Loading...
HomeMy WebLinkAboutApril 7, 2025 Executive Committee Meeting Agenda April 7, 2025 Electronic Meeting – 2:00 pm Chair: Mayor Ashe For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Please be advised that in accordance with Section 09.04 of the Procedure By-law, the City of Pickering is holding Council and Committee Meetings in an electronic format until further notice. Members of the public may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting. Page 1. Call to Order/Roll Call 2. Disclosure of Interest 3. Delegations Members of the public looking to provide a verbal delegation to Members of the Executive Committee may do so through a virtual connection into the meeting. For more information, and to register as a delegate, visit pickering.ca/meetings, and complete the online delegation form or email clerks@pickering.ca. The list of delegates who have registered to speak will be called upon one by one by the Chair in the order in which they have registered. Delegates are allotted a maximum of 5 minutes to make their delegation. Please be advised that your name will appear in the public record and will be posted on the City’s website as part of the meeting minutes. 3.1 Cynthia Davis, President and CEO, Lakeridge Health Re: Lakeridge Health Annual Update 3.2 Gord Taylor, Member, Durham Agricultural Advisory Committee (DAAC) Nicole Swain, Member, Durham Agricultural Advisory Committee (DAAC) Re: Durham Agricultural Advisory Committee (DAAC) Update 4. Matters for Consideration 4.1 Chief Administrative Officer, Report CAO 04-25 1 Community Safety and Well-Being Advisory Committee - Revised Terms of Reference Recommendation: Executive Committee Meeting Agenda April 7, 2025 Electronic Meeting – 2:00 pm Chair: Mayor Ashe For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 1. That Report CAO 04-25 regarding the approval of revised Terms of Reference for the Community Safety and Well-Being Advisory Committee be received; 2. That the revised Terms of Reference for the Community Safety and Well-Being Advisory Committee, as set out in Attachment #1 to this Report, be approved; and, 3. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.2 Director, Community Services, Report CS 03-25 7 Deaccession of Museum Artifacts - 2025 Artifact Deaccession List Recommendation: 1. That the deaccession of museum artifacts, as set out in Attachment 1, be endorsed; and, 2. That the staff be authorized to take the necessary actions as indicated in the report. 4.3 Director, Engineering Services, Report ENG 05-25 25 Proposed All-way Stop - Sapphire Drive and Azalea Avenue/Kingpeak Crescent Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “6” and Schedule “7” to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering, specifically to address the proposed installation of an all-way stop control at the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Committee Meeting Agenda April 7, 2025 Electronic Meeting – 2:00 pm Chair: Mayor Ashe For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 4.4 Director, Engineering Services, Report ENG 06-25 31 Chickadee Stormwater Management Pond Cleanout and Dixie Estates 2 Stormwater Management Pond Cleanout Projects Consulting and Professional Services for Detailed Design Recommendation: 1. That Council approve retaining T.Y.Lin International Canada Inc. for consulting and professional services for the preparation of the detailed designs of the Chickadee Stormwater Management Pond Cleanout Project and the Dixie Estates 2 Stormwater Management Pond Cleanout Project, in accordance with Purchasing Policy Item 10.03 (c), as the assignment is above $50,000.00; 2. That the proposals submitted by T.Y.Lin International Canada Inc. for consulting and professional services for the preparation of the detailed design of the Chickadee Stormwater Management Pond Cleanout and the Dixie Estates 2 Stormwater Management Pond Cleanout projects, in the combined amount of $113,141.85 (net HST) or $125,639.05 (HST included) be accepted; 3. That the total gross project cost of $144,837.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $130,430.00 (net HST) be approved; 4. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $130,430.00 as follows: a) The sum of $60,000.00 to be funded from the Stormwater Management Reserve Fund as approved in the 2025 Capital Budget be increased to $65,375.00; b) The sum of $60,000.00 to be funded from the Stormwater Management Reserve Fund as approved in the 2025 Capital Budget be increased to $65,055.00, and, 5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.5 Director, Engineering Services, Report ENG 07-25 38 Urban Forest Study Update and Tree Canopy Cover Assessment Executive Committee Meeting Agenda April 7, 2025 Electronic Meeting – 2:00 pm Chair: Mayor Ashe For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Recommendation: 1. That Council approve retaining the services of the Toronto and Region Conservation Authority to update the Urban Forest Study and complete a Tree Canopy Cover Assessment, in accordance with the City’s Purchasing Policy, Appendix 1, item 8; 2. That the proposal submitted by Toronto and Region Conservation Authority to update the Urban Forest Study and complete a Tree Canopy Cover Assessment, in the amount of $201,140.00 (HST included) be accepted; 3. That Council authorize staff to execute a letter of agreement with the Toronto and Region Conservation Authority to update the Urban Forest Study and complete a Canopy Cover Assessment, on such terms as are satisfactory to the Director, Engineering Services and the Director, Finance & Treasurer; 4. That the total gross project cost of $221,254.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $199,246.00 (net HST) be approved; 5. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $199,246.00 from the 2025 Current Budget, to be funded from Property Taxes; and, 6. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.6 Director, Engineering Services, Report ENG 08-25 43 Proposed Parking and Stopping Restrictions, Various Locations - Amendment to the Traffic and Parking By-law 6604/05 Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “1”, No Stopping, and Schedule “2”, No Parking, to By-law 6604/05 to provide for the regulation of stopping and parking restrictions on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering, specifically to address the proposed installation of stopping and parking restrictions on Executive Committee Meeting Agenda April 7, 2025 Electronic Meeting – 2:00 pm Chair: Mayor Ashe For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca portions of Alpine Lane, Beaton Way, Pebble Court and Tanzer Court; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.7 Director, Finance & Treasurer, Report FIN 05-25 53 Asset Management Data Governance Policy & Procedure Recommendation: 1. That Report FIN 05-25, regarding the Asset Management Data Governance Policy & Procedure, be received; 2. That the Asset Management Data Governance Policy (FIN 120) & Procedure (FIN 120-001), set out in Attachments 1 and 2 respectively, be approved; 3. That the Chief Administrative Officer and the Director, Finance & Treasurer be authorized to make any interpretations of the Asset Management Data Governance Policy & Procedure, make rulings that will allow the conduct of business to proceed, and to take any actions necessary to this effect; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.8 Director, City Development & CBO, Report PLN 08-25 69 Authorization to Modify the Term of a Memorandum of Understanding - Pre-Review of Design Drawings for Detached Additional Dwelling Units Recommendation: 1. That the Mayor and City Clerk be authorized to modify the Memorandum of Understanding (MOU) between the City of Pickering and the Town of Whitby, by retroactively extending the term of the MOU to June 30, 2025, as set out in Appendix I to this report, for the sharing of resources to enable the preparation of pre-reviewed design drawings for detached Additional Dwelling Units, subject to minor revisions as may be required by the Director, Executive Committee Meeting Agenda April 7, 2025 Electronic Meeting – 2:00 pm Chair: Mayor Ashe For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Corporate Services & City Solicitor, the Director, City Development & CBO, and the Chief Administrative Officer; 2. That the Mayor and City Clerk be authorized to further modify the term of the MOU between the City of Pickering and the Town of Whitby, as may be required in the future; and, 3. That appropriate officials of the City of Pickering be authorized to take such action as is necessary to give effect to the recommendations in this report. 5. Member Updates on Committees 6. Other Business 7. Adjournment Report to Executive Committee Report Number: CAO 04-25 Date: April 7, 2025 From: Marisa Carpino Chief Administrative Officer Subject: Community Safety and Well-Being Advisory Committee -Revised Terms of Reference -File: A-1400-001 Recommendation: 1.That Report CAO 04-25 regarding the approval of revised Terms of Reference for the Community Safety and Well-Being Advisory Committee be received; 2.That the revised Terms of Reference for the Community Safety and Well-Being Advisory Committee, as set out in Attachment #1 to this Report, be approved; and 3.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to seek Council’s approval of the revised Terms of Reference for the Community Safety and Well-Being Advisory Committee (CSWBAC). On March 27, 2023, Council passed Resolution #127/23 and Resolution #128/23 to establish the CSWBAC and approve the Terms of Reference. Following a recent review of the Committee’s composition, the CSWBAC has recommended a revision to its Terms of Reference to include the Region of Durham as a Stakeholder Organization. This addition acknowledges the Region of Durham’s critical role in supporting the implementation of the City of Pickering’s Community Safety & Well-Being Plan and strengthens collaboration between the City of Pickering and Durham Region. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Strengthen Existing & Build New Partnerships; and Foster an Engaged Informed Community. Financial Implications: There are no financial implications associated with this report. - 1 - CAO 04-25 April 7, 2025 Subject: Community Safety and Well-Being Advisory Committee Page 2 Discussion: On March 27, 2023, Council passed Resolution #127/23 and Resolution #128/23 to establish the CSWBAC and approve the Terms of Reference for the committee. The CSWBAC was formed to provide input on the City of Pickering’s Community Safety & Well-Being Plan, align with the Region of Durham’s overarching strategy, and promote collaboration with key community stakeholders. The Committee has proposed a revision to its Terms of Reference to formally add the Region of Durham as a Stakeholder Organization. The updated stakeholder list will now include: •Durham Regional Police Service •City of Pickering Fire Services •Christian Faith Outreach Centre •Durham Community Health Centre •DARS Inc. •The Ajax Hub •Region of Durham (new addition) The inclusion of the Region of Durham reinforces the City’s commitment to a coordinated approach in addressing priority risk factors such as mental health, substance use, homelessness, and victimization. This collaboration will further enhance the City's capacity to implement effective solutions within the local CSWB Plan. This Report seeks Council’s approval of the revised Terms of Reference for the Community Safety and Well-Being Advisory Committee as set out in Attachment #1 to this report. Attachment: 1.Community Safety and Well-Being Advisory Committee Revised Terms of Reference Prepared By: Approved/Endorsed By: Elaine Knox Mark Guinto Community Safety & Well-Being Advisor Division Head, Public Affairs & Corporate Communications EK Original Signed By:Original Signed By: - 2 - CAO 04-25 April 7, 2025 Subject: Community Safety and Well-Being Advisory Committee Page 3 Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By: - 3 - Terms of Reference – Community Safety and Well-Being Advisory Committee 1.0 Mandate The Community Safety and Well-Being Advisory Committee (CSWBAC) will identify and coordinate opportunities for stakeholder and community engagement and provide community input on matters relating to the City of Pickering Community Safety and Well-Being (CSWB) Plan. The CSWBAC will also assist City staff with the development, consultation, and implementation of the City of Pickering CSWB Plan. The Committee will develop a mandate for a Homelessness Subcommittee that will work in co-ordination with Durham Region to look at how best to address the needs of the homeless population to include services for mental health, substance abuse and the creation of transitional/supportive housing in Pickering. 2.0 Goals, Objectives and Responsibilities As per the Safer Ontario Act, 2018, S.O. 2018, c. 3 – Bill 175, the CSWB Plan came into enactment in the current Police Services Act, R.S.O. 1990, c.p15. In two tier municipalities, such as the Region of Durham, it is the responsibility of the upper tier to develop and implement the Plan, through the creation of measurable goals and objectives. Lower tier municipalities play an instrumental role to facilitate those efforts. On February 25, 2019, Community Services staff were directed by Council to begin work on development of a CSWB Plan, as per Resolution #43/19. The City’s plan will identify strategies to support and help implement the Region’s CSWB Plan and other locally identified issues. Pickering’s CSWB Plan will be based on the seven priority risk factors outlined in the Region of Durham Community Safety and Well-Being Plan: 1.Mental Health 2.Substance Use3.Homelessness and Basic Needs4.Criminal Involvement5.Victimization 6.Social isolation 7.Experiences of Racism Committee responsibilities include: a)Support and participate in the development and implementation of the CSWB Plan within the City of Pickering;b)Assist and advise staff on the development and review of policy relating toCommunity Safety and Well-Beingc)Advocate for CSWB and promote community-wide Safety and Well-Being initiatives; Attachment 1 to Report CAO 04-25 - 4 - Terms of Reference – April 7, 2025 Community Safety and Well-Being Advisory Committee d)Encourage and promote effective communication between Durham Region,community groups, individuals and the City;e)Develop Terms of Reference for a Homelessness Task Force to best addressthe needs of the homeless population in Pickering; f)Advise and develop working relationships with owners of businesses and stakeholder organizations;g)Review and update the Terms of Reference for the Committee, as needed;h)Advocate and promote the value and benefit of CSWB activities for all; andi)Report annually to Council on the Committee’s achievements during the year and their work plan for the next year. The CSWBAC will not be responsible for the following: 1.Program delivery; 2.Budget approval; 3.Day-to-day operations of City-owned facilities and programs; and4.Administrative matters including direction given to staff. 3.0 Composition The CSWBAC shall have a membership of up to 10 Citizen Appointments selected from the public. Citizen Appointments from the public must reside in Pickering and represent a broad range of interests and experience. The CSWBAC will include the following as voting members: •one youth (18 years old – 25 years old) •one senior (over 65 years old) •one resident of the Neighbourhood Watch group from Ward 2 •one resident of the Neighbourhood Watch group from Ward 1 The CWSBAC may also include participation from a representative of Stakeholder Organizations. Representatives from Stakeholder Organizations shall not be voting members on the CSWBAC. The Following Stakeholder Organizations will be invited to participate by providing one Representative to sit on the CSWBAC: -Durham Regional Police Service- City of Pickering Fire Services-Christian Faith Outreach Centre-Durham Community Health Centre -DARS Inc. -The Ajax Hub-The Region of DurhamThe Committee will include participation of one member of Council as a non-votingmember. Page 2 of 3 - 5 - Terms of Reference – April 7, 2025 Community Safety and Well-Being Advisory Committee The CSWB Advisor will be the staff Liaison for the CSWBAC and will be a staff member from the Community Services Department selected by the Director, Community Services. . The term of the CSWBAC is the term of Council. At the conclusion of the term, structure will be evaluated and measured for success. 4.0 Member Qualifications Qualifications include the skills, knowledge, and experience suitable to contribute in one or more of the Priority Risk Areas identified as part of the Region of Durham CSWB Plan. Membership will be sought on the basis of broad interest, understanding and commitment to CSWB development in the municipality. 5.0 Meeting Schedule The CSWBAC meets quarterly, on a set week and day to be determined by the CSWBAC at its first meeting of the term. The meetings shall commence at 7:00 pm. Established meeting dates and times shall not be changed unless circumstances warrant special consideration. During a Municipal election year, meetings shall not be held after September 30th unless determined by the CSWBAC that a meeting is necessary to meet the mandate or work plan of the CSWBAC. Page 3 of 3 - 6 - Report to Executive Committee Report Number: CS 03-25 Date: April 7, 2025 From: Laura Gibbs Director, Community Services Subject: Deaccession of Museum Artifacts -2025 Artifact Deaccession List-File: A-1440-001 Recommendation: 1.That the deaccession of museum artifacts, as set out in Attachment 1, be endorsed; and 2.That the staff be authorized to take the necessary actions as indicated in the report. Executive Summary: The purpose of this report is to seek Council endorsement of the recommended museum deaccession of artifacts, as outlined in Attachment 1. The Pickering Museum Village (PMV) was created in 1959 by volunteers of the historical society. At that time, standards for collection records and care, and preventative conservation were not regulated through the Standards for Community Museums, administrated now by the Ministry of Tourism, Culture, and Gaming. Objects acquired in the early days were purchased at estate sales, auction, antique shops, and by donation with rarely any records or provenance and no mandate to acquire items only related to Pickering. The goal at that time was to furnish an exhibit depicting the Victorian period and settler life that is representative of those items which may have been used in Pickering. Due to this, many objects were stored outdoors, in barns, in uncovered conditions, and susceptible to pests and agents of deterioration. There were no permanent City staff, professionally trained in the museum field, overseeing the collection until 2009. 89% of this deaccession list is a result of these early collection practices and the museum’s continued work to review 50 years of collection activity within the museum’s large collection of over 10,000 artifacts. The recommended deaccession list includes artifacts that are not good candidates for research, education or display, are not relevant to Pickering, or pose a health and safety hazard to staff or the public. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advocate for an Inclusive, Welcoming, Safe & Healthy Community. - 7 - CS 03-25 April 7, 2025 Subject: Deaccession of Museum Artifacts Page 2 Financial Implications: There are no financial implications resulting from the recommendations of this report. Discussion: The purpose of this report is to seek Council approval of the deaccession of museum artifacts, as outlined in Attachment 1. The final approval to deaccession must be granted by Council, as per Section 13.04 of Collections Development and Management Policy (CUL 010). While the museum has over 10,000 artifacts in the collection, deaccessioning allows for the following outcomes: •This removes artifacts from the core collection that are not good candidates forresearch, education, or display. This includes artifacts that are badly damaged, artifactsthat are not whole or are missing large parts, hazardous and unsafe items, and artifacts that do not demonstrate a strong connection to Pickering. •It provides space in collections storage facilities to house artifacts that are strongcandidates for research, education and display, allowing staff to continue to collect artifacts relevant to Pickering’s history. 1. Deaccession criteria from Collections Development and Management Policy (CUL010)was applied to each artifact City staff considered the criteria from the Collections Development and Management Policy CUL 010, Section 13.05 when identifying artifacts for deaccession which includes the following: •The artifact is significantly incomplete (unidentifiable piece or fragment). •The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. •The artifact is duplicated in the collection and having a duplicate is not of value to thecollection. •The artifact is not relevant to the PMV’s collecting mandate and/or plan. •There is incomplete documentation and provenance for the artifact. •The artifact has no effective use in current or future exhibitions, research, interpretation, active demonstration or public use. •Correcting old accessioning mistakes (i.e., item was never meant to be an artifact oraccessioned). •The object is a threat to the collection, staff, volunteers, or structure of the PMV. The deaccession list identifies the artifacts recommended for deaccession while describing the particular reasons for each recommendation, considering the artifact’s status, condition, and circumstances. All items, with the exception of 2015.1, have no provenance to Pickering and are in poor condition. The list includes 29 chairs, many of which are duplicates of examples already in the collection. The collection currently holds a total of 176 chairs. - 8 - CS 03-25 April 7, 2025 Subject: Deaccession of Museum Artifacts Page 3 2015.1 (table and chairs) belonged to the Brown family of Salem Road and is in poor condition with pest damage requiring extensive conservation treatment to restore. The museum collection holds various other donations from the Brown family. All pest damage to 2015.1 occurred prior to the donation as it was stored in a barn on the donor’s property. Artifacts with pest damage are a result of being accepted into the collection in this condition or a result of the poor storage conditions from the mid to late 20th century. The Pickering Museum Village currently follows a strict Pest Management Policy CUL 160. This includes practices to quarantine new acquisitions, with restrictions of flora, fauna, and foods prohibited from the collection areas. The Conservator performs frequent collection monitoring, seasonal inspections, and maintains a regular site-wide pest control inspection by a contracted service provider. 2. The recommendation to deaccession artifacts followed the process outlined in the Deaccession of Artifacts Procedure (CUL 010) The process to deaccession artifacts is outlined in the Deaccession of Artifacts Procedure. Staff have completed the following steps: a. The Conservator compiled a list of artifacts recommended for deaccession, including the object accession number, name, reason for deaccession, location, donor information, photograph of the artifact and supporting documentation. Staff confirmed that the City holds the legal title to the object. The recommended list was reviewed and approved by the Supervisor, Museum Services. b. On February 18, 2025, staff presented the recommended deaccession list to the Cultural Advisory Committee (CAC) for review. The CAC endorsed the recommended deaccession following a discussion, with an opportunity to ask the Conservator and Supervisor, Museum Services questions. c. As per Section 04.01 the Director, Community Services is submitting the recommended deaccession of artifacts to Council for consideration and endorsement. 3. The relocation of artifacts is prioritized once they have been deaccessioned Once deaccession is approved, staff take the following steps to dispose of artifacts: a. Staff make all reasonable efforts to inform the registered donor or family that the object is to be disposed of (only if a tax receipt has not been issued). b. Staff make all reasonable efforts to relocate deaccessioned artifacts within the museum community. c. Failing steps one and two, the object may be offered for sale to the public in accordance with Section 15 of the Purchasing Policy (PUR 010), disposal of surplus assets. Any revenue from the sale of artifacts is required to go toward collections development or artifact maintenance/conservation (CUL 010). - 9 - CS 03-25 April 7, 2025 Subject: Deaccession of Museum Artifacts Page 4 d.If the artifact is in a total state of disrepair, the artifact may be destroyed in view of twoCity staff. e.Information and images of all deaccessioned items will remain in the collections management database. The deaccessioning of artifacts provides space in collections storage facilities to house artifacts that are strong candidates for research, education and display, allowing staff to continue to collect artifacts relevant to Pickering’s history. Attachments: 1.Recommended Artifacts for Deaccession Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Victoria Karakian, MMst, BA Laura Gibbs, MBA, MSc. Supervisor, Museum Services Director, Community Services Original Signed By Krystal Roberts Manager, Cultural Services VK:kr Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 10 - Recommended Artifacts for Deaccession Attachment 1 to Report CS 03-25 Object ID Name Condition Picture Justification X969.5.85 Footboard Fair. Red paint is uneven and poorly done. There is incomplete documentation and provenance for the artifact. X969.5.80 Headboard Fair. Red paint is uneven and poorly done. There is incomplete documentation and provenance for the artifact. X969.5.86-87 Siderails Fair. Red paint is uneven and poorly done. There is incomplete documentation and provenance for the artifact. X974.776.1 Frame Poor. Frame is now missing glass and backing. The artifact is not relevant to the PMV’s collecting mandate and/or plan. X974.776.1B Print Poor. Print is ripped in multiple places. The paper is very fragile. Stained and foxing The artifact is not relevant to the PMV’s collecting mandate and/or plan. - 11 - Recommended Artifacts for Deaccession X2022.6.42 Wall Hanging Fair. Pieces of wood seem fairly attached. Paper appears to be weak. HAZARD - Nails are sticking out of the back. There is incomplete documentation and provenance for the artifact; the artifact is not relevant to the PMV’s collecting mandate and/or plan; object is a threat to the collection, staff, volunteers, or structure of the PMV. X999.6.3 Folding Chair Unstable. The fabric has rotted. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. X967.1.650 Kerosene Lantern Unstable. Glass is broken. Active corrosion. There is incomplete documentation and provenance for the artifact; the artifact is in such poor condition that preservation, conservation or restoration is not a viable option. X964.434.1B Ice Skate Poor. Activecorrosion. There is incomplete documentation and provenance for the artifact; the artifact is in such poor condition that preservation, conservation or restoration is not a viable option ST2.443.1 Chair Poor. Spindles are broken. The artifact is duplicated in the collection and having a duplicate is not of value to the collection. - 12 - Recommended Artifacts for Deaccession ST2.454.1 Chair Good. Has been repainted. There is incomplete documentation and provenance for the artifact. X970.1.799 Chair Good. The artifact is duplicated in the collection and having a duplicate is not of value to the collection; there is incomplete documentation and provenance for the artifact. X966.1.152 Chair Good. Has been restored. The artifact is duplicated in the collection and having a duplicate is not of value to the collection; there is incomplete documentation and provenance for the artifact. X969.2.135 Chair Good. The artifact is duplicated in the collection and having a duplicate is not of value to the collection; there is incomplete documentation and provenance for the artifact. . ST2.441.1 Chair Fair. Surface dirt and paint is scratched. The artifact is duplicated in the collection and having a duplicate is not of value to the collection; there is incomplete documentation and provenance for the artifact. - 13 - Recommended Artifacts for Deaccession ST2.441.2 Chair Poor condition. Back has completely separated from seat. Paint is scratched and dirty. The artifact is duplicated in the collection and having a duplicate is not of value to the collection; there is incomplete documentation and provenance for the artifact. X2019.4.1 Chair Poor condition. Finish has worn off in large areas. Large hole in seat. There is incomplete documentation and provenance for the artifact; the artifact is in such poor condition that preservation, conservation or restoration is not a viable option. X2019.5.1 Chair Poor condition. Back has completely separated from seat. Many spindles are missing. There is incomplete documentation and provenance for the artifact; the artifact is in such poor condition that preservation, conservation or restoration is not a viable option. X2022.6.84 Chair Fair. Paint has peeled off most of surface. The artifact is duplicated in the collection and having a duplicate is not of value to the collection; there is incomplete documentation and provenance for the artifact. X2022.6.85 Chair Fair. Paint has been completely stripped. The artifact is duplicated in the collection and having a duplicate is not of value to the collection; there is incomplete documentation and provenance for the artifact. - 14 - Recommended Artifacts for Deaccession X2022.6.86 Chair Fair. Has been repainted and paint has been splattered onto chair. The artifact is duplicated in the collection and having a duplicate is not of value to the collection; there is incomplete documentation and provenance for the artifact. X960.3.209 Chair Fair. Wood is split, spindle is missing. The artifact is duplicated in the collection and having a duplicate is not of value to the collection; there is incomplete documentation and provenance for the artifact. X965.1.16 Chair Poor. 4 of 5 spindles are missing. Wood is chipped and worn. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; the artifact is duplicated in the collection and having a duplicate is not of value to the collection. 2015.1.2 Chair Poor condition. Finished has chipped off all over. Leather is dirty and cracked. Evidence of previous pest infestation. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. - 15 - Recommended Artifacts for Deaccession 2015.1.3 Chair Poor condition. Finished has chipped off all over. Leather is dirty and cracked. Evidence of previous pest infestation. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. 2015.1.4 Chair Poor condition. Finished has chipped off all over. Leather is dirty and cracked. Evidence of previous pest infestation. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. 2015.1.5 Chair Poor condition. Finished has chipped off all over. Leather is dirty and cracked. Evidence of previous pest infestation. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. 2015.1.6 Chair Poor condition. Finished has chipped off all over. Leather is dirty and cracked. Evidence of previous pest infestation. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. - 16 - Recommended Artifacts for Deaccession 2015.1.7 Chair Poor condition. Finished has chipped off all over. Leather is dirty and cracked. Evidence of previous pest infestation. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. X969.4.39 Chair, Rocking Poor condition. Hole in seat. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; the artifact is duplicated in the collection and having a duplicate is not of value to the collection. X969.5.53 Chair, Rocking Poor condition. Cane seat and back is completely gone. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; the artifact is duplicated in the collection and having a duplicate is not of value to the collection. ST2.446.1 Chair, Rocking Poor condition. Cane seat is completely gone. Paint is peeling and worn. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; the artifact is duplicated in the collection and having a duplicate is not of value to the collection. - 17 - Recommended Artifacts for Deaccession ST2.411.1 Chair, Rocking Poor condition. Paint is peeling and worn. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; the artifact is duplicated in the collection and having a duplicate is not of value to the collection. X969.5.103 Chair, Rocking Poor condition. Cane seat and back are completely missing. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; the artifact is duplicated in the collection and having a duplicate is not of value to the collection. X970.1.735 Chair Poor condition. Paint has been stripped. Caning is missing from seat and back. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; the artifact is duplicated in the collection and having a duplicate is not of value to the collection. - 18 - Recommended Artifacts for Deaccession ST2.443.2 Chair Poor condition. Spindle is missing. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; the artifact is duplicated in the collection and having a duplicate is not of value to the collection. ST2.460.1 Chair Back only. Rest of chair is missing. Poor condition. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; the artifact is duplicated in the collection and having a duplicate is not of value to the collection. 2015.1.1 Table Poor condition. Finished has chipped off in many areas. Many surface scratches and chips. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. No Number Table with leaflet Poor condition. Leaflet is broken off. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. There is incomplete documentation and provenance for the artifact - 19 - Recommended Artifacts for Deaccession X970.1.830AB Toilet Seat Poor condition. Wood has cracked further. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. ST2.278.1 Shade, Lighting Poor condition. Missing glass pieces The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. No number Unknown metal object Active Corrosion The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; there is incomplete documentation and provenance for the artifact X97?. Garden hoe Poor condition. Handle is broken off. Active corrosion. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; The artifact is significantly incomplete - 20 - Recommended Artifacts for Deaccession X98.? Pulley Poor condition. Active corrosion. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; there is incomplete documentation and provenance for the artifact Old Number: F522 Quilting clamp Fair condition. Missing other three clamps. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; The artifact is significantly incomplete. No number Barn Lantern Fair condition. Active corrosion. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; there is incomplete documentation and provenance for the artifact No number Barn Lantern Fair condition. Active corrosion. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; there is incomplete documentation and provenance for the artifact - 21 - Recommended Artifacts for Deaccession X972.1.261 Seeder Poor condition. Active corrosion. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. X970.2.12 Washing Machine Poor condition. Mouse nest inside the drum. Active corrosion. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. X969.5.56 Ironing board Poor condition. Fabric is heavily stained. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. X970.2.4 Wringer, Clothes Rubber is cracked, wood finish is missing. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. ST2.476.1A Wringer, Clothes Rubber is cracked, wood finish is missing. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. - 22 - Recommended Artifacts for Deaccession ST2.476.1B Wringer Stand Wood dowels are broken. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. X969.1.128 Scale Poor condition. Active corrosion. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. No # two child sized chairs Good. There is incomplete documentation and provenance for the artifact. No # Laundry bench Wood dowels are broken. Finish is worn. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; there is incomplete documentation and provenance for the artifact No # Water pump and barrel Paint is cracked and peeling. Metal is corroded. Rubber hose is deteriorated. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; there is incomplete documentation and provenance for the artifact - 23 - Recommended Artifacts for Deaccession Endorsed by Cultural Advisory Committee on February 18, 2025. X970.2.82 Washing Machine Poor condition. Tin interior is corroded. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. Partial number - 97(3?). (71?) dimensions - L: 21.5cm. W-2cm Handle / leg Poor condition. Component only. The artifact is significantly incomplete (unidentifiable piece or fragment). X970.2.39 Drawer Poor condition. Missing all other components The artifact is significantly incomplete (unidentifiable piece or fragment). No number Windmill Poor condition. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; there is incomplete documentation and provenance for the artifact X970.1.827A SewingMachine Poor condition. Mouse nest inside. Damage to wood elements from pest infestation. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option; the artifact is duplicated in the collection and having a duplicate is not of value to the collection. . - 24 - Report to Executive Committee Report Number: ENG 05-25 Date: April 7, 2025 From: Richard Holborn Director, Engineering Services Subject: Proposed All-way Stop -Sapphire Drive and Azalea Avenue/Kingpeak Crescent-File: A-1440 Recommendation: 1.That the attached draft by-law be enacted to amend Schedule “6” and Schedule “7” toBy-law 6604/05 to provide for the regulation of stop signs on highways or parts ofhighways under the jurisdiction of The Corporation of the City of Pickering, specifically toaddress the proposed installation of an all-way stop control at the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent; and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessaryactions as indicated in this report. Executive Summary: The purpose of this report is to request Council to enact a by-law to allow for the installation of an all-way stop control at the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent. Area residents have expressed safety concerns with the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent with respect to pedestrian safety and sightlines. Based on the results of the review, and the proximity of Rick Johnson Memorial Park and a future school adjacent to the park, staff recommend an all-way stop be placed at the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent to create a point where pedestrians can cross the road safely. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community. Financial Implications: The supply and installation of stop signs, advance warning signs, and pavement markings at the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent can be accommodated within the 2025 Roads Current Budget. - 25 - ENG 05-25 April 7, 2025 Subject: Proposed All-way Stop Page 2 Discussion: The purpose of this report is to request Council to enact a by-law to allow for the installation of an all-way stop control at the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent. Area residents have expressed safety concerns with the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent, with respect to pedestrian safety and sightlines. In response to these concerns, Engineering Services staff completed a review of the intersection, which included observations of vehicle and pedestrian traffic, a review of sightlines and a review of future development in the area. Sapphire Drive is a north-south collector street, with a posted speed limit of 40 km/h. Currently, vehicles on Sapphire Drive do not have to stop at the intersection with Azalea Avenue and Kingpeak Crescent. Azalea Avenue and Kingpeak Crescent are east-west local residential streets with posted speed limits of 40 km/h. There are existing stop signs east and west on Azalea Avenue and Kingpeak Crescent at Sapphire Drive. The review by Engineering Services staff for the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent indicates the following: 1.Pedestrians were observed crossing Sapphire Drive at the intersection to get to RickJohnson Memorial Park, which is located on the southeast corner of the intersection with Azalea Avenue. An all-way stop at this intersection would create a safe crossing point for pedestrians to access the park and playground. 2.There are reduced sightlines at the intersection due to both a hill and a curve as well asparked vehicles on Sapphire Drive. The reduced sightlines are most evident whenapproaching the intersection in the westbound direction, on Azalea Avenue. 3.An elementary school is planned adjacent to Rick Johnson Memorial Park and it is expected that pedestrian traffic crossing Sapphire Drive will increase with the addition ofthe school. 4.Residents have expressed support of the addition of an all-way stop at the intersectionof Sapphire Drive and Azalea Avenue/Kingpeak Crescent. Therefore, based on the review, Engineering Services staff recommend an all-way stop be installed at the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent. An all- way stop at this location will provide added safety for pedestrians crossing at, and motorists entering the intersection. The proposed all-way stop control at the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent is shown graphically in Attachment 1. The draft by-law amendment to Schedule “6”, Through Highways and Schedule “7”, Stop Signs, of By-law 6604/05 is presented in Attachment 2. - 26 - ENG 05-25 April 7, 2025 Subject: Proposed All-way Stop Page 3 Attachments: 1.Proposed All-way Stop Control, Sapphire Drive and Azalea Avenue/Kingpeak Crescent 2.Draft by-law Amendment to Schedule “6”, Through Highways and Schedule “7”, Stop Signs, of By-law 6604/05. Prepared By: Approved/Endorsed By: Nathan Emery Richard Holborn, P. Eng. Coordinator, Traffic Programs & Operations Director, Engineering Services Nadeem Zahoor, P. Eng., M. Eng Manager, Transportation & Traffic NE:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original singed by: Original signed by: Original signed by: Original signed by: - 27 - NTS March, 2025 Engineering Services Department Proposed All-way Stop Sapphire Drive and Azalea Avenue/Kingpeak Crescent N Rick Johnson Memorial Park Future School Proposed All-way Stop Aza l e a A v e n u e Burkh o l d e r D r i v e Sap p h i r e D r i v e Existing All-way Stop Existing All-way StopKin g p e a k C r e s c e n t Hib i s c u s D r i v e Attachment 1 to Report ENG 05-25 - 28 - The Corporation of the City of Pickering By-law No. Being a by-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property. Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking on highways, private property and municipal property within the City of Pickering; and Whereas, it is deemed expedient to amend Schedule 6, Through Highways and, Schedule 7, Stop Signs, to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of the Corporation of the City of Pickering. Specifically, this by-law is to provide for the installation of an all-way stop at the intersection of Sapphire Drive and Azalea Avenue/Kingpeak Crescent. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedule 6 to By-law 6604/05, as amended, is hereby further amended thereto by the following: Schedule 6 Through Highways Column 1 Column 2 Highway Limits (From/To) Add Sapphire Drive Taunton Road (R.R.#4) to Dragonfly Avenue, Dragonfly Avenue to Cameo Street, Cameo Street to Azalea Avenue/Kingpeak Crescent, Azalea Avenue/Kingpeak Crescent to Hibiscus Drive Azalea Avenue Sapphire Drive to Burkholder Drive Attachment 2 to Report ENG 05-25 - 29 - By-law No. Page 2 2. Schedule 7 to By-law 6604/05, as amended, is hereby further amended theretoby the following: Schedule 7 Stop Signs Column 1 Column 2 Intersections Compulsory Stop Facing Traffic Add Azalea Avenue @ Sapphire Drive Azalea Avenue, westbound Kingpeak Crescent @ Sapphire Drive Kingpeak Crescent, eastbound Sapphire Drive @ Azalea Avenue / Kingpeak Crescent Sapphire Drive, northbound and southbound By-law passed this 28th day of April, 2025. ____________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 30 - Report to Executive Committee Report Number: ENG 06-25 Date: April 7, 2025 From: Richard Holborn Director, Engineering Services Subject: Chickadee Stormwater Management Pond Cleanout and Dixie Estates 2 Stormwater Management Pond Cleanout Projects Consulting and Professional Services for Detailed Design -File: A-1440 Recommendation: 1.That Council approve retaining T.Y.Lin International Canada Inc. for consulting andprofessional services for the preparation of the detailed designs of the ChickadeeStormwater Management Pond Cleanout Project and the Dixie Estates 2 Stormwater Management Pond Cleanout Project, in accordance with Purchasing Policy Item 10.03 (c), as the assignment is above $50,000.00; 2.That the proposals submitted by T.Y.Lin International Canada Inc. for consulting andprofessional services for the preparation of the detailed design of the ChickadeeStormwater Management Pond Cleanout and the Dixie Estates 2 Stormwater Management Pond Cleanout projects, in the combined amount of $113,141.85 (net HST) or $125,639.05 (HST included) be accepted; 3.That the total gross project cost of $144,837.00 (HST included), including the fee amountand other associated costs, and the total net project cost of $130,430.00 (net HST) beapproved; 4.That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $130,430.00 as follows: a)The sum of $60,000.00 to be funded from the Stormwater Management ReserveFund as approved in the 2025 Capital Budget be increased to $65,375.00; b)The sum of $60,000.00 to be funded from the Stormwater Management Reserve Fund as approved in the 2025 Capital Budget be increased to $65,055.00, and, 5.That the appropriate officials of the City of Pickering be authorized to take the necessaryactions as indicated in this report. - 31 - ENG 06-25 April 7, 2025 Subject: Chickadee Stormwater Management Pond Cleanout and Dixie Estates 2 Stormwater Management Pond Cleanout Projects Page 2 Executive Summary: The purpose of this report is to obtain Council approval to retain T.Y.Lin International Canada Inc. (TYLin) for consulting and professional services for the preparation of the detailed design for the Chickadee Stormwater Management (SWM) Pond Cleanout and the Dixie Estates 2 SWM Pond Cleanout projects. The City of Pickering hired TYLin in June 2019 to undertake the Stormwater Management Facilities Asset Management Plan to assess the current condition of the City’s existing SWM facilities and determine a prioritized list of maintenance and reconstruction/retrofit projects to ensure an acceptable level of service is provided. Council endorsed the Stormwater Management Facilities Asset Management Plan (AMP) on June 27, 2019 through Resolution #111/19. The Chickadee SWM Pond and the Dixie Estates 2 SWM Pond cleanout projects were identified as priority maintenance projects in the AMP. Engineering Services Department staff requested a proposal from TYLin for the preparation of the detailed design of the Chickadee SWM Pond Cleanout and the Dixie Estates 2 SWM Pond Cleanout projects due to their project history with the AMP, their specialized knowledge and expertise, and on the basis that good value would be achieved since they have all the background information. In accordance with Purchasing Policy 10.03 (c), where the project or annual cost of a consulting or professional service assignment is expected to be more than $50,000.00 and the initiating Director intends to acquire the services without obtaining written proposals, the Director shall submit a Report to Council to obtain approval to engage the services of a particular consultant. Staff are recommending that Council approve the proposals submitted by TYLin for Consulting and Professional Services for the preparation of the detailed design of the Chickadee SWM Pond Cleanout and the Dixie Estates 2 SWM Pond Cleanout projects, in the combined amount of $113,141.85 (net HST) or $125,639.05 (HST included). Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Lead & Advocate for Environmental Stewardship, Innovation & Resiliency; and Advocate for an Inclusive, Welcoming, Safe & Healthy Community. Financial Implications: 1. Proposal Amount TYLin Proposal – Chickadee SWM Pond $55,735.00 TYLin Proposal – Dixie Estates 2 SWM Pond 55,450.00 HST (13%) 14,454.05 Total Gross Proposal Amount $125,639.05 - 32 - ENG 06-25 April 7, 2025 Subject: Chickadee Stormwater Management Pond Cleanout and Dixie Estates 2 Stormwater Management Pond Cleanout Projects Page 3 2. Estimated Project Cost Summary TYLin Proposal – Chickadee SWM Pond $55,735.00 TYLin Proposal – Dixie Estates 2 SWM Pond 55,450.00 Total Proposal Amount 111,185.00 Associated Costs TRCA fees and Miscellaneous Costs 5,870.00 Contingency (10%) 11,119.00 Sub Total – Costs $128,174.00 HST (13%) 16,663.00 Total Gross Project Cost $144,837.00 HST Rebate (11.24%) (14,407.00) Total Net Project Costs $130,430.00 3. Approved Source of Funds – 2025 Capital Budget SWM Pond Expense Code Source of Funds Budget Required Chickadee C10525.2501 SWM Reserve Fund $60,000.00 $65,375.00 Dixie Estates 2 C10525.2502 SWM Reserve Fund 60,000.00 65,055.00 $120,000.00 $130,430.00 Net project cost (over) under approved funds ($10,430.00) The Chickadee SWM Pond Cleanout and the Dixie Estates 2 SWM Pond Cleanout projects were approved in the 2025 Stormwater Management Capital Budget, in the combined amount of $120,000.00 (net HST). The total net project cost exceeds the approved 2025 Capital Budget by $10,430.00 (net HST). The additional amount of $10,430.00 is to be funded by a transfer from the Stormwater Management Reserve Fund. Discussion: The purpose of this report is to obtain Council approval to retain TYLin for consulting and professional services for the preparation of the detailed design of the Chickadee SWM Pond Cleanout and the Dixie Estates 2 SWM Pond Cleanout projects. On December 14, 2020, Council endorsed the AMP (Resolution #482/20) and authorized City staff to implement the recommendations subject to budget and further Council approval for individual projects. The purpose of the AMP was to assess the current condition of the City’s existing SWM facilities and determine a prioritized list of maintenance and reconstruction/retrofit projects to ensure an acceptable level of service is provided. In addition, the AMP complied with Ontario Regulation 588/17, which required municipalities to complete asset management plans for its core infrastructure by July 1, 2021. - 33 - ENG 06-25 April 7, 2025 Subject: Chickadee Stormwater Management Pond Cleanout and Dixie Estates 2 Stormwater Management Pond Cleanout Projects Page 4 The AMP has identified the Chickadee SWM Pond and the Dixie Estates 2 SWM Pond as cleanout priorities for the City’s maintenance plan. Staff recommended the Chickadee and Dixie Estates 2 SWM Pond Cleanout projects in the 2025 Stormwater Management Capital Budget, with the intent of proceeding with design and approvals in 2025, followed by construction in 2026. TYLin is recommended to complete the Detailed Design of the Chickadee SWM Pond and the Dixie Estates 2 SWM Pond cleanout projects. Engineering Services Department staff requested a proposal from TYLin for the detailed design of the Chickadee SWM Pond Cleanout and the Dixie Estates 2 SWM Pond Cleanout projects due to their project history with the AMP, their knowledge and expertise in the subject matter, and on the basis that good value would be achieved since they have all the background information. Firstly, getting the most value for our budget is achieved by limiting the amount of time spent on background review, field investigations and confirming objectives which would be required by a different consulting firm. By saving time and money on such tasks, more effort is allocated towards executing the detailed design related tasks. This detailed design assignment is seen as an extension of the AMP whereby the City has already financially invested in TYLin and it would not be practical for another consulting firm to revisit work already completed. Secondly, there are a limited amount of engineering consultants who are qualified to execute the work. TYLin’s specialized technical knowledge, skills and experience yields cost effectiveness and efficiency compared to other consultants. Furthermore, since 2022, TYLin have successfully completed the detailed design of several SWM Pond retrofit/cleanout projects including Lisgoold, Rouge, Autumn and Begley in accordance with the AMP capital works and maintenance plan. TYLin have repeatedly demonstrated that the work is completed on time, on budget, and within the defined scope, while maintaining quality, mitigating risk and managing resources. Based on past experience, high quality deliverables are completed in a timely manner while demonstrating adaptability and capability to incorporate ever-changing engineering standards. In accordance with Purchasing Policy Item 10.03 (c), the Manager may obtain the services of a particular consultant selected by the initiating Director without going through a competitive process. Where the funds are available in the approved budget and the project or annual cost of a consulting or professional service assignment is expected to be: (c)above $50,000 is subject to the additional approval of Council. The initiating Directorshall submit the Report to Council to obtain approval. Staff are recommending approval of the proposals submitted by TYLin for Consulting and Professional Services for the preparation of the detailed design of the Chickadee SWM Pond Cleanout and the Dixie Estates 2 SWM Pond Cleanout projects, in the amount $113,141.85 (net HST) or $125,639.05 (HST included). It is also recommended that the total gross project cost of $144,837.00 (HST included) which includes the fee amount and other associated costs, and a total net project cost of $130,430.00 (net HST) be approved. - 34 - ENG 06-25 April 7, 2025 Subject: Chickadee Stormwater Management Pond Cleanout and Dixie Estates 2 Stormwater Management Pond Cleanout Projects Page 5 Attachments: 1. Location Map – Chickadee SWM Pond 2.Location Map – Dixie Estates 2 SWM Pond Prepared By: Approved/Endorsed By: Bob Trajceski, P.Eng. Richard Holborn, P.Eng. Senior Water Resources Engineer Director, Engineering Services Irina Marouchko, P.Eng. Stan Karwowski, MBA, CPA, CMA Manager, Water Resources Director, Finance & Treasurer Cathy Bazinet, CPPB, NIGP-CPP Manager, Procurement BT:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by:Original signed by: Original signed by: Original signed by: - 35 - - 36 - - 37 - Report to Executive Committee Report Number: ENG 07-25 Date: April 7, 2025 From: Richard Holborn Director, Engineering Services Subject: Urban Forest Study Update and Tree Canopy Cover Assessment -File: A-1440 Recommendation: 1.That Council approve retaining the services of the Toronto and Region Conservation Authority to update the Urban Forest Study and complete a Tree Canopy CoverAssessment, in accordance with the City’s Purchasing Policy, Appendix 1, item 8; 2.That the proposal submitted by Toronto and Region Conservation Authority to update theUrban Forest Study and complete a Tree Canopy Cover Assessment, in the amount of $201,140.00 (HST included) be accepted; 3.That Council authorize staff to execute a letter of agreement with the Toronto and RegionConservation Authority to update the Urban Forest Study and complete a Canopy CoverAssessment, on such terms as are satisfactory to the Director, Engineering Services andthe Director, Finance & Treasurer; 4.That the total gross project cost of $221,254.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $199,246.00 (net HST) beapproved; 5.That Council authorize the Director, Finance & Treasurer to finance the total net projectcost of $199,246.00 from the 2025 Current Budget, to be funded from Property Taxes; and, 6.That the appropriate officials of the City of Pickering be authorized to take the necessaryactions as indicated in this report. Executive Summary: The purpose of this report is to obtain Council approval to retain the services of the Toronto and Region Conservation Authority (TRCA) to update the City’s Urban Forest Study that was originally completed by the TRCA in 2012, and to complete a Tree Canopy Cover Assessment. When the Urban Forest Study was completed in 2012, the intent was to update the study every five years in order to assess the current state of the urban forest and to monitor changes in its condition. Additional time has passed and Pickering’s urban boundaries have expanded with the development of Seaton. In the 2012 study, the northern boundary was the Canadian Pacific Kansas City Rail line, south of Taunton Road. The update will include the entire area within the City of Pickering, including the rural area of North Pickering. The objectives of the study will be: - 38 - ENG 07-25 April 7, 2025 Subject: Urban Forest Study Update and Tree Canopy Cover Assessment Page 2 • to assess the land cover and canopy cover distribution • to quantify the current species composition, size and condition • to quantify the ecosystem services and benefits provided by the urban forest • to assess the change in canopy distribution and urban forest structure since the 2012 study • to assess the vulnerability and key factors relating to the forests health from climate change risks and invasive plant cover In accordance with Purchasing Policy, Appendix 1, Item 8, the work or services to or from other government agencies, utilities, provincial or federal agencies, crown corporations, municipalities, public agencies or boards may be procured by obtaining one price, subject to the funds being available in the Current or Capital Budgets. Staff are recommending Council approval of the fee proposal submitted by the Toronto and Region Conservation Authority to update the 2012 Urban Forest Study and to complete a Tree Canopy Cover assessment, in the amount $201,140.00 (HST included) and a total net project cost, including a 10% contingency, in the amount of $199,246.00 (Net HST). Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Lead & Advocate for Environmental Stewardship, Innovation and Resiliency; and Foster an Engaged & Informed Community. Financial Implications: 1. Proposal Amount Toronto and Region Conservation Authority Fee Proposal $178,000.00 HST (13%) 23,140.00 Total Gross Proposal Amount $201,140.00 2. Estimated Project Cost Summary Toronto and Region Conservation Authority Fee Proposal $178,000.00 Associated Costs Contingency (10%) 17,800.00 Sub Total – Costs $195,800.00 HST (13%) 25,454.00 Total Gross Project Cost $221,254.00 HST Rebate (11.24%) (22,008.00) Total Net Project Costs $199,246.00 - 39 - ENG 07-25 April 7, 2025 Subject: Urban Forest Study Update and Tree Canopy Cover Assessment Page 3 3.Approved Source of Funds – 2025 Current Budget Expense Code Source of Funds Budget Available Required 502230.10500 Property Taxes $230,000.00 $199,246.00 Net Project Cost under (over) Approved Funds $30,754.00 Discussion: The purpose of this report is to obtain Council approval to retain the services of the TRCA to update the City’s Urban Forest Study that was originally completed by them in 2012, and to complete a Tree Canopy Cover Assessment. The urban forest is fundamental to social, economic, public and environmental health, and the resilience of the City. It cleans the air, reduces stormwater run-off, moderates extreme heat, sequesters carbon, provides habitat for local wildlife, and makes the city more attractive and livable. The value of these services increases exponentially as healthy trees grow and thrive. Effectively managing the urban forest requires a clear understanding of its current state. Trees are adaptable to change, however, development pressures, climate change, urban growing conditions and invasive species affect the health of the urban forest. A comprehensive study is required to better understand the current makeup and health of the urban forest, in order to address these challenges in a coordinated and cost effective way. In the 2012 study, the northern boundary was the Canadian Pacific Kansas City Rail line, south of Taunton Road. The update will include the entire area within the City of Pickering, including the rural area of north Pickering. The objectives of the study will be to assess the land cover and canopy cover distribution, to quantify the current species composition, size and condition, to quantify the ecosystem services and benefits provided by the urban forest, to assess the change in canopy distribution and urban forest structure since the 2012 study, and to assess the vulnerability and key factors relating to the forests health from climate change risks and invasive plant cover. In the 2012 Urban Forest Study, approximately 200 randomly selected plots were used to collect the tree data. TRCA will attempt to revisit as many of these plots as possible, and document the changes to each site. Additional plots will be included in the updated study, to cover areas of the municipality that were not included in the original study. The field data that was collected in the 2012 study included ground cover, tree species, height, crown width, crown dieback, crown light exposure, tree caliper, and shrub cover. These same attributes will be documented in this study. In addition, and not previously documented, will be the distance that the trees are from a building, the invasion level of major invasive plants, and the invasion level of major pests such as insects and diseases. Two new assessments will be included in the updated Urban Forest Study: Field Data Change Assessment and Climate Change Vulnerability Assessment. The study will assess changes in the distribution, function, and structure of trees and forests within the previous municipal urban boundary and changes will be tested for statistical significance. Climate change relating to increased heat/drought stress, increased occurrence and vulnerability to insects and disease, - 40 - ENG 07-25 April 7, 2025 Subject: Urban Forest Study Update and Tree Canopy Cover Assessment Page 4 and more frequent and severe storms, will continue to impact the urban forest. Using the data collected, the study will assess future climate suitability for the dominant species found within the City. Upon approval, TRCA will begin the study by undertaking the Land Cover and Canopy Cover Assessment. This work is anticipated to be completed by the end of 2025. Due to the lead time required to obtain permission to enter private property, to gather the tree and ground cover data from each of the selected plots, the field work for updating the Urban Forest Study will be performed from May to September 2026, when the trees are in full leaf. Fieldwork preparation and landowner outreach will start in the latter part of 2025, so that all approvals are in place for the spring of 2026. The first draft of the report is anticipated to be completed by October of 2026, with the final draft and a Council presentation planned for Q1 of 2027. In accordance with Purchasing Policy, Appendix 1, Item 8, the work or services to or from other government agencies, utilities, provincial or federal agencies, crown corporations, municipalities, public agencies or boards may be procured by obtaining one price, subject to the funds being available in the Current or Capital Budgets. Staff recommend approval of the proposal submitted by the TRCA to update the Urban Forest Study and to complete a Tree Canopy Cover assessment, in the amount $201,140.00 (HST included) and a total net project costs including a 10% contingency, in the amount of $199,246.00 (Net HST). Attachment: None Prepared By: Approved/Endorsed By: Arnold Mostert, O.A.L.A. Richard Holborn, P. Eng. Manager, Landscape & Parks Development Director, Engineering Services Cathy Bazinet, CPPB, NIGP-CPP Stan Karwowski, MBA, CPA, CMA Manager, Procurement Director, Finance & Treasurer AM:mjh Original signed by:Original signed by: Original signed by:Original signed by: - 41 - ENG 07-25 April 7, 2025 Subject: Urban Forest Study Update and Tree Canopy Cover Assessment Page 5 Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by: - 42 - Report to Executive Committee Report Number: ENG 08-25 Date: April 7, 2025 From: Richard Holborn Director, Engineering Services Subject: Proposed Parking and Stopping Restrictions, Various Locations -Amendment to the Traffic and Parking By-law 6604/05-File: A-1440 Recommendation: 1.That the attached draft by-law be enacted to amend Schedule “1”, No Stopping, andSchedule “2”, No Parking, to By-law 6604/05 to provide for the regulation of stopping andparking restrictions on highways or parts of highways under the jurisdiction of TheCorporation of the City of Pickering, specifically to address the proposed installation of stopping and parking restrictions on portions of Alpine Lane, Beaton Way, Pebble Court and Tanzer Court; and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessaryactions as indicated in this report. Executive Summary: The purpose of this report is to request Council to enact a by-law to allow for the inclusion of stopping and parking restrictions, specifically to address parking concerns on Alpine Lane, Beaton Way, Pebble Court and Tanzer Court. In response to concerns from area residents and to promote traffic safety, Engineering Services staff propose stopping and parking restrictions at the following locations: •Alpine Lane – parking restrictions are proposed at all times on the north side of the streetfrom Major Oaks Road to 50 metres west thereof. •Beaton Way – parking restrictions are proposed at all times on the east side of the street, from Major Oaks Road to Shay Drive/Rayleen Crescent. •Pebble Court – stopping restrictions are proposed on the west side of the street, Monday toFriday, 8:00 am to 10:00 am, 2:30 pm to 4:30 pm, September 1 to June 30 from Aspen Road to approximately 265 meters north thereof. •Tanzer Court – parking restrictions proposed at all times on the west side of the street, fromWayfarer Lane to 60 metres south thereof. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community. - 43 - ENG 08-25 April 7, 2025 Subject: Proposed Parking and Stopping Restrictions, Various Locations Page 2 Financial Implications: The supply and installation of No Parking and No Stopping signs and posts can be accommodated within the 2025 Roads Current Budget. Discussion: The purpose of this report is to request Council to enact a by-law to allow for the inclusion of stopping and parking restrictions, specifically to address parking concerns on Alpine Lane, Beaton Way, Pebble Court and Tanzer Court. In response to concerns from area residents and to promote traffic safety, Engineering Services staff propose the following modifications to Traffic and Parking By-law 6604/05: A.Parking restrictions are proposed on Alpine Lane to improve sightlines and vehicleaccess Engineering Services staff have received on-street parking concerns from the residents of Alpine Lane stating that when vehicles park close to Major Oaks Road the street becomes narrow and it is difficult to see oncoming vehicles when travelling westbound around the bend. Also, there is a Canada Post supermailbox on Alpine Lane that vehicles park in front of, which is in violation of the City’s Traffic and Parking By-law, which states that parking is restricted within three metres of a supermailbox. In response to these concerns, staff investigated on-street parking on Alpine Lane and recommend parking restrictions (anytime) on the north side of the street from Major Oaks Road to approximately 50 metres west thereof. Restricting parking on the north side of the street will improve sightlines and vehicle access for this section of Alpine Lane. The proposed parking restrictions on Alpine Lane are shown graphically in Attachment 1. The draft by-law amendment to Schedule “2”, No Parking, of By-law 6604/05 is presented in Attachment 5. B.Parking Restrictions are proposed on the east side of Beaton Way between MajorOaks Road and Shay Drive/Rayleen Crescent to assist with vehicle access Municipal Law Enforcement staff have concerns with motorists being able to travel along Beaton Way when vehicles are parked on both sides of the street. Engineering Services staff investigated this concern and agree that Beaton Way can be difficult to navigate when there are vehicles parked on both sides. The concern is particularly evident when there are gatherings at Masjid Usman (Pickering Islamic Centre) at 2065 Brock Road. Based on the investigation results, staff placed temporary parking restrictions on the east side of Beaton Way from Major Oaks Road to Shay Drive/Rayleen Crescent. The temporary parking restrictions have been installed on Beaton Way for over a month with no complaints from residents in the area. It is therefore recommended that permanent parking restrictions replace the temporary restrictions on the east side of Beaton Way between Major Oaks Road and Shay Drive/Rayleen Crescent. The proposed parking restrictions on Beaton Way are shown graphically in Attachment 2. The draft by-law amendment to Schedule “2”, No Parking, of By-law 6604/05 is presented in Attachment 5. - 44 - ENG 08-25 April 7, 2025 Subject: Proposed Parking and Stopping Restrictions, Various Locations Page 3 C.Stopping restrictions are proposed on the west side of Pebble Court in response toresident concerns. Engineering Services staff have received on-street parking concerns from the residents of Pebble Court, stating that the street becomes very narrow during pick-up and drop-off times of Gandatsetiagon Public School. Pebble Court is located to the west of the school and has a public walkway that leads to the school property. In response to these concerns, staff investigated on-street parking during Gandatsetiagon Public School bell times and recommend that stopping restrictions be placed on the west side of Pebble Court from Aspen Road to approximately 265 metres north thereof, from Monday to Friday, 8:00 am to 10:00 am and, 2:30 pm to 4:30 pm, from September 1 to June 30. Community consultation was completed in January 2025 with all affected residents on both sides of the street. The consultation generated 16 replies with 12 in support of and 4 in opposition to the installation of permanent stopping restrictions. Therefore, based on staff’s review of parking and the community consultation, it is recommended that permanent stopping restrictions be installed on the west side of Pebble Court from Aspen Road to approximately 265 meters north thereof, from Monday to Friday, 8:00 am to 10:00 am and, 2:30 pm to 4:30 pm, from September 1 to June 30. The proposed stopping restrictions on Pebble Court are shown graphically in Attachment 3. The draft by-law amendment to Schedule “1”, No Stopping, of By-law 6604/05 is presented in Attachment 5. D.Parking Restrictions are proposed on the west side of Tanzer Court south ofWayfarer Lane to alleviate parking concerns The City of Pickering received on-street parking concerns from the residents of Tanzer Court who have stated that visitors to the businesses on St. Martins Drive are using Tanzer Court as overflow parking, making it difficult for them to exit their driveway. In response to these concerns, the City placed temporary parking restrictions on the west side of Tanzer Court, from Wayfarer Lane to 60 metres south thereof. The temporary parking restrictions are currently still in place. Community consultation was completed in December 2024 involving all residents of Tanzer Court south of Wayfarer Lane to determine if there was support for permanent parking restrictions. The consultation generated 10 replies with 7 in support of and 3 in opposition to the installation of permanent parking restrictions. Therefore, based on staff’s review of parking and the community consultation, it is recommended that permanent parking restrictions replace the temporary restrictions on the west side of Tanzer Court from Wayfarer Lane to 60 metres south thereof. The proposed parking restrictions on Tanzer Court are shown graphically in Attachment 4. The draft by-law amendment to Schedule “2”, No Parking, of By-law 6604/05 is presented in Attachment 5. - 45 - ENG 08-25 April 7, 2025 Subject: Proposed Parking and Stopping Restrictions, Various Locations Page 4 Attachments: 1. Proposed Parking Restrictions, Alpine Lane 2.Proposed Parking Restrictions, Beaton Way 3. Proposed Stopping Restrictions, Pebble Court4.Proposed Parking Restrictions, Tanzer Court5.Draft by-law Amendment to Schedule “1”, No Stopping, and Schedule “2”, No Parking toBy-law 6604/05. Prepared By: Approved/Endorsed By: Nathan Emery Richard Holborn, P. Eng. Coordinator, Traffic Programs & Operations Director, Engineering Services Ibrahim Aftab Technologist, Traffic Operations Nadeem Zahoor, P. Eng., M. Eng Manager, Transportation & Traffic NE:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by: Original signed by: Original signed by: - 46 - Proposed Parking Restrictions Alpine Lane Engineering Services Department March, 2025NTS Plot Date:Scale: Attachment 1 to Report ENG 08-25 - 47 - Engineering Services Department March, 2025NTS Plot Date:Scale: Proposed Parking Restrictions Beaton Way Attachment 2 to Report ENG 08-25 - 48 - Engineering Services Department March, 2025NTS Plot Date:Scale: Proposed Stopping Restrictions Pebble Court Attachment 3 to Report ENG 08-25 - 49 - Engineering Services Department March, 2025NTS Plot Date:Scale: Proposed Parking Restrictions Tanzer Court Attachment 4 to Report ENG 08-25 - 50 - The Corporation of the City of Pickering By-law No. Being a by-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property. Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking on highways, private property and municipal property within the City of Pickering; and Whereas, it is deemed expedient to amend Schedule 1 and Schedule 2, to By-law 6604/05 to provide for the regulation of parking on highways or parts of highways under the jurisdiction of the Corporation of the City of Pickering. Specifically this by-law is to provide for the inclusion of stopping and parking restrictions on portions of Alpine Lane, Beaton Way, Pebble Court and Tanzer Court. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedule 1 to By-law 6604/05, as amended, is hereby further amended thereto by the following: Schedule 1 No Stopping Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Add Pebble Court West Aspen Road to 265 metres north thereof 8:00 a.m. to 10:00 a.m. 2:30 p.m. to 4:30 p.m. Monday to Friday September 1 to June 30 Attachment 5 to Report ENG 08-25 - 51 - By-law No. Page 2 2.Schedule 2 to By-law 6604/05, as amended, is hereby further amended theretoby the following: Schedule 2 No Parking Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Add Alpine Lane North Major Oaks Road to 50 metres west thereof Anytime Beaton Way East Major Oaks Road to Shay Drive/Rayleen Crescent Anytime Tanzer Court West Wayfarer Lane to 60 metres south thereof Anytime By-law passed this 28th day of April, 2025. ____________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 52 - Report to Executive Committee Report Number: FIN 05-25 Date: April 7, 2025 From: Stan Karwowski Director, Finance & Treasurer Subject: Asset Management Data Governance Policy & Procedure -F-1200-001 Recommendation: 1.That Report FIN 05-25, regarding the Asset Management Data Governance Policy & Procedure, be received; 2.That the Asset Management Data Governance Policy (FIN 120) & Procedure (FIN 120- 001), set out in Attachments 1 and 2 respectively, be approved; 3.That the Chief Administrative Officer and the Director, Finance & Treasurer be authorized to make any interpretations of the Asset Management Data Governance Policy & Procedure, make rulings that will allow the conduct of business to proceed, and to take any actions necessary to this effect; and, 4.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is for Council to adopt a policy and procedure relating to asset management data governance. Asset management is defined as: the coordinated activity of an organization to realize value from assets. It considers all asset types, and includes all activities involved in the asset’s life cycle from planning and acquisition/creation; to operational and maintenance activities, rehabilitation, and renewal; to replacement or disposal and any remaining liabilities. Asset management is comprehensive and normally involves balancing costs, risks, opportunities, and performance benefits to achieve the total lowest lifecycle cost for each asset. Data governance ensures efficient, secure, timely and accurate data; as well as defining processes to make data more usable and compliant with legislation and best practices. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Corporate Key: Good Governance/Customer Service Excellence. - 53 - FIN 05-25 April 7, 2025 Subject: Asset Management Data Governance Policy & Procedure Page 2 Financial Implications: While there are no immediate identifiable financial implications associated with the adoption of this report and the attached policy and procedure, it will impact the City’s business practices regarding efficient, secure, timely and accurate data that will be used for reporting, budgeting, and Asset Management Plans. Discussion: Asset management builds on the Public Sector Account Board standard PS 3150, which required municipal government to account and report on their Tangible Capital Assets (TCA), effective with fiscal years starting January 1, 2009. The City, through its annual financial statements, reports on its TCA on Note 10. The attached policy and procedure further build on the Accounting for Tangible Capital Assets Policy (FIN 050), as well as the Strategic Asset Management Policy (FIN 080) as required by Ontario Regulation 588/17 under the Infrastructure for Jobs and Prosperity Act, 2015. This policy describes the procedures required to control the collection, quality, and management of asset data during an asset’s lifecycle for the purposes of implementing the City’s Asset Management Plan. It also defines the roles and responsibilities of municipal staff that are involved in the collection and management of asset data. The Asset Management Data Governance Policy (FIN 120) also ensures that the City has the proper knowledge and information to make sound, evidence-based decisions regarding the management of municipal assets. The Asset Management Data Governance Procedure (FIN 120-001) aims at delivering consistent, efficient, and effective management solutions for each department. This procedure is designed to ensure the timely reporting as well as the integrity and accuracy of asset data. It addresses inventory, lifecycle, financial impacts, levels of service, and risk management through a formal Corporate Data Audit Process. Additionally, it emphasizes proper asset stewardship, ensuring responsible management and oversight of assets for maintenance and usefulness throughout their lifecycle. This approach will enable the City to optimize asset utilization, enhance decision-making processes, and ensure compliance with regulatory standards, thereby achieving sustainable asset management and operational excellence. The policy and procedure, in its draft form, were shared with the Chief Administrative Officer and Directors, and their comments have been considered in the final policy and procedure. The policy and procedure will be posted on the City’s internet and intranet. Attachments: 1. Asset Management Data Governance Policy 2. Asset Management Data Governance Procedure - 54 - FIN 05-25 April 7, 2025 Subject: Asset Management Data Governance Policy & Procedure Page 3 Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Julie S. Robertson, CPA Stan Karwowski Senior Financial Analyst – Asset Director, Finance & Treasurer Management Coordinator SK:jsr Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 55 - Policy Procedure Title: Asset Management Data Governance Policy Policy Number FIN 120 Reference Date Originated (m/d/y) "Click and type date" Date Revised (m/d/y) "Click and type date" Pages 6 Approval: Chief Administrative Officer Point of Contact Senior Financial Analyst – Asset Management Coordinator, Finance Policy Objective This policy will describe the procedures required to control the collection, quality and management of asset data during an asset’s lifecycle for the purposes of implementing the City’s Asset Management Plan. It will also define the roles and responsibilities of municipal staff that are involved in the collection and management of asset data. The policy will also ensure that the City has the proper knowledge and information to make sound, evidence-based decisions regarding the management of municipal assets. This policy shall be implemented in accordance with the guidelines and provisions set forth in the Accounting for Tangible Capital Assets Policy (FIN 050), the Strategic Asset Management Policy (FIN 080), the Records Management Policy (ADM 060), and the Purchasing Policy (PUR 010). Index 01 Definitions 02 Objectives 03 Business Functions of the City’s Asset Management System 04 Roles & Responsibilities 05 Authority 06 Scope Attachment 1 to Report FIN 05-25 - 56 - Policy Title: Asset Management Data Governance Policy Page 2 of 5 Policy Number: FIN 120 01 Definitions 01.01 Asset Management (AM) – the coordinated activity of an organization to realize value from assets. It considers all asset types, and includes all activities involved in the asset’s lifecycle from planning and acquisition/creation; to operational and maintenance activities, rehabilitation, and renewal; to replacement or disposal and any remaining liabilities. Asset management is holistic and normally involves balancing costs, risks, opportunities, and performance benefits to achieve the total lowest lifecycle cost for each asset. 01.02 Asset Management Data Governance Procedure (AM Data Governance Procedure)1 – a catalogue of data procedures that outlines standards, processes, roles, and responsibilities in the management of data used to inform corporate asset management decision-making. 01.03 Asset Management System (AM System) – the set of interacting elements of an organization to establish AM policies and objectives, and processes to achieve those objectives. 01.04 Asset Management Information System (AMIS) – a combination of processes, data, software, and hardware applied to provide the essential outputs for effective asset management such as reduced risk and optimum infrastructure investment. 01.05 Asset Inventory – a centralized electronic catalogue of all assets relevant to an organization. 01.06 Business Function – refers to a specific activity or process within an organization that contributes to the overall goals and objectives of the business. It involves a set of related tasks and responsibilities that are carried out by a group of people. 01.07 Data – raw facts and figures, such as numbers, words, symbols, and images, that gain meaning and context when organized and analyzed. 01.08 Information – a collection of data expressed with supporting context. 01.09 Lifecycle Management – all practices associated with considering management strategies as part of the asset lifecycle, from planning to disposal. 01.10 Municipal Infrastructure Assets – an infrastructure asset directly owned by a municipality or included on the consolidated financial statements of a municipality. 1 Attached to the Policy. - 57 - Policy Title: Asset Management Data Governance Policy Page 3 of 5 Policy Number: FIN 120 02 Objectives 02.01 All business functions of the City’s AM System shall be supported by Data and Information requirements as identified in the AM Data Governance Procedure. The requirements shall be revised according to the evolving understanding of the information needs of the AM System. 02.02 As new business functions related to asset management are identified, best efforts should be made to develop processes that outline the key Data and Information required to satisfy these functions and be included in the AM Data Governance Procedure. 02.03 All asset Data and Information relevant to the management of Municipal Infrastructure Assets shall be consolidated and stored in a centralized Asset Inventory that allows for controlled access by staff in accordance with the AM Data Governance Procedure. 02.04 The archiving and/or disposal of any asset Data must be approved as per the Purchasing Policy (PUR 010) unless otherwise outlined in the AM Data Governance Procedure. 02.05 Asset Data and Information shall be collected according to the AM Data Governance Procedure to ensure a high level of quality, consistency and accuracy for the purposes of asset management. 02.06 Asset Data shall be transmitted between essential personnel within the timelines specified in the AM Data Governance Procedure. 02.07 Best efforts shall be made as it relates to the City’s AMIS in the context of a continuous cycle of audit and review of Data quality and confidence to maintain the highest possible Data quality and integrity. The audit shall determine areas of non-conformance and improvement actions required to correct these non-conformances. 03 Business Functions of the City’s AM System An AM System has four primary business functions beyond the asset Inventory Management: risk management, lifecycle management, levels of service management, and financial management. 03.01 The Asset Inventory Management: This function involves the systematic tracking, evaluation, and management of all physical assets within the municipality, requiring the development and maintenance of tools such as the AMIS. 03.02 Risk Management: This function involves identifying and managing risks associated with City assets with the intended purpose of identifying, evaluating, and mitigating against such risks over the life of the assets. Effective risk - 58 - Policy Title: Asset Management Data Governance Policy Page 4 of 5 Policy Number: FIN 120 management can help reduce downtime, repair costs, and safety hazards, while improving overall asset performance. 03.03 Lifecycle Management: This function considers the full cost of ownership, from planning and design to acquisition, operation, maintenance, and disposal of assets. It involves regular monitoring, maintenance, and inspection, as well as identifying opportunities for upgrades or replacement. By optimizing the use of assets over time, organizations can extend their lifespan and reduce replacement costs. 03.04 Levels of Service Management: This function focuses on maintaining or improving the levels of service provided by assets to community members and stakeholders. It involves identifying and prioritizing service requirements, setting performance targets, and monitoring and reporting on performance. Effective levels of service management can help improve the satisfaction of users and stakeholders, while minimizing the risk of service disruptions or failures. 03.05 Financial Management: This function focuses on ensuring that the costs of asset acquisition, operation, maintenance, and replacement are balanced against the benefits they provide. This involves developing long-term investment strategies, analyzing costs and benefits, and prioritizing investments based on strategic objectives and risk considerations. Effective financial management can help ensure the sustainability of the AM System and the organization as a whole. 04 Roles & Responsibilities 04.01 Data Executive – Asset Management Coordinator: a) maintains the centralized Asset Inventory b)provides leadership in resolving conflict c) provides direction and priorities in data management activities d)maintains and coordinates changes to AM Data Governance Procedure e)coordinates the regular audit and review of the AMIS f)coordinates user access to the centralized Asset Inventory g)coordinates training, onboarding, and reporting 04.02 Data Owners – Departmental Directors: a)defines the Data and Information required for asset management for theirrespective Department, Divisions or sections b)outlines Data quality standards - 59 - Policy Title: Asset Management Data Governance Policy Page 5 of 5 Policy Number: FIN 120 c) recommends updates to the AM Data Governance Procedure, as necessary d)ensures that Data Stewards and Providers have the requisite training and resources to perform required data-related processes and functions 04.03 Data Stewards – Individual staff members assigned from each Department to be responsible for routine management of asset Data: a) coordinates data-related processes and functions b)coordinates improvements to Data and Information quality c) maintains the centralized Asset Inventory for AM purposes d)serves as the liaison between the City Department and Consultants 04.04 Data Providers – Departmental Staff/Consultants: a)collects Data that support asset management activities b)provides Data and Information to Data Stewards 05 Authority 05.01 This policy shall be administered by the Finance Department, and the Treasurer, in consultation with the necessary Department, shall have the authority to interpret any provisions in the policy necessary for the good and efficient conduct and business of the City. Any changes shall be approved by Council. 06 Scope 06.01 This policy applies to Municipal Infrastructure Assets under the operations of the City including any Agencies, Boards and Commissions. It applies to the Pickering Public Library to the extent that it does not conflict with the role of the Board or Chief Executive Officer under the Public Libraries Act. Please refer to all associated Polices and Procedures where applicable, for detailed processes regarding this Policy. - 60 - Procedure Procedure Title: Asset Management Data Governance Procedure Procedure Number FIN 120-001 Reference: FIN 120 Date Originated (m/d/y) "Click and type date" Date Revised (m/d/y) "Click and type date" Pages 8 Approval: Chief Administrative Officer Point of Contact Senior Financial Analyst – Asset Management Coordinator, Finance Procedure Objective To establish and implement an Asset Management Data Governance Procedure for the City of Pickering, aimed at delivering consistent, efficient, and effective management solutions for each Department. This procedure is designed to ensure the timely reporting as well as the integrity and accuracy of asset data. It addresses inventory, lifecycle, financial impacts, levels of service, and risk management through a formal Corporate Data Audit Process. Additionally, it emphasizes proper asset stewardship, ensuring responsible management and oversight of assets for maintenance and usefulness throughout their lifecycle. This approach will enable the City to optimize asset utilization, enhance decision-making processes, and ensure compliance with regulatory standards, thereby achieving sustainable asset management and operational excellence. Index 01 Identification of the Processes Required to Support the Asset Management Data Governance Policy 02 Corporate Data Audit Process 03 Departmental Data Management Procedures Overview 04 Departmental Distinctions for Engineering Services 05 Departmental Distinctions for Operations Attachment 2 to Report FIN 05-25 - 61 - Procedure Title: Asset Management Data Governance Procedure Page 2 of 8 Procedure Number: FIN 120-001 01 Identification of the Processes Required to Support the Asset Management Data Governance Policy The City of Pickering has developed tailored data management processes for asset management, addressing the unique needs of each department. These processes encompass asset acquisition, operations, maintenance, and disposal, ensuring efficient and effective asset management. Key considerations include: • Process Description/Purpose: Summarizes each process's role in asset management planning, specifying when it is required. • Data/Information Required: Details the types of data needed, as defined in data templates. • Collection Processes: Detailed processes for data collection/generation methods, quality assurance, and timing. • Roles and Responsibilities: Defines roles in procedure implementation, covering data collection, uploading, quality control, and strategic oversight. • Data Transmission and Interdepartmental Coordination: Describes data transmission methods and the level of coordination needed between Departments. • Process Review and Assurance Requirements: Establishes audit and assurance protocols for regular process evaluation and necessary updates. The processes include: • Corporate Data Audit Process • Asset Acquisition Data Collection Process • Condition Assessment Data Collection Process • Asset Disposal Data Collection Process 02 Corporate Data Audit Process To ensure data is accurate, complete, and recent, the City of Pickering shall implement a rigorous Corporate Data Audit Process1. The process includes the following stages: 02.01 Preparation for the Audit (1 month): The Asset Management Coordinator2 initiates the audit process by delineating the scope and scheduling the audit. During this stage, they conduct a preliminary review of the data currently stored in the Asset Management Information System and use an audit template to guide the process. 02.02 Execution of the Audit (1-2 months): Following the preparation phase, the Asset Management Coordinator carries out a comprehensive audit of the data in the Asset Management Information System. They carefully inspect the data for completeness, age, and quality, ensuring all necessary attributes are adequately represented and accurate. 1 Synchronized with the updates to the City’s Asset Management Plan. 2 As defined in the Asset Management Steering Committee structure. - 62 - Procedure Title: Asset Management Data Governance Procedure Page 3 of 8 Procedure Number: FIN 120-001 02.03 Data Request to Fill Identified Gaps (1 month): If the audit identifies gaps in the data, the Asset Management Coordinator sends a request to the respective departments or data providers. They detail the gaps, outline the appropriate format, and specify the submission timeline. The request should include a spreadsheet highlighting the gaps. 02.04 Processing and Verification of Received Data (1 month): Upon receipt of the requested data, the Asset Management Coordinator processes and verifies it for completeness. Staff members from respective departments take part in this process, checking the data and rectifying any discrepancies. 02.05 Resolution for Data Gaps and Submission of Final Spreadsheet (1-2 months): The staff members are responsible for resolving the identified data gaps and submitting a final spreadsheet to the Asset Management Coordinator. This collaborative process involves discussion and decision-making on how to handle remaining data gaps that cannot be readily filled, potentially including the use of estimates based on existing data or other suitable methodologies. 02.06 Integration of New Data into Asset Management Information System (1 month): With the verified data at hand, the Asset Management Coordinator integrates this data into the Asset Management Information System. This step ensures the most recent, complete, and accurate data is available to all Departments, promoting informed decision-making. 03 Departmental Data Management Procedures Overview 03.01 Asset Acquisition Data Collection Process3 The City of Pickering is planning to adopt an effective Asset Acquisition Data Collection Process to manage and document new acquisitions. This process, occurring on a 30-day cycle, includes the following steps: 03.01.01 Development and Verification of the Acquisition Data Collection Template: The Asset Management Coordinator has created a Tangible Capital Assets (TCA) template. This tool standardizes the collection of data for new asset acquisitions, ensuring consistency and accuracy. 03.01.02 Data Collection on New Acquisitions: Every 30 days, the Asset Management Coordinator will send an updated version of the template to necessary departments for review of current year capital spending to determine where TCA forms have not yet been submitted, or where costs need to be expensed. The Department follows up by completing and sending in the necessary TCA forms for new acquisitions or 3 The same process can be used for asset betterment data collection. A betterment is when a rehabilitation activity that adds useful life to the asset is applied. - 63 - Procedure Title: Asset Management Data Governance Procedure Page 4 of 8 Procedure Number: FIN 120-001 completing the template for costs deemed to be expense. The cost of new acquisitions is based on the final invoice(s) received. 03.01.03 Verification and Validation of Acquisition Data by Asset Management Coordinator: The TCA forms and template are rigorously reviewed by the Asset Management Coordinator, ensuring the accuracy and completeness of the data. Any issues with the reported data are discussed and resolved with the concerned parties. 03.01.04 Data Transfer to Asset Management Coordinator: After the acquisition data has been verified and validated, the data is officially transferred to the Asset Management Coordinator, centralizing the data management process. 03.01.05 Upload of Acquisition Data to Asset Management Information System: The Asset Management Coordinator uploads the approved acquisition data to the Asset Management Information System, making it accessible to all relevant Departments for efficient decision-making and asset management purposes. 03.02 Condition Assessment Data Collection Process The City of Pickering is planning to implement a thorough Condition Assessment Data Collection Process to manage the various asset classes under its care. This process shall be used for specific categories of assets or pieces of assets that exceed a certain threshold4 in value. 03.02.01 Process Initiation: Following the completion of a condition assessment study, departmental staff are responsible for ensuring timely execution and completion of the process, ideally aligning with updates to the City’s Asset Management Plan. 03.02.02 Data Collection Template Development: A standardized template or methodology developed to facilitate the transfer of condition scores from various tools, databases, and studies to the Asset Management Information System. 03.02.03 Data Collection by Departmental Staff: One or more designated departmental staff responsible for the collection and synchronization of condition assessment data. They extract condition scores from completed staff assessments, capturing this information in the established templates. 03.02.04 Data Transfer and Verification: Upon completion of data collection and synchronization, the data is reviewed and approved for upload to 4 Thresholds to be defined by individual department. - 64 - Procedure Title: Asset Management Data Governance Procedure Page 5 of 8 Procedure Number: FIN 120-001 the Asset Management Information System by the Asset Management Coordinator. 03.02.05 Issue Resolution: If the data is not accepted during the verification stage, the Asset Management Coordinator and departmental staff member discuss and resolve any outstanding concerns. 03.02.06 Final Upload: After the data has been verified and approved, the condition scores are uploaded to the Asset Management Information System. This ensures that the updated and accurate data is accessible for decision-making and future asset management planning. 03.03 Asset Disposal Data Collection Process The City of Pickering is planning to adopt an effective Asset Disposal Data Collection Process to manage and document asset disposals. The process, occurring on a 30-day cycle, includes the following stages: 03.03.01 Development and Verification of the TCA Forms: The Asset Management Coordinator has created a tangible capital assets (TCA) form. This form standardizes the collection of data for asset disposals, standardizing the data collection process for asset disposals. 03.03.02 Data Collection on Asset Disposals: TCA forms are completed when an asset is flagged as ready for disposal. The TCA forms are forwarded to the Asset Management Coordinator to start the disposal process. 03.03.03 Verification and Validation of Disposal Data by Asset Management Coordinator: The Asset Management Coordinator reviews the submitted TCA forms, ensuring the accuracy and completeness of the disposal data. Any issues identified during this verification stage are resolved on a case-by-case basis between the relevant parties. 03.03.04 Data Transfer to Asset Management Coordinator: Following verification and validation, the disposal data is officially transferred to the Asset Management Coordinator to commence the disposal process (approval by Treasurer, straight disposal, GovDeals auctions, processing of auction proceeds, etc.). 03.03.05 Integration of Disposal Data into Asset Management Information System: At the completion of the disposal process, The Asset Management Coordinator integrates the approved disposal data into the Asset Management Information System, ensuring that the most recent and accurate data is accessible to all pertinent Departments. - 65 - Procedure Title: Asset Management Data Governance Procedure Page 6 of 8 Procedure Number: FIN 120-001 04 Departmental Distinctions for Engineering Services 04.01 Asset Acquisition Data Collection Process The Engineering Services Department of the City of Pickering distinguishes itself in the Asset Acquisition Data Collection Process as follows: 04.01.01 Incorporating GIS: Utilizing Geographic Information System (GIS) for spatial inventory of new capital infrastructure and contributed assets. 04.01.02 Targeted Focus: • Capital Asset Acquisition: Identifying new capital infrastructure based on completion status (90% or more) and payment completion. • Contributed Assets: Focusing on assets contributed post-final acceptance letter, mainly through development activity. 04.01.03 Specialized Costing Methods: Employing construction Payment Certificates and Engineering cost estimates, supported by as-built drawings for detailed cost breakdown. 04.02 Condition Assessment Data Collection Process The Engineering Services Department of the City of Pickering distinguishes itself in the Condition Assessment Data Collection Process as follows: 04.02.01 Responsibility and Oversight: • General Process: Managed by departmental staff with the Asset Management Coordinator overseeing verification and upload. • Engineering Services Process: Led by the Senior Coordinator, Asset Management who is central to the process from data collection to review. 04.02.02 Asset Complexity: • General Process: Covers various asset classes without specific complexity details. • Engineering Services Process: Differentiates between simple assets assessed internally and complex assets requiring third-party assessments. - 66 - Procedure Title: Asset Management Data Governance Procedure Page 7 of 8 Procedure Number: FIN 120-001 04.02.03 Specificity of Assessment Studies: • General Process: General approach to condition assessment. • Engineering Services Process: Utilizes specific studies like road needs studies and structural appraisals. 04.02.04 Data Collection and Synchronization: • General Process: Handled by departmental staff. • Engineering Services Process: Specifically managed by the Senior Coordinator, Asset Management. 04.02.05 Verification and Issue Resolution: • General Process: Asset Management Coordinator is key in resolving issues. • Engineering Services Process: Involves collaboration between the Senior Coordinator, Asset Management and the Asset Management Coordinator for issue resolution. 04.02.06 Alignment with Asset Management Plan: • Both processes align with the Asset Management Plan, but the Engineering Services Department emphasizes the Senior Coordinator Asset Management's role in this alignment. 04.03 Asset Disposal Data Collection Process The Engineering Services Department of the City of Pickering distinguishes itself in the Asset Disposal Data Collection Process as follows: 04.03.01 Data Collection Tool: • General Process: Utilizes TCA forms created by the Asset Management Coordinator. • Engineering Services Process: Employs a standardized data collection template designed by the Asset Management Coordinator, emphasizing consistency and accuracy. - 67 - Procedure Title: Asset Management Data Governance Procedure Page 8 of 8 Procedure Number: FIN 120-001 05 Departmental Distinctions for Operations 05.01 Asset Acquisition Data Collection Process The Operations Department of the City of Pickering distinguishes itself in the Asset Acquisition Data Collection Process as follows: 05.01.01 Data Collection Frequency: The Operations Department aims to collect data every 60-90 days or as resources allow, compared to the City's general 30-day cycle. This longer interval may reflect the nature and scale of operations projects. 05.02 Condition Assessment Data Collection Process The Operations Department of the City of Pickering distinguishes itself in the Condition Assessment Data Collection Process for Facilities and Parks assets as follows: 05.02.01 Process Initiation: •Led by the Asset Management Coordinator, this process starts prior to updating the City’s Asset Management Plan, withsufficient lead time for completion. 05.02.02 Data Collection Methodology: •A standardized methodology is developed and maintained tostreamline the collection of condition scores and capitalprojections by departmental staff and the Asset ManagementCoordinator. 05.02.03 Data Collection by Operations Staff: •Designated staff members are responsible for collecting andsynchronizing condition assessment and capital projections data.This includes updating and extracting condition scores in acompatible format for different data platforms. 05.03 Asset Disposal Data Collection Process The Operations Department of the City of Pickering distinguishes itself in the Asset Disposal Data Collection Process as follows: 05.03.01 Data Collection Frequency: The Operations Department aims to collect data every 60-90 days or as resources allow, compared to the City's general 30-day cycle. This longer interval may reflect the nature and scale of operations projects. - 68 - Report to Executive Committee Report Number: PLN 08-25 Date: April 7, 2025 From: Kyle Bentley Director, City Development & CBO Subject: Authorization to Modify the Term of a Memorandum of Understanding -Pre-Review of Design Drawings for Detached Additional Dwelling Units-File: D-1300-020 Recommendation: 1.That the Mayor and City Clerk be authorized to modify the Memorandum of Understanding(MOU) between the City of Pickering and the Town of Whitby, by retroactively extendingthe term of the MOU to June 30, 2025, as set out in Appendix I to this report, for thesharing of resources to enable the preparation of pre-reviewed design drawings for detached Additional Dwelling Units, subject to minor revisions as may be required by the Director, Corporate Services & City Solicitor, the Director, City Development & CBO, andthe Chief Administrative Officer; 2.That the Mayor and City Clerk be authorized to further modify the term of the MOUbetween the City of Pickering and the Town of Whitby, as may be required in the future; and 3.That appropriate officials of the City of Pickering be authorized to take such action as isnecessary to give effect to the recommendations in this report. Executive Summary: The purpose of this report is to request Council’s authorization to modify the term of the MOU with the Town of Whitby for the sharing of resources for the preparation of building drawings, pre-reviewed under the Ontario Building Code, for detached additional dwelling units (ADUs). The goal of this program is to create an expedited path for the public to select designs and receive building permit approval for detached ADUs. The Town of Whitby is contributing financial resources secured through a Federal Housing Accelerator Fund (HAF) grant, and the City of Pickering is contributing staff resources to the program, as set out in the MOU (see Appendix I). The original MOU had an expiry date of December 31, 2024 and this report requests an extension of the term to June 30, 2025. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; and Strengthen Existing & Build New Partnerships. Financial Implications: There is no direct financial implications arising from this report. - 69 - PLN 08-25 April 7, 2025 Subject: Authorization to Modify the Term of a Memorandum of Understanding Page 2 Discussion: The purpose of this report is to request Council's authorization to modify the term of the MOU with the Town of Whitby for the sharing of resources for the preparation of building drawings, pre-reviewed under the Ontario Building Code, for detached ADU’s. Background On June 24, 2024, Council authorized the City to enter into a MOU with the Town of Whitby for the pre-review of design drawings for detached ADUs (Resolution #525/24). In accordance with the MOU, Pickering staff are providing the “sweat equity” by providing the plans review of the drawings while Whitby provides the financial resources, through their HAF grant, to compensate the design professionals for the spec drawings they prepare. The original MOU had an expiry date of December 31, 2024. During the fall of 2024, the City received 12 submissions from qualifying designers and architects for pre-review. The review of these submissions is still ongoing and additional time is required to ensure that these spec drawings are completed in a manner that conforms to the Ontario Building Code and supports the outcomes of this project. Accordingly, staff is requesting Council’s authorization to modify the MOU between the City and the Town of Whitby, for the sharing of resources for a pre-review design program for detached ADUs, by retroactively extending the term of the MOU to June 30, 2025, as set on Appendix I to Report PLN 08-25, and to authorize the Mayor and City Clerk to modify the term of the MOU, as may be required, to complete the project. Appendix: Appendix I Additional Dwelling Unit Regional Design Catalogue Memorandum of Understanding Amendment - 70 - PLN 08-25 April 7, 2025 Subject: Authorization to Modify the Term of a Memorandum of Understanding Page 3 Prepared By: Original Signed By Paul Wirch, RPP Principal Planner, Policy Approved/Endorsed By: Original Signed By Kyle Bentley, P. Eng Director, City Development & CBO PW:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 71 - Appendix I to Report No. PLN 08-25 Additional Dwelling Unit Regional Design Catalogue Memorandum of Understanding Amendment - 72 - ADDITIONAL DWELLING UNIT REGIONAL DESIGN CATALOGUE MEMORANDUM OF UNDERSTANDING AMENDMENT Dated this day of February, 2025. B E T W E E N: THE CORPORATION OