renovations to existing City
buildings and parks, the City has ensured barrier-free accessibility of the access/egress to the site and the building.
Specific Actions Status of Progress 2024 Details of Progress
that break down
physical and social
barriers to
participation
This has been accomplished by ensuring that all proposed exterior paths of travel, material, slopes, ramps, rest areas,
stairs, curb cuts, and tactile walking surface indicators are as per AODA requirements. Additionally, the City has
focused on the location of, and adequate number of, accessible parking spaces, appropriate signage, adequate
lighting, appropriate landscaping, the provision of shade structures and seating, and benches and tables with
accessible extensions that the amenities are on an accessible route.
The City is also including accessible components in new playground structures, with appropriate play surfaces, and
has a program to retrofit existing playgrounds. In 2024, nine City parks were updated with universally designed
playground features to help support inclusive spaces and has reconstructed four playgrounds with accessibility
features. These improvements come three years after Council approved plans to bring more parks into compliance
with the Ontarians With Disabilities Act (AODA). All the new playground equipment has been successfully installed,
and the final steps, including the installation of rubber safety surfacing, asphalt pathways, and the addition of topsoil
and seed, are still pending completion.
Furthermore, the Accessibility Committee has identified inadequate exterior lighting levels at City Hall and the Central
Library, necessitating lighting evaluation upgrades for improved accessibility and safety. The budget for a consultant to
upgrade exterior lighting exists, and as new facilities are being designed, City staff will continue to engage the
Accessibility Committee.
Additionally, the City is on track with the implementation of its Five Year Accessibility Plan (2021-25) and is preparing
to renew Pickering's Five Year Accessibility Plan. In 2024, the Pickering Accessibility Advisory Committee (PAAC)
undertook and/or participated in the following initiatives:
• DRPS Children’s Games – Pickering supported the 40th Annual Durham Regional Police Children’s Games for
disabled youth aged 5 to 18 on November 10, 2024. Pickering has partnered annually with DRPS, Grandview
Children’s Centre, and other community organizations since 1985 on this event.
• Museum - The Pickering Museum Village Log House and Log Barn Restoration project included the
replacement of the barrier-free access ramp to the log barn, addition of interior glass barrier-free doors, and the
leveling of the building floor space.
• Site Plan Review for Municipal Developments - For new City buildings and parks, and renovations, PAAC
reviews plans helping to ensure barrier-free accessibility. 2024 plans reviewed by PAAC included the
Beachfront Park revitalization, Seaton Recreation Complex & Library, and the renovation of Council Chambers.
• Site Plan Review for Private Developments - Pickering ensures privately owned, public spaces meet
accessibility requirements. PAAC reviewed ~15 site plans in 2024.
Specific Actions Status of Progress 2024 Details of Progress
• Accessible Housing - A PAAC Sub-Committee, is exploring potential partnerships, policies, procedures and
accessibility standards that will incent and guide the inclusion of accessible design in City residential
development projects.
• Pathways2Employment – In light of pervasive employment barriers encountered by people living with
disabilities, Pickering will provide meaningful, 150-hour job placement opportunities in 2025 for 2 to 4 Durham
youth with disabilities, under a Pathways2Employment partnership agreement reached in 2024 with the Abilities
Centre.
• Workplace Mental Health – The Pickering Mental Wellness Committee hosted a range of initiatives to promote
mental health and well-being in the workplace. Events included Facial and Fascia Stretch Therapy, mindfulness
and healthy eating workshops, volleyball, pickleball, a Learn to Skate workshop, Improv in the Park, and visits
from Therapeutic Paws of Canada.
• Community Mental Health - PAAC delivered a “Tranquility Tent” exhibit at Pickering’s 2024 Canada Day
celebrations, to offer cool, shaded, relaxing space for City residents and guests to unwind in response to the
pandemic’s impact on mental health, anxiety, and social isolation.
• Pickering also participated in a Region-wide survey of accessible taxi services.
These actions have collectively ensured that the City of Pickering is making significant strides in breaking down
physical and social barriers to participation, thereby fostering a more inclusive and accessible environment for all
residents.
Provide resources to
implement City’s
Equity, Diversity and
Inclusion Strategy
In Progress Human Resources and the Senior Advisor, Equity, Diversity and Inclusion oversaw the creation of the City’s first
Equity Diversity, and Inclusion (EDI) Strategy which was subsequently approved by Council in May 2024. This
foundational document is essential to ensuring that our organization prioritizes equity, diversity, and inclusion at every
level of decision making and operations so that our policies, programs, services and facilities reflect and serve the
diverse needs of the community.
Council’s approval of an EDI Strategy, led to budgetary and staffing changes. These included a proposed increase in
the overall budget allocation for EDI in 2025, the allocation of $60,000 for community consultation on anti-Black
racism, the conversion of the Community Engagement Coordinator EDI position to permanent part-time in May 2024,
and the restructuring of the EDI portfolio to include the Accessibility and Community Safety and Well-Being portfolios.
The restructuring resulted in the transfer of the Accessibility Coordinator and Community Safety and Well-Being
Advisor positions to the Office of the CAO. The former Senior Advisor, EDI position was also converted to a
Supervisor, EDI. For the 2025 budget, one full-time Policy Advisor, EDI position was also proposed.
In alignment with the EDI Strategy, the efforts of the Mental Wellness Committee were advanced by facilitating Mental
Health First Aid – Standard Training for frontline staff, supervisors, and managers. This initiative aimed to reduce
stigma and equip personnel with the necessary tools and resources to support the mental health of our staff and
Specific Actions Status of Progress 2024 Details of Progress
effectively interact with members of the public. Additionally, various staff events were coordinated throughout the year
to promote mental wellness and engagement.
Build and enhance
relationships with
community members
to ensure their
perspectives are
captured, and diverse
needs are reflected
and addressed
In Progress Several efforts were undertaken to build and strengthen relationships with community members, ensuring that their
perspectives are considered, and their diverse needs are adequately addressed:
• Changes to the Canada Day Night event were made in consultation with the Accessibility Advisory Committee
to improve site layout and enhance the experience for attendees with accessibility needs.
• The Pickering Anti-Black Racism Taskforce (PABRT) was consulted on the development of a new public art
piece at the Pickering Museum Village (PMV) Log House, as well as on programming for the Roots to Rebellion
exhibit at the PMV.
• In August 2024, with over $200,000 in funding from the Department of Canadian Heritage, Pickering Museum
Village launched the restored 1830’s log barn and log house, featuring the new permanent Roots to Rebellion
exhibit. This exhibit highlights Pickering's rich 1830s heritage from a black settler perspective, offering insights
into settler perspectives during the Rebellion. Staff partnered with Oddside Arts, a BIPOC arts collective on the
multimedia components of this exhibit.
• The "Stronger Together: Interfaith Roundtable" initiated by the Mayor’s office brought together 30-35 guests
from diverse faith communities to discuss important local issues.
• The Mayor has also engaged with the business community through several site visits and meetings to better
understand their needs in Pickering. Additionally, the Mayor has participated in groundbreaking ceremonies and
grand openings, providing opportunities to connect directly with business leadership.
• The City continues to be represented on networks and communities of practice within Durham Region and
across the Greater Toronto Area to ensure broad engagement and resource sharing with diverse communities
and community partners. These include the regional Diversity, Equity, and Inclusion network, the Durham
Region Indigenous Collaborative Circle, and the Municipal Connections Circle, among others. Representation
and membership within these networks have allowed the City to solidify community partnerships and learn from
best practices within other municipalities. For example, the regional DEI network has representation from all
municipalities across Durham Region and has resulted in the development of major events and initiatives in
honour of various occasions of significance (e.g., Black History Month, International Women’s Day,
Emancipation Day, the National Day for Truth and Reconciliation). Broader networks such as the Municipal
Connections Circle (MCC) maintain a focus on Indigenous relationship building in municipal contexts with
representation across the country.
Work with upper
levels of government,
the private sector and
not-for-profit
organizations to
In Progress On January 22, 2024, Council passed Resolution #391/24, urging the Federal and Provincial Governments to provide
financial support for property owners seeking to create Additional Dwelling Units (ADUs) as affordable housing, and to
request that public utilities waive their hookup fees.
Specific Actions Status of Progress 2024 Details of Progress
increase the
availability and supply
of safe, stable and
attainable housing
(including transitional
housing, supportive
housing, housing to
allow seniors to age in
place, etc.)
The City of Pickering and the Town of Whitby have partnered to implement a pre-approved design program for
Additional Dwelling Units (ADUs), aimed at increasing the availability of stable housing options. This partnership
showcases collaboration with local governments to address housing needs.
Community Services is collaborating with Dedicated Advocacy Resource Support (DARS) to address homelessness
and is actively engaging with Durham Region to implement related initiatives. This collaboration with not-for-profit
organizations highlights the effort to provide supportive housing and other forms of transitional housing.
It should be noted that the Province has not issued a definition of “attainable” housing.
Continue to support
the delivery of
municipal services,
programs and
infrastructure to meet
the needs of the
current and future
population (e.g.
Seniors & Persons
with Disabilities Snow
Clearing Program,
Customer Care,
evolving and
accessible
recreational programs
and park facilities)
In Progress Several efforts were undertaken to continue to support the delivery of municipal services, programs and infrastructure
to meet the needs of the current and future population:
• In 2024, the City of Pickering had more than 725 active volunteers supporting five key areas: City Events,
Recreation programs, the Pickering Museum, Animal Services, and Sustainability. This year, volunteers
contributed a total of 10,412 hours of service.
• Six individuals have been nominated for the 2024 Volunteer Service Awards, including one acknowledged for
30 years of service at the Museum.
• In 2024, the City provided 1,595 recreation programs with 13,058 participants, 2,014 aquatics programs with
9,097 participants, and 551 group fitness programs with 2,596 participants.
• The childcare space at CHDRC was repurposed into an art-based program room, offering 1,500 hours of new
programs.
• By issuing over 467 parking permits to non-resident seniors, the City of Pickering demonstrated its commitment
to inclusivity and accessibility. This initiative supports vulnerable groups and promotes equitable access to city
services and infrastructure.
• The amendments to Traffic and Parking By-law 6604/05 address urban challenges. By allowing residents to
park on the apron of their driveways under specific criteria, the city manages the increasing parking demands
caused by smaller housing units and higher residential density. This adjustment addresses current parking
issues and anticipates future needs as the city continues to grow.
• In 2024, Animal Services was committed to enhancing the health and well-being of pets and their owners
through a range of inclusive and accessible programs. These initiatives included the community pet pantry,
three satellite adoption centers, and complimentary behavioral support for post-adoption care, foster families,
and residents contemplating the surrender of a pet.
• City staff are in the process of developing a citizen portal to improve access to services for our residents. The
objective of the citizen portal is to provide residents with user-friendly access to a wide range of government
services and information. Citizen portals facilitate enhanced interaction between the community and local
government, improve service delivery, and promote a more engaged and informed community.
Specific Actions Status of Progress 2024 Details of Progress
• The Snow Clearing Program was expanded in 2023 from 500 to 750 applicants, allowing us to assist a larger
number of residents. Staff acknowledge that Pickering will continue to experience an increase in the population
of seniors who wish to remain independent in their homes. The expansion of this program is a concrete
measure to support seniors and persons with disabilities in maintaining their independence and quality of life in
their own residences. In 2024, 357 applications have been received to date, with more expected once snow
events occur.
• The City’s language translation line offers residents access to an on-demand interpreter for over 100 languages
during regular business hours. Providing translation and interpretation services helps communities create an
inclusive environment, enabling full participation regardless of language skills. The language line service
enhances communication and improves access to services in diverse communities.
• An internal language resource tool has been created by staff for use on the City staff’s intranet. It provides
assistance in person or over the phone for our residents before using the language translation line.
Identify opportunities
to enhance services
and programs for
those 55+
In Progress To enhance services and programs for individuals aged 55 and older, staff implemented several initiatives aimed at
expanding and diversifying the offerings. These included:
• Submission of a provincial grant to expand seniors programs at Dr. Neilson F. Tomlinson Community Centre, in
collaboration with Pickering Public Library and Claremont Seniors Club.
• Applying for a grant such as the New Horizon Grant for Seniors to offer a "Seniors Music Fuels our Soul"
program.
• Hosting the Spotlight Series Information Expo to showcase available programs and services for 55+, featuring
presentations from various city departments and community organizations, including Fire Services, DRPS, Art
Showcase, and Pickleball.
• Facilitating monthly Spotlight Series information and activity sessions with representatives from key
organizations such as Pickering Museum Village, Pickering Public Library, CNIB, City Fitness staff, Fire
Services, and DRPS to keep seniors engaged and informed.
• Planning and executing a series of free activities and programs during Seniors Month in June, highlighted by
major events like the Big Band event and the Senior of the Year award.
• Hosting the 55+ Games Day that involved 80 participants.
• Hosting an annual Ageing Well Information and Active Living Fair, attracting over 500 participants.
• Engaging with the 55+ Advisory Committee monthly to gather feedback and consult on the development and
improvement of recreation and social programs for seniors offered by the City.
Work with youth to
enhance services and
programs, including
gathering spaces and
places in the City that
are accessible,
In Progress In line with our goal to work with youth to enhance services and programs, City staff held youth engagement sessions
within schools and City facilities to gather their input on the new Seaton Recreation Complex & Library. This initiative
ensures that the spaces we develop are accessible, inclusive, safe, and welcoming for all young people.
The City has also expanded its drop-in programs and increased the locations in the Free Teen schedule to include
activities such as Pickleball, Swimming, Skating, Fitness Classes, and Dinner & a Movie. These initiatives have seen
Specific Actions Status of Progress 2024 Details of Progress
inclusive, safe and
welcoming
remarkable success with over 4250 visits in 2024, demonstrating the high level of engagement and appreciation from
the youth community.
To further reduce barriers, staff have created an online Free Teen program membership application, allowing easier
access to our services. Additionally, we have expanded the age groups for some Teen programs to include Pre-Teens
(10-12 years old), ensuring that younger members of the community also benefit from our offerings.
PAC4Teens youth-initiated programs, organized successful events such as Youth Week, Hip Hop in the Park with over
300 attendees, All Wheels Skate Competitions with 200 attendees, Art Shows, and Culinary Competitions. Moreover,
the PAC4Teens Fall Food Drive collected and donated over 650lbs of food items to the Community Food Bank,
highlighting the commitment of our young people to giving back to the community.
Promote Pickering’s
unique culture and
built heritage
In Progress The City of Pickering is making a significant investment in arts, heritage, and culture through the Pickering Heritage &
Community Centre. The construction was launched with a ribbon cutting event in March, 2024, hosted by Mayor Ashe
and attended by MP O’Connell and Council. This innovative project will unite the Museum, Library, and Community
Centre into one vibrant facility, designed to celebrate the City's rich history. The new facility is anticipated for
completion in 2026.
Staff initiatives to promote Pickering's culture and built heritage also include:
• Launching the Gather & Grow travelling exhibit, an exploration of food preparation and production history,
displayed across the Chestnut Hill Developments Recreation Complex, Pickering Public Library Main Branch,
and George Ashe Library and Community Centre in 2024.
• Completing the restoration of the Log House and Barn.
Implement the City’s
Public Art Plan
In Progress To successfully implement the City’s Public Art Plan, the City’s initiatives included the following key actions in 2024:
1) Permanent Public Art Installation Artist, Linfeng Zhou was awarded the poppy marker public art commission to
create 11 poppy markers for Esplanade Park in Pickering. Council endorsed this project to establish a solemn
visual display of remembrance, while showcasing the talent of diverse artists.
2) Artists, Jah Qube in collaboration with Catherine Tammaro (Wyandot multi-disciplinary artist) was awarded the
Whites and Kingston Road public art commission. This piece entitled “ayukenodih” (“they have found their voice”,
in Wyandot) honours the Indigenous trail that is now Kingston Road. A contribution of $20,000 was provided by
Shell Canada Ltd.
3) Pickering's new permanent public art installation, On the Backs of Fish, officially opened at the Pickering Museum
Village.
10 temporary or short-term public art pieces were also installed, which includes:
Specific Actions Status of Progress 2024 Details of Progress
• “The Way Gone Made Clear” by Georgia Fullerton, located at the Pickering Museum Village as part of the
Roots to Rebellion exhibit
• 3 Various artists for the Community Banner Series, Sima Naseem, Zuna Amir, and Serene Chan.
• “Miigizi Saves the World” by Artist Nyle Miigizi in Esplanade Park as part of Winter Illuminations, sponsored by
OPG
• Utility Box Wrap at Rick Johnson Park by Rainer Naomi Magtalas
• Durham Region 50th Anniversary Bench, painted by Jacob Headley. Bench is placed at the waterfront alongside
Muskoka chairs provided by the Region of Durham.
Celebrate Pickering’s
multi-cultural fabric by
supporting and
hosting community
events and festivals
that celebrate
diversity
In Progress The City of Pickering has demonstrated its commitment to embracing its diverse community by supporting, organizing,
and participating in events and festivals that celebrate cultural diversity. These initiatives include:
• Hosting a Black History Month event at CHDRC on February 1, 2024.
• Partnering to host International Women's Day in Ajax in March 2024.
• Participating in the annual Pride Parade hosted by Pride Durham in Ajax on June 2, 2024.
• Collaborating with Durham Community Health Centre to host the Big Drum Social in Pickering on June 21,
2024.
• Co-hosting the Youth Pride Resource Village in Whitby on June 22, 2024, led by the Region of Durham.
• Teaming up with Durham Community Health Centre to celebrate Indigenous Peoples Day in Pickering on June
21, 2024.
• Organizing Emancipation Day at Esplanade Park on August 1, 2024, led by the Region of Durham.
• Hosting a Community BBQ for the International Day for People of African Descent on August 31, 2024, led by
the Pickering Anti-Black Racism Taskforce.
• Conducting the 3rd Annual Truth and Reconciliation Community Gathering in honour of the National Day for
Truth and Reconciliation, attended by approximately 800-900 participants, on September 30, 2024, in
collaboration with the Indigenous Relationship Building Circle.
Additionally, the City facilitated a range of other events, such as Summer Concerts, Cultural Fusion Fair, Ganesh
Festival, Festival of India's Heritage, and the Black Joy Holiday Market.
The City strives to ensure diverse representation through food, music, performances, and art at all its events.
Collectively, these events attracted over 80,000 guests in 2024.
Priority 3: Advance Innovation & Responsible Planning to Support a Connected Well-Serviced Community
Specific Actions Status of Progress 2024 Details of Progress
Complete the
Comprehensive
Zoning By-law Review
Complete The final draft of the Comprehensive Zoning By-law Review was reviewed by Council on December 16th, and the By-
law was adopted on that date.
The new By-law will provide a streamlined approach for the City to manage land use and future development.
Continue to advance
the Integrated
Sustainable Design
Standards (ISDS) that
are currently in place
to ensure new
development
considers and
incorporates
sustainability in its
design
In Progress As part of our ongoing efforts, all new Plans of Subdivision and residential developments are required to meet
infiltration targets of 5 mm across the entire development area. Notably, two infiltration galleries are being installed
within the new Seaton TFPM subdivision at Alexander Knox and Brock Road.
Developers are showing commendable cooperation with the City by meeting the Tier 1 mandatory Sustainability
Standards. They are proposing innovative elements such as green roofs and urban agriculture opportunities. In
instances where certain performance measures have proven unfeasible, developers have come forward with
alternative options that address the same benefits. To further encourage sustainable practices, a new Green Builder
Civic Award will be introduced in 2025, recognizing those showcasing innovative sustainable design, technology, and
construction practices in Pickering.
Additionally, we are providing educational opportunities for individuals in the development sector, with final plans in
place to ensure comprehensive understanding and implementation of these standards.
However, it is important to note that RESCON has recently filed a legal application with the Ontario Superior Court of
Justice, seeking a mandatory order to prevent the city from enforcing construction standards that exceed those
outlined in the Ontario Building Code. We will be closely monitoring the outcome of this legal action, as well as the
implementation of the National Building Code across Canada and its implications for Ontario. The results of these
developments may influence the timing of the ISDS revision process, planned for 2026.
The City will continue to advance the ISDS to ensure that new developments contribute positively to our community's
environmental goals.
Plan and design an
increasingly
sustainable City by
ensuring there is
green infrastructure to
support population
and economic growth
for future generations
In Progress Several initiatives endorsed by Council are crucial steps in planning and designing a sustainable city. By embarking on
projects such as the Seaton Recreation Complex & Library, and the Pickering Heritage & Community Centre, both of
which aim to meet Net-Zero Carbon Design standards, the City is actively incorporating green infrastructure into its
development plans.
These projects not only demonstrate the City's commitment to reducing carbon emissions but also ensure that future
population and economic growth are supported by environmentally friendly and energy-efficient facilities. The
implementation of these net-zero projects highlights the City's effort to balance development needs with environmental
responsibilities, paving the way for a sustainable future for upcoming generations.
Specific Actions Status of Progress 2024 Details of Progress
The City also continues to explore options for the electrification of fleet vehicles and equipment, EV charging
infrastructure and other technologies to help reduce its overall carbon footprint. It should be noted that there are
currently two planned PV (photovoltaic) installation at the City:
1. Operations Centre and
2. PMV Conservation Building.
Operations Centre: A Preliminary Engineering Study was completed in July 2024. The study indicates that the
Operations Centre rooftop could host a 443 kWDC PV array, which would produce approximately 454 MWh electricity
per year, offsetting 56% of the Operations Centre’s net annual electricity requirements. The system would be
configured as net-metering, meaning that it will export surplus electricity to the grid when production exceeds onsite
demand. The total budget (2025) is $1,265,000. The engineering consultant for the design has not yet been retained.
PMV Conservation Building: A Preliminary Engineering Study was completed in July 2024. The study indicates that the
south-facing roof of the Conservation Building could host a 75 kWDC PV array, which would produce approximately 73
MWh electricity per year, offsetting 92% of the Conservation Building’s net annual electricity requirements. The system
currently cannot be configured as net-metering, meaning that the building must consume all the electricity it generates.
This also requires that it include a Battery Energy Storage System (BESS), which adds substantially to the cost. Just
as the constraints at Cherrywood TS were recently lifted, it is hoped that the constraints at Whitby TS will soon be
lifted, which could allow both the Conservation Building and PHCC solar projects to forgo a BESS and its associated
costs. The total budget (2023) is $264,000, which includes $20,000 in engineering design fees and $11,500 in permits
and regulatory fees. The engineering consultant for the design has not yet been retained.
The CEMP renewal, estimated to be brought before Council for review and endorsement in 2025, aims to establish
Net-Zero Carbon Design as the recommended standard for new buildings.
Identify opportunities
to enhance
recreational
infrastructure and
programs to meet the
needs of Pickering’s
increasingly diverse
and growing
population
In Progress The City has taken several steps to enhance its recreational infrastructure and programs to meet the needs of
Pickering's increasingly diverse and growing population.
In 2024, nine summer concerts were hosted at Rick Johnson Memorial Park, fostering community engagement and
providing a platform for local talent. Additionally, a new Movie Night series was launched at Pickering Museum Village
(PMV), aimed at attracting new audiences and providing entertainment options for families and individuals.
To further support the community's needs, the City has expanded its basketball programs at the Dr. Nelson F.
Tomlinson Community Centre. A new basketball net was added, allowing for an increase in modified and skills-based
basketball programs, as well as drop-in free teen play.
Specific Actions Status of Progress 2024 Details of Progress
Furthermore, Animal Services has partnered with consultants to conduct a needs assessment to ensure that future
plans for an animal shelter address both current and future community needs. This proactive approach ensures that
the City's facilities remain relevant and effective in serving the community.
These initiatives demonstrate the City’s commitment to identifying and implementing opportunities to enhance
recreational infrastructure and programs, thereby catering to the diverse and expanding population of Pickering.
Recognize the
importance of
affordable and reliable
internet connectivity
for social,
educational, and
political participation
and for health care
delivery. Identify
opportunities to help
bridge the digital
divide.
In Progress Recognizing the importance of affordable and reliable internet connectivity is essential for ensuring social, educational,
and political participation, as well as for effective health care delivery. The "Access Pickering" initiative has made
significant strides in this regard, deploying 60 wireless internet access points across major parks and public areas,
benefiting over 7,500 residents monthly.
Additionally, a hotspot lending program has been established through City libraries in collaboration with Rogers,
enabling residents to stay connected regardless of their location. Resident kiosks have also been installed, providing
digital access to a broad range of services and information.
To further bridge the digital divide, the City is actively exploring tools for enhancing resident engagement through the
Work Order Management solution. By partnering with various vendors, the City aims to offer more options for residents
to report issues or provide feedback online and via mobile, ensuring that everyone has the opportunity to participate
fully in the community.
These efforts highlight the commitment to bridging the digital divide and underscore the critical role that internet
connectivity plays in today's society. By continuing to identify and implement such opportunities, the City can ensure
that all residents have access to the resources they need to thrive.
Make infrastructure
decisions and
investments to ensure
there is adequate
infrastructure to
support the growth
that is coming to
Pickering
In Progress City staff have initiated several projects to align infrastructure decisions and investments with Pickering's growth
needs. These include:
• Holding monthly development and growth management meetings with key stakeholders to ensure infrastructure
decisions align with Pickering's growth needs.
• In collaboration with key partners, infrastructure development (i.e., gas, electricity, water, sewer) is progressing
in Seaton's residential Phase 1 and non-residential Phases 1 and 2.
• The Northeast Pickering Secondary Plan is progressing through the Scoped Subwatershed Study, with
completion set for December. A Preferred Land Use Plan, incorporating feedback from Indigenous groups,
conservation agencies, and other stakeholders, will be finalized by January 2025.
• Advocacy efforts have been made to the Ministry of Energy for natural gas expansion in rural and developing
areas like the Innovation Corridor. Consulting project on Highway Access Management Plan for Innovation
Corridor is set to be completed in 2024.
Specific Actions Status of Progress 2024 Details of Progress
• The Arena Strategy was approved by Council on June 10, 2024 (Resolution #514/24). This strategy evaluates
options for maintaining and reinvesting Pickering’s two municipal arena facilities while assessing the growth-
related needs for additional facilities in the future.
• The Recreation & Parks Ten-Year Plan, featuring 101 recommendations, was approved by Council on
September 23, 2024 (Resolution #575/24). The Plan is now available on the City's website, and key initiatives
have been incorporated into the 2025 Current and Capital Budgets.
• The tennis court facility floor replacement at the CHDRC is currently underway, with completion expected in Q4
2024.
• The City of Pickering is facing challenges related to funding for new growth and the maintenance of aging
infrastructure, particularly with many facilities constructed prior to 2000. In 2023, PSD Citywide Inc. conducted a
review of these issues and provided a methodology for prioritizing future investments. The Facility Renewal
Study outlines a framework for decision-making regarding the renewal, replacement, or disposal of facilities, but
does not include specific recommendations for individual buildings. The Facilities Renewal Study was endorsed
by Council in January 2024.
• The Seaton Recreation Complex & Library will be the city's largest project and first multipurpose recreation
complex in over 40 years. Planned amenities include pools, a gym, a walking track, a fitness center, studios, a
full-service library, a two-pad arena, a playground, a splash pad, and outdoor spaces. In July 2024, Pickering
Council awarded the design contract to Perkins & Will Canada Inc. Three schematic design options have been
developed and public feedback was collected through a five-week community engagement campaign. A new
design option, incorporating public feedback, will be presented to Council in February 2025 for endorsement. If
endorsed, Perkins & Will will proceed to the Detailed Design phase, expected to be completed by September
2025.
Advance the City‘s
Integrated
Transportation Master
Plan to promote a
safe, integrated and
supportive
transportation system
In Progress The City's Integrated Transportation Master Plan, completed in 2021, made 28 recommendations. Staff undertook the
following initiatives in support of this plan:
• Installed “Bike Lake” signages along Granite Court for the existing bike lanes on both sides of the road between
Whites Road and Rosebank Road.
• Added “shared facility” via sharrow pavement markings on Rosebank Road between Finch Avenue and
Taunton Road, with signage to be added next year.
Staff have prepared designs for Active Transportation facilities that are planned for installation in 2025, pending budget
approval.
Adding new Bike Facilities & Associated Signage:
• Dixie Road between Kingston Road and Whites Road via 3rd Concession Road
• Sheppard Avenue between Altona Road and Fairport Road
Specific Actions Status of Progress 2024 Details of Progress
Adding Bike Signages for existing bike lanes:
• Glenanna Road between Kingston Road and Dixie Road
• Strouds Lane between Altona Road and Rosebank Road
• Woodview Avenue between Pine Grove Avenue and Finch Avenue
Furthermore, Report ENG 01-24 was incorporated into the tender for the multi-purpose pathway on the south side of
Walnut Lane Extension.
Work with partners to
improve public transit
options across the
City
In Progress The City of Pickering is committed to enhancing public transit options and is actively collaborating with various
stakeholders to achieve this goal.
In 2024, the City completed the High Frequency Rail (HFR) design consultation project (with Council endorsing the
Corridor Design for a proposed station stop in Pickering) and submitted it to VIA’s HFR team. This development
signifies a major step towards better connectivity and seamless transit experiences for our residents.
Moreover, the City is engaging with stakeholders on transit expansion in Seaton and North Pickering, showcasing an
optimistic vision for the region's future public transportation landscape. Our engineering team has also provided
valuable feedback on transit design to the Region, further ensuring that our plans are robust and comprehensive.
To support tourism, culture, and recreation, a seasonal public transit route has been implemented, connecting the City
Centre to the Waterfront. This initiative, led by Community Services, aims to facilitate easy and convenient access to
key attractions and leisure destinations within the city.
The City Centre Transportation Master Plan Study (CCTMP) aims to address the transportation needs and challenges
within the downtown core, preparing for future intensification over the next 10 to 20 years. The study will assess multi-
modal travel requirements, the existing and future road network operations, as well as transit, bicycle, and pedestrian
networks. It will identify the need for new or modified transportation infrastructure, factoring in emerging developments
within the study area. The study area for the City Centre Transportation Master Plan encompasses lands bounded by
Whites Road (Durham Regional Road 38) to the west, Kingston Road (Durham Regional Highway 2) to the north,
Bayly Street (Durham Regional Road 22) to the south, and Brock Road (Durham Regional Road 1) to the east.
With the changes implemented by Durham Region Transit on January 2, 2024, which affected bus routes and services
in Pickering, we have proactively responded under the advisement of the City of Pickering’s Accessibility Advisory
Committee. The City sent a letter to the Region of Durham, urging them to reverse service changes and consult with
Pickering residents and key stakeholders, including those with accessibility needs, on any future service changes. This
response demonstrates our commitment to ensuring that transit services meet the needs of all our residents.
Specific Actions Status of Progress 2024 Details of Progress
Promote walkability
and increase
opportunities for
active transportation
In Progress Staff promoted walkability and opportunities for active transportation through several initiatives:
• Reopening the Waterfront Trail at Bruce Handscomb Memorial Park. This trail, originally built in the 1960s, had
safety and accessibility issues and significant erosion. The revitalized space now features enhancements to
ensure it is accessible, safe, and vibrant.
• Removing and rebuilding the waterfront trail boardwalk on Beachfront Park between Millenium Square and Alex
Robertson Park. Damaged in 2020 due to high water levels, the new design was adopted by Council after
extensive studies and consultations. Construction began in August 2024 and is expected to finish by July 2025.
Phase 1 includes an elevated walkway and cycling route, viewing platforms, barrier-free access ramps, site
lighting, furniture, and shoreline protection.
• Approving site plans that include sidewalks, multi-purpose paths, bus shelters, pedestrian connections,
accessible parking, bicycle parking, pedestrian-scale lighting, and wayfinding signage.
Continue to identify
opportunities to
enhance community
internet and mobile
connectivity in
collaboration with
partners
In Progress The IT Division collaborated with APBOT and other stakeholders to identify opportunities for improvement of the City’s
community and business engagement. As a result, the City has worked with its internet service providers to enhance
internet and mobile connectivity for Pickering residents and businesses.
Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency
Specific Actions Status of Progress 2024 Details of Progress
Promote, report and
advance
Environmental, Social
and Governance
(ESG) framework
In Progress The City is assessing the suitability of an ESG framework for Pickering. So far, staff have:
• Researched ESG frameworks and their relationship to existing data sources, city corporate plans, and
strategies.
• Reviewed how other Canadian municipalities use ESG frameworks for reporting, what frameworks they use,
and whether they are applicable and relevant to the City of Pickering.
• Identified departments that may need to be involved.
Research indicates limited use of ESG frameworks among Canadian municipalities. For example, the City of Toronto
and the Province of British Columbia currently produce ESG reports, while Mississauga is in the process of developing
an ESG report. Potential reporting metrics have been identified through an extensive review of the GRI Reporting
Framework's 17 standards, specifically related to various departments such as Human Resources, Finance, Office of
the CAO, Community Services, CUPE 129, Corporate Services, City Development – Sustainability, Engineering
Services, Economic Development, and stakeholders who may need to be involved.
In 2025, discussions will be held with the relevant departments to evaluate their current reporting on these metrics, the
value of such reporting to their operations, and their capacity to do so. This information, along with consideration of
associated consulting costs, will assist Pickering in determining whether it is appropriate to implement an ESG
reporting framework at this time.
Preserve, protect, and
enhance Pickering’s
natural heritage
features including
trails, parks and open
space, urban forests,
watercourses, and
Pickering’s waterfront
In Progress The City of Pickering has undertaken significant efforts to preserve, protect, and enhance its natural heritage features.
The recent reopening of the Waterfront Trail at Bruce Handscomb Memorial Park exemplifies this commitment.
Originally constructed in the 1960s, this section of the trail needed improvements for safety and accessibility, which
have now been addressed, alongside mitigating erosion concerns due to environmental conditions. The revitalized
space now features numerous enhancements that reaffirm the City’s collective commitment to creating accessible,
safe, and vibrant outdoor environments.
Additionally, the Rouge Pond cleanout was completed in 2024. This project enhanced the aquatic environment,
contributing to the overall health of Pickering's natural water bodies.
The Pine Creek Erosion Assessment Municipal Class Environmental Assessment, completed by Aquafor Beech
Limited and endorsed by the Council in September 2024, is another testament to this commitment. The study's
comprehensive geomorphic assessment and subsequent rehabilitation plan aim to ensure the long-term stability of
Pine Creek, reduce suspended solids, and improve water quality reaching Frenchman’s Bay over a 15-year period.
Through the existing Pickering Official Plan, the City has designated natural heritage features such as major parks,
open spaces, urban forests, main watercourses, and much of the Pickering waterfront in land use categories that
Specific Actions Status of Progress 2024 Details of Progress
restrict usage to passive activities. This policy ensures the protection and enhancement of these vital natural
resources.
The City’s updated Tree Protection By-law also plays a crucial role in safeguarding environmentally significant areas.
The by-law includes modern definitions, updated mapping, and revised fines to ensure the robust protection of trees in
wetlands and other stream and valley corridors.
Further, the Consolidated Zoning By-law has facilitated the conveyance of lands at Marksbury and West Shore to
complete a section of the Waterfront Trail, thereby enhancing public access to these natural spaces.
Ongoing reviews of the Pickering Official Plan continue to evaluate and revise policies and land use designations
related to the preservation, protection, and enhancement of Pickering’s natural heritage features, ensuring that trails,
parks, urban forests, watercourses, and the waterfront are maintained for future generations.
Explore good
practices in other
jurisdictions pertaining
to innovative city and
community building
In Progress In May 2024, Senior Management Staff toured community centers in Milton, Toronto, Oakville, and Markham to identify
and integrate best practices into the future development of the Seaton Recreation Complex & Library. Additionally, staff
interacted with City of Whitby on the development of their new Community Centre as a best practices review.
As part of the Pickering Official Plan Review, a best practice review forms part of the background work for each of the
major topic areas. These include:
• Visions and Priorities
• Growth Management
• Natural Heritage, Hazards, and Sustainability
• Agriculture and Rural Areas
• Community Elements and Infrastructure
To promote sustainable building practices, information was conveyed to builders through Sustainable Pickering
Workshops and Lunch and Learns. These sessions included packages for developers and builders, detailing
innovative and sustainable construction practices such as:
• Accessible design
• Electric vehicle charger rough-in/wiring
• Grey water recycling systems
• Total roof wrapping under shingles
• Solar panel installation with requisite wiring
• Low albedo shingles
• Usage of heat pumps instead of gas or electric furnaces and air conditioners
Specific Actions Status of Progress 2024 Details of Progress
Specific policies have been incorporated into the new Official Plan to address environmental stewardship, innovation,
and resiliency. These policies are aimed at fostering innovative city and community building, ensuring that Pickering
continues to evolve as a leader in sustainable and forward-thinking urban development.
Explore opportunities
to position Pickering
as a clean energy
centre
In Progress The City of Pickering is actively exploring opportunities to position itself as a clean energy centre through several
strategic initiatives. In 2024, a consultant was retained to assist staff in developing the 2025 renewal of the Corporate
Energy Management Plan (CEMP). This renewal, estimated to be brought before Council for review and endorsement
in Q1 2025, aims to establish Net-Zero Carbon Design as the recommended standard for new buildings.
Moreover, the City is developing a comprehensive strategy that includes researching the concept and purpose of a
clean energy centre designation. This involves preparing a discussion paper outlining the objectives of positioning
Pickering as a clean energy centre and defining the appropriate model for such a centre. Through this effort, the City
seeks to clearly articulate its vision and objectives for clean energy, paving the way for actionable plans.
To ensure successful implementation, the City is identifying necessary resources such as staffing, physical space, and
budget requirements. Additionally, the City is exploring funding partnerships and grant opportunities, which are
essential for sustaining these initiatives and fostering innovative projects.
Furthermore, collaboration with the Region of Durham and Ontario Power Generation (OPG) on a pre-feasibility study
for District Energy in the City Centre underscores Pickering's commitment to clean energy solutions. This partnership
highlights the City's proactive approach in seeking viable clean energy projects that benefit the community and
environment.
The City is committed to sustainable energy practices, as evidenced by its investment in various initiatives. Notably,
there are currently two planned PV (photovoltaic) installation at the City:
1. Operations Centre and
2. PMV Conservation Building.
Operations Centre: A Preliminary Engineering Study was completed in July 2024. The study indicates that the
Operations Centre rooftop could host a 443 kWDC PV array, which would produce approximately 454 MWh electricity
per year, offsetting 56% of the Operations Centre’s net annual electricity requirements. The system would be
configured as net-metering, meaning that it will export surplus electricity to the grid when production exceeds onsite
demand. The total budget (2025) is $1,265,000. The engineering consultant for the design has not yet been retained.
PMV Conservation Building: A Preliminary Engineering Study was completed in July 2024. The study indicates that
the south-facing roof of the Conservation Building could host a 75 kWDC PV array, which would produce
approximately 73 MWh electricity per year, offsetting 92% of the Conservation Building’s net annual electricity
Specific Actions Status of Progress 2024 Details of Progress
requirements. The system currently cannot be configured as net-metering, meaning that the building must consume all
the electricity it generates. This also requires that it include a Battery Energy Storage System (BESS), which adds
substantially to the cost. Just as the constraints at Cherrywood TS were recently lifted, it is hoped that the constraints
at Whitby TS will soon be lifted, which could allow both the Conservation Building and PHCC solar projects to forgo a
BESS and its associated costs. The total budget (2023) is $264,000, which includes $20,000 in engineering design
fees and $11,500 in permits and regulatory fees. The engineering consultant for the design has not yet been retained.
Take action and work
with partners on
climate change
mitigation and
adaptation measures
In Progress Pickering was selected to complete a project with ICLEI Canada regarding a Risk and Vulnerability Assessment
(Phase 1 of a Community Climate Adaptation Project). Staff hired a consultant to complete Phase 2/3 of the project,
which involved public engagement, gap analysis, data gathering, and the completion of a draft Community Climate
Adaptation Plan. A consultant was retained in late 2023. Engagement has been ongoing, including meetings with
Council members and a Council survey, public and stakeholder surveys, virtual and in-person stakeholder workshops
and surveys, a Town Hall meeting, information posted on Let’s Talk Pickering, presentations to Advisory Committees,
and SMT, among others. The draft plan will be released to the community in January 2025 with a public open house
scheduled for February 2025. Building upon existing work, the results of this project aim to assist the City in further
improving climate resiliency by verifying and addressing the impacts of climate change, such as those from extreme
weather-related events. Proactive measures can help reduce exposure to risks while supporting future resilience for
residents, especially vulnerable populations. The report is planned to be released in April 2025.
A consultant was retained in December 2023 to help research and update existing indicators for the Measuring
Sustainability Report, identify and make recommendations to address new indicators that should be considered,
deliver a community survey, and compile information about the City's and stakeholders' actions to support the
indicators. The project team met with city staff from various departments to discuss indicators and sources of data. A
public survey was issued in June. The draft report is being reviewed prior to being sent to graphic designers. The
Measuring Sustainability Report will be issued in spring 2025.
For the past five years, the City has provided the community with a summary of the City of Pickering’s achievements,
events, programs, and projects related to sustainability. The document promotes the efforts of the City and its
community partners and serves to inspire others to connect and get involved. Pickering’s 2023 Sustainable Pickering
Year in Review highlights efforts to address a variety of initiatives, including community engagement, urban agriculture,
sustainable development, climate change, natural environment, waste diversion, energy efficiency, and more.
Identify opportunities
to incorporate
innovation,
sustainability and
resilience in the
In Progress The City of Pickering has actively identified opportunities to incorporate innovation, sustainability, and resilience into
community design and municipal infrastructure through various initiatives. The endorsement of the Facilities Renewal
Study in January 2024 is a prime example. This study emphasizes the need to prioritize future investments in existing
facilities based on a structured, fact-based methodology. By considering the lifecycle and condition of buildings, the
City aims to ensure sustainable management of resources and infrastructure.
Specific Actions Status of Progress 2024 Details of Progress
community design as
well as municipal
infrastructure (e.g.
roads)
Additionally, the successful completion of the Pine Creek Erosion Municipal Class Environmental Assessment Study
highlights the City's commitment to addressing and mitigating erosion-related risks. By identifying high-priority sites for
rehabilitation, the City not only enhances the resilience of its municipal infrastructure but also demonstrates innovation
in environmental management practices.
Both initiatives reflect Pickering's proactive approach to integrating sustainable practices and resilience into the fabric
of its community design and infrastructure, ensuring a stronger, more adaptable future for its residents.
Recognize the
important role of
agriculture and tree
canopy in carbon
sequestration (carbon
budgeting)
In Progress In January 2024, the City Council approved a new, modernized Tree Protection By-law. To support this initiative, staff
from City Development, Municipal Law Enforcement Services, and Engineering Services engaged in various activities,
including: updating information on the City's website; sending email blasts; placing signboards at strategic locations;
attending the weekly Farmers' Market during the summer; holding three Public Information Centres (April 19, June 28,
and November 23, 2024); hosting Virtual Stakeholder meetings (April 13 and July 5, 2024); participating in
Sustainability events during April Earth Month, such as Build a Birdhouse, Tree Planting, Invasive Species, and
Gardening for Climate Change; attending a Ward 1 Town Hall Meeting (April 30, 2024); conducting an Information
Session for the Waterfront Advisory Committee; and administering two online surveys to promote and explain the new
By-law.
The updated By-law revises fees and fines and modernizes definitions. It regulates trees in environmentally sensitive
areas, including significant woodlands, which are crucial for carbon sequestration. To address tree protection issues
more effectively, the City’s Engineering Services hired a second Coordinator for Forestry Management.
An Urban Forest Strategy is anticipated to be undertaken in 2026 or 2027, subject to funding availability. Engineering
Services is expected to lead this initiative with assistance from City Development.
The role of agriculture in carbon sequestration has yet to be investigated.
Recognize the
importance of internet
connectivity and
digital infrastructure in
contributing to climate
change mitigation
In Progress The current Workplace Modernization initiative reduces printouts and enhances service delivery efficiency. This
initiative also enables staff to work remotely, contributing to climate change mitigation by reducing traffic congestion
and lowering the City’s carbon footprint.
Priority 5: Strengthen Existing & Build New Partnerships
Specific Actions Status of Progress 2024 Details of Progress
Advocate for funding
to address community
needs from upper
levels of government
and partners
In Progress Efforts to advocate for funding to support community needs in Pickering have been proactive and multifaceted:
• Council approved applications to fund a portion of the cost of the Seaton Recreation Complex & Library, and the
retrofit of the O’Brien Arena to the Green & Inclusive Community Building Fund through Resolution #578/24.
• Council approved applications to fund a portion of the cost of the City Centre Park and the replacement of
seven playgrounds to the Community Sport and Recreation Infrastructure Fund through Resolution #577/24.
• City Staff were successful in securing $61,500 in sponsorship funding for Events, Recreation, and Sustainability
service areas in 2024 in partnership with local businesses such as Elexicon, Ontario Power Generation, Lego,
Magic Windows, Bristol Car & truck Rentals, Chartwell Retirement Residences, HiFive Kids Dental, Amica and
Renewal By Andersen.
• City staff successfully submitted over 20 grant applications, securing over $250,000 in funding to support major
projects.
• The Mayor has also regularly met with key elected officials—including the local MP, MPP, and Ministers at both
Provincial and Federal levels—through scheduled meetings and at conferences such as AMO, to advocate on
behalf of the City’s needs. Additionally, in 2024, the Mayor has sent over six letters to upper levels of
government seeking funding for a variety of services and projects across Pickering.
• Beyond this, the Mayor and City staff have worked closely with community partners and local businesses to
identify and pursue funding opportunities that directly support the City’s growth and well-being. Through more
than four collaborative efforts, the Mayor has engaged with community organizations and businesses to help
them secure the necessary funding for projects that have a positive impact on the community. In addition, the
Mayor has written over five letters of support for local organizations, businesses, and community groups,
helping to strengthen their applications for funding from provincial and federal governments.
Work more closely
with members of the
business community,
and with the Ajax
Pickering Board of
Trade (APBOT), in
particular
In Progress In 2024, collaboration with the business community has continued to grow, with efforts focused on fostering strong
relationships through the City's Site Visit Program. This initiative, which has facilitated over 30 site visits, has allowed
businesses to engage directly with City staff and the Mayor’s Office, strengthening ties and supporting local business
development.
Demonstrating a strong commitment to the community, the City has maintained a close relationship with the Ajax-
Pickering Board of Trade (APBOT). This includes having a dedicated council member, currently serving as an advisor,
and proudly supporting the business association as a Premier Partner Sponsor. The City has further strengthened its
connection with the APBOT business community by actively participating over 10 of the Board's events throughout the
year (including but not limited to: Mayors' Breakfast Address, New Year’s Levee, Patio Nights, Golf Tournament, and
the Business Excellence Awards).
Specific Actions Status of Progress 2024 Details of Progress
The Mayor has also conducted over 26 business site visits across Pickering, gaining insight into local enterprises and
exploring ways to provide further support. Additionally, the Mayor has attended over 40 grand openings, using these
occasions to meet with new business owners in Pickering and discuss how the city can assist in their growth. APBOT
is regularly invited to join these visits and grand opening events, reinforcing the ongoing collaboration between the city
and the business community.
When City Development staff are reviewing development applications that could result in the potential displacement of
existing buildings and businesses, City Development staff work with staff from Economic Development & Strategic
Projects Division to assist in business retention and relocation.
These efforts indicate the City's collaboration with members of the business community and the Ajax Pickering Board
of Trade (APBOT).
Work more closely
with Advisory
Committees, including
the Anti-Black Racism
Taskforce, the
Heritage Advisory
Committee and the
PAC4Teens Activity
Council to advance
City priorities
collaboratively
In Progress City Departments continue to work closely with Advisory Committees, Boards, Committees, Taskforces, and groups on
corporate projects and priorities.
Staff have held multiple consultations and discussions with the Pickering Anti-Black Racism Taskforce, totaling 11
times.
The Heritage Advisory Committee has been actively involved 16 times in preserving and promoting the rich cultural
history of Pickering.
Additionally, the PAC4Teens Activity Council (PAC4Teens) has been a vital partner in engaging our youth. Our
collaboration has led to monthly meetings where we discuss and implement programs that resonate with the younger
population. This partnership ensures that the voices of our youth are heard and that their needs are addressed.
In March 2024, a subcommittee called Pickering Arts, Culture, and Engagement (PACE) was established within the
Cultural Advisory Committee (CAC) to gather input on arts, dance, music, and food. This initiative further enhances our
community engagement efforts and reflects our commitment to cultural diversity.
Take the lead to
connect sector
representatives,
community groups,
and organizations
(i.e., support urban
agriculture, connect
farming community
In Progress To effectively connect sector representatives, community groups, and organizations, the City undertook the following
key actions:
• The City actively collaborated with community advocacy groups to explore opportunities for business
development and assess the potential impact of High-Frequency Rail on farmlands and agricultural areas.
• An Urban Farming and Agriculture Survey was conducted on January 29, 2024. The survey results were
summarized in the Report to the Executive Committee (SUS 03-24), dated March 4, 2024.
Specific Actions Status of Progress 2024 Details of Progress
and development
industry, to address
issues pertaining to
topsoil for example)
• The City operates two community gardens: the Valley Plentiful Community Garden (VPCG) in Diana Princess of
Wales Park, and the George Ashe Library & Community Centre's '55+ Plot to Plate' program. Both gardens
include donation plots that support local food banks, fostering a sense of community and shared responsibility.
• In 2023, the City launched a project to enhance the Valley Plentiful Community Garden site by adding
accessible parking and raised beds. Construction is currently underway and is expected to be completed by the
end of 2024, ensuring greater accessibility and inclusivity for all residents.
• The Pickering Public Library introduced its first Seed Library program, promoting healthy food and sustainable
practices while protecting plant and food crop biodiversity.
• The City provided financial support for urban agriculture-related projects through the City's Environmental
Schools Grant and Community Grant programs.
• The City continued to host its award-winning Farmers’ Market, connecting residents with local farmers, bakers,
artisans, and small businesses.
• The City has long recognized the importance of implementing and investing in urban agriculture initiatives to
address food supply, food security, and sustainable urban development. These activities can help reduce
grocery bills, carbon emissions, and provide opportunities to support social, physical, and mental wellbeing.
Looking ahead, City staff will develop new programs and events designed to address community needs and further
promote urban agriculture. The City will continue to support these initiatives through the Integrated Sustainable
Development Strategy (ISDS), encouraging opportunities for food production in new developments.
Partner with youth to
identify additional
opportunities for
partnership with the
City and community
leaders
In Progress The City has effectively partnered with youth to identify and pursue additional opportunities for collaboration with the
City and community leaders. This is showcased by the initiatives and programs organized by the Pickering Activity
Council for Teens (PAC4Teens). These initiatives include successful events such as Youth Week, Hip Hop in the Park,
All Wheels Skate Competitions in partnership with the Pickering Skate Alliance, Art Shows, and Culinary Competitions.
Additionally, the PAC4Teens Fall Food Drive successfully collected and donated over 650 lbs. of food items to the St.
Paul’s on the Hill Community Food Bank.
Furthermore, in alignment with the goal to work collaboratively with youth to enhance services and programs, City staff
conducted youth engagement sessions within schools and City facilities to gather valuable input on the new Seaton
Recreation Complex & Library.
Collaborate with
others to attract and
retain the talent that
Pickering’s economy
and business require
now and into the
future
In Progress In 2024, the City of Pickering has worked closely with Durham Region, stakeholders, and the community to attract and
retain the talent essential for the city's future growth. By promoting events such as the Durham Region Unemployment
Centre sessions, Invest Durham Career Roundup, and local job fairs through Invest Pickering platforms, the City has
highlighted opportunities for community members and businesses to stay informed about emerging prospects.
Specific Actions Status of Progress 2024 Details of Progress
Collaborating with a range of partners, Pickering is in advanced discussions with a post-secondary institution to bring a
campus to the city. This initiative aims to provide higher education and training opportunities, ensuring that the local
workforce is equipped with the skills needed to support and drive economic development.
The Recruitment team has also researched best practice videos, and a team member will present recommendations to
the website team aimed at attracting youth in the community for job opportunities in Pickering.
Leverage the City’s
role in Durham
Region by supporting
the work of the
Durham Economic
Development
partnership
In Progress The City has been actively leveraging its role in Durham Region by robustly supporting the work of the Durham
Economic Development Partnership (DEDP). Our collaboration at the Collision Conference allowed us to engage with
international business leads, thereby attracting investment and fostering vital connections. Additionally, the ongoing
bimonthly meetings between Durham municipalities focus on collaborative projects, addressing key challenges, and
seizing opportunities within our community.
Looking ahead, DEDP is actively planning significant 2025 initiatives, including participation in Hannover Messe, a
leading global trade fair.
Leverage
partnerships with
academic, health care
and environmental
institutions and
organizations, the
business community
and the Ajax Pickering
Board of Trade
In Progress By leveraging partnerships with academic, health care, and environmental institutions, as well as organizations within
the business community and the Ajax-Pickering Board of Trade, the City of Pickering is dedicated to fostering a
collaborative environment. These partnerships include attending over ten of the Board's events annually and involving
council members in advisory roles and sponsorships.
Collaborative efforts with Lakeridge Health are underway to identify a suitable location for a Post-Acute Rehabilitation
Centre. Through Resolution #588/24, Lakeridge Health has secured a license agreement to utilize space in the
Chestnut Hill Developments Recreation Complex. This initiative will provide a free Chronic Obstructive Pulmonary
Disease Community Exercise Clinic, offering weekly sessions to support the health and well-being of our community
members.
Additionally, the City continues to partner with the Toronto and Region Conservation Authority on initiatives, such as
expanded waterfront trail between Marksbury and Westshore Blvd. and negotiations to enter into a management
agreement for Petticoat Creek Conservation Park.
Identify opportunities
to build relationships
with community
members,
stakeholders,
Advisory Committee
Members, and upper
levels of government,
In Progress In line with our commitment to fostering strong relationships, the City identified several key opportunities in 2024 to
engage with community members, stakeholders, Advisory Committee Members, and upper levels of government,
including Indigenous Government. These include:
• Indigenous Engagement: In April 2024, we signed a Relationship Agreement with the Mississaugas of Scugog
Island First Nation (MSIFN) to ensure their involvement in the Northeast Pickering Secondary Plan and future
projects that required Indigenous Engagement. Additionally, preliminary discussions with MSIFN and other
Indigenous groups were initiated to develop ongoing relationships and address planning processes in Northeast
Pickering. The Mayor and City staff met twice with Chief LaRocca and the Mississaugas of Scugog Island First
Specific Actions Status of Progress 2024 Details of Progress
including Indigenous
Government
Nation (MSIFN) Council for relationship building, information sharing, and to gather feedback on projects and
initiatives in the City.
• Community Consultations: Annual Sport User Group meetings were established to strengthen ties with sporting
organizations. Consultations with 42 Sport User Groups were held to gather input for the Recreation & Parks
Ten-Year Plan and the design options for the new Seaton Recreation Complex & Library. Extensive
consultations in October 2024 engaged various community sport, culture, and special interest groups to ensure
their voices were heard in the design of the new Seaton Recreation Complex & Library.
• Ratepayer Associations: The Ratepayer Association Policy was developed and approved by Council on April
22, 2024. The dedicated Webpage has been live since June 17, 2024, lists Registered Ratepayer Associations
and their contact information as well as pertinent information concerning Associations. To date, a total of three
Ratepayer Associations have registered. The City will continue to ensure that Ratepayer Associations meet the
eligibility requirements, continue to meet their responsibility in accordance with the Policy and to administer the
applicable benefits outlined in the Policy.
• Lobbyist Registry: The City continues to build relationships with the community through the Lobbyist Registry
program; this Registry ensures that the public can view lobbying activity between Lobbyists and Public Office
Holders – which emphasizes a culture of open, transparent and accountable government. In terms of lobbying
activity for 2024, there have been 18 Lobbyist Registry profiles and 18 Lobbyist activities registered in 2024.
• Stakeholder Collaboration: The Mayor collaborated with over 246 stakeholders, including community
organizations, businesses, schools, sports associations, faith leaders, and cultural groups. These interactions
included business site visits, grand openings, local community events, meetings, and roundtables. The Mayor
also supported faith and cultural groups in hosting events at City facilities, ensuring diverse voices were
represented.
• Interfaith and Senior Engagement: The ‘Stronger Together: Interfaith Roundtable’ organized by the Mayor
brought together 30-35 leaders from various faith communities to discuss local issues and explore collaborative
efforts. Town halls for seniors' clubs, organizations, and residents in long-term care homes were also hosted to
keep their members engaged and informed.
• Advisory Committees: Through the Official Plan Review, staff contacted the Advisory Committees to gather
input on major topics. Public information meetings and workshops were held to engage community members
and stakeholders. Workshops and virtual meetings were conducted on Vision and Values, and Growth
Management and Urban Structure.
Priority 6: Foster an Engaged & Informed Community
Specific Actions Status of Progress 2024 Details of Progress
Identify opportunities
to enhance digital
platforms including
social media
platforms to share
information, provide
updates and gather
feedback
In Progress The City of Pickering has proactively identified and implemented several opportunities to enhance its digital platforms,
with a particular focus on social media, to effectively share information, provide updates, and gather feedback from the
community. To further enhance digital engagement, the City:
• Completed 14 interactive polls on social media
• Scheduled 68 designs across the City's digital sign network to promote key events, services, and initiatives
• Produced 48 videos in-house, including 10 social media trend videos.
• A Facebook Live Budget Presentation with the City's Director, Finance & Treasurer was also hosted
• Published monthly Council Meeting recap articles for staff and the public.
• Organized 6 social media contests
• Hosted 40 photo shoots in-house for various events and announcements
• Achieved a 9 percent growth rate in its social media following across platforms such as Twitter, Instagram,
Facebook, and YouTube.
LetsTalkPickering.ca continued to serve as a centralized tool to coordinate and promote all the City’s engagement
opportunities. Dedicated pages were created for key initiatives such as the Recreation & Parks Ten Year Plan,
Pickering Heritage & Community Centre programming, the new Seaton Recreation Complex & Library, Public Art
projects, the relocation of the Santa Claus Parade route, the Waterfront Paddle Sport initiative, tourism marketing
series, Retail Market Study, as well as fitness and community programming.
As part of the Pickering Official Plan Review – Pickering Forward, residents were invited to participate in surveys on
the Let’sTalkPickering.ca platform too regarding the Community Vision and Priorities, as well as Growth Management
& Urban Structure. Social media posts and announcements were used to promote the surveys, along with both in-
person and virtual open houses. Official Plan Review (OPR) inserts were prepared and included with June tax bills,
reaching every household. Additionally, advertisements were placed in the Toronto Star, and a dedicated webpage was
created for further information.
In addition, the Legislative Services Department is implementing new Meeting Management Software, eScribe, aimed
at improving meeting efficiency and enhancing public transparency. The system will digitally create and manage public
meetings, automate workflow and approval processes, facilitate paperless agenda creation and distribution, and
enhance citizen transparency through web streaming and digital documents. Core team training began in August 2024,
with the first public meetings using eScribe scheduled for early 2025.
Promote and support
a range of
engagement
In Progress The City has been committed to promoting and supporting a variety of engagement methodologies to meet the diverse
needs of all community members. Through our digital engagement platform, LetsTalkPickering.ca, residents have
been actively involved in important discussions and decision-making processes.
Specific Actions Status of Progress 2024 Details of Progress
methodologies to
address the needs of
all community
members
The Animal Services team offered educational opportunities for residents to explore the meaningful connections
between Indigenous cultures and animals, fostering a deeper understanding of these relationships. Additionally, Animal
Services encouraged positive and proactive approaches for the community to coexist with and enjoy wildlife. The City
also supported sustainable fishing practices through a fishing line recycling program and educational initiatives.
In the context of the Pickering Official Plan Review (OPR), staff ensured every household received information by
including inserts with the June tax bills. Our promotional efforts also included advertisements in the Toronto Star and a
dedicated webpage. For the OPR Discussion Paper 1, engagement activities included an in-person public meeting, a
virtual public meeting, and advertisements on the project webpage featuring a diagram of the planning hierarchy
included in the discussion paper. During the Consolidated Zoning By-law Review - Phase 3, notifications were sent via
email, a dedicated webpage was created, and a statutory public meeting was held in person.
To inform the community about the Revised Tree Protection By-law, staff developed a brochure that was distributed by
Municipal Law Enforcement and City Development staff at the Farmers' Market.
Looking ahead at our Fire Prevention Activities, staff will:
• Collaborate with the communications team to expand the use of video social media messaging on various
platforms.
• Launch the ‘Go to where you are’ project, where education and interaction occurred in unexpected locations
such as grocery stores and transit stations.
• Explore opportunities for engaging established community groups and advisory committees.
• Engage with higher-risk businesses to offer prevention services and extinguisher training.
These efforts demonstrate our unwavering commitment to promoting and supporting a range of engagement
methodologies that address the needs of all community.
Continue to monitor
trends and emerging
technologies to
ensure the City is
engaging with
community members
in ways that are
meaningful and
relevant
In Progress The City will continue to utilize innovative tools and platforms, such as social media polls, digital signage, and video
content, to effectively communicate and engage with the community. This strategy not only keeps residents informed
but also encourages their active participation in municipal affairs. By staying familiar with the latest technological
trends, the City is poised to offer an engaging experience for all community members. In addition to this, staff continue
to explore innovative ways to engage with community members in ways that are meaningful and relevant. In 2024,
staff used interactive polls on social media; used the City's digital sign network to promote key events, services, and
initiatives; produced videos in-house, including social media trend videos; and published monthly Council Meeting
recap articles for staff and the public. The City’s digital public engagement platform, LetsTalkPickering.ca, saw over
50,000 visits to the site. LetsTalkPickering.ca also saw an increase in registered users, bringing the total number of
registered users to 3,348 profiles.
Specific Actions Status of Progress 2024 Details of Progress
The City is committed to providing accessible, trustworthy, and convenient digital services to support Pickering’s
diverse population and growth, while ensuring continuous and robust privacy and security measures. Future phases of
the City’s digital transformation journey will include a Citizen Relationship Management (CRM) platform, increased
eCommerce options, a resident-focused Work Order Management System, and an improved multi-channel
communications solution, including live chat.
Explore opportunities
to make the planning
process more readily
understandable by
interested community
members
In Progress An application progress tracker for the City’s website is being examined as part of the Development Application
Review Process.
A graphic was prepared in Discussion Paper 1, Vision and Priorities, of Pickering Forward, presenting the hierarchy of
Provincial, regional and local planning documents.
Looking ahead, staff will continue to explore innovative ways to make the planning process more understandable to
interested community members.
Develop and
implement a digital
strategy to improve
the delivery of City
services to the
community
In Progress In February, Council endorsed the Digital Readiness Assessment and Strategy, which outlines an investment and
implementation framework to leverage digital technology for improved operational efficiency and service delivery.
Efforts to advance this strategy include:
• Hiring a Senior Project Manager, Digital Services
• The deployment of resident kiosks, offering digital access to a wide array of services and information.
• A website refresh project is currently underway and expected to launch in January 2025, aimed at enhancing
the delivery of digital services to the community.
• Application review is in progress for the hiring of a new digital specialist.
Continue to measure
and report on
engagement progress
In Progress Extensive community and stakeholder engagement on key initiatives resulted in strong participation through surveys,
open houses, and stakeholder sessions. Projects included, the Recreation & Parks Ten Year Plan & Arena Strategy
(3,007+), Seaton Recreation Complex & Library 1,075), Pickering Heritage Community Centre programming (366),
several public art projects, Greenwood Park Redevelopment (240+).
In 2024, Invest Pickering engaged over 800 followers on X and 1,100 on LinkedIn, highlighting opportunities and
business offerings in the city. The social media presence has grown significantly, reflecting Pickering's expansion and
business growth.
Invest Pickering connects with the community through monthly newsletters featuring updates on projects, grants,
events, and local business milestones.
With over 1,200 subscribers and an average open rate exceeding 50%, the newsletter has become a vital engagement
tool for both residents and the business community.
Specific Actions Status of Progress 2024 Details of Progress
Furthermore, Staff streamed 83 live videos of Council, Executive Committee, Planning and Development Committee
and Advisory Committee Meetings, with a total of 19,747 views
Identify opportunities
for elected officials to
meet more regularly,
and more informally
with community
members
In Progress The Mayor has actively engaged with numerous residents, community groups, and local organizations through phone
calls, as well as virtual and in-person meetings to discuss important local issues. Additionally, the Mayor has
participated in hundreds of community events in Pickering and across Durham, engaging directly with residents and
community members.
In 2024, the Mayor hosted several events, including three 'Coffee with Kevin' sessions, providing community members
the opportunity to meet with Mayor Ashe, receive updates on city developments, and pose questions directly to him.
Pickering's three Regional Councillors and three City Councillors held over 15 individual or joint Town Hall meetings
and/or community gatherings throughout the year.
Furthermore, City staff take a proactive approach by sending a weekly calendar of events to elected officials, ensuring
a continuous stream of engagement opportunities. From public art unveilings to provincial/federal announcements to
cultural celebrations and everything in between, groundbreaking ceremonies to ribbon cuttings, these events provide
elected officials with dozens of opportunities each year numerous occasions to connect with the community in an
informal settings.
Additionally, the Economic Development department extends invitations for conferences, tradeshows,
groundbreakings, ribbon-cuttings and grand opening ceremonies that support local businesses while offering elected
officials further platforms for engagement with residents in an informal context.
Identify opportunities
to increase
community
understanding of
municipal government
In Progress To enhance community understanding of municipal government, several initiatives were implemented:
• Published monthly Council Meeting recap articles for staff and the public on the City’s website.
• Released Council recap videos through Mayor Ashe's "Keeping up with Council."
• Elected officials hosted Town Halls; for instance, Mayor Ashe held mini-Town Halls with students to inform them
about different levels of government and their respective responsibilities.
• Conducted a Facebook Live Budget Presentation with the City's Director of Finance & Treasurer to explain the
proposed capital budget to residents.
• Released a Proposed Budget Highlights publication. This document complements the 2025 Budget proposed
by the Mayor, providing a summary of significant achievements from 2024 and outlining strategic priority
projects for the year ahead as proposed in the 2025 Budget. It offers residents clear and concise information
about how the initiatives advance the Council-approved Corporate Strategic Plan, along with key financial
highlights for the 2025 fiscal year.
Specific Actions Status of Progress 2024 Details of Progress
City staff have also begun exploring strategies to effectively promote the new Ward Boundaries ahead of the 2026
Municipal Election, ensuring residents are informed about the changes and the election process. This initiative will
launch in 2025.
Provide enhanced
opportunities for
community members
to become more
actively involved in
City government (e.g.
youth)
In Progress The City of Pickering has demonstrated its commitment to providing enhanced opportunities for community members,
particularly youth, to become more actively involved in City government through various initiatives:
• Participation in the "Take Our Kids to Work" program for Grade 9 students, exposing students the opportunity to
experience a wide range of potential career paths.
• Engagement through Mayor Kevin Ashe’s classroom visits, which bring local governance insights directly to
students.
• The Pickering Activity Council for Teens (PAC4Teens) advises on municipal programs and services, offering a
platform for youth to voice their opinions and contribute to the community.
• Project leads regularly book presentations to inform and seek feedback from the PAC4Teens group. In 2024,
three presentations were made regarding the City of Pickering’s website, Seaton Recreation Complex & Library
community engagement, and the Hunger Action initiative with St. Paul’s on the Hill Community Food Bank.
• Two surveys conducted by PAC4Teens on the City’s website and Seaton Recreation Complex & Library
construction, ensuring that youth perspectives are considered in significant projects.
These initiatives reflect the City’s dedication to fostering an inclusive environment where community members,
especially youth, are encouraged to actively participate in the governance and development of their city.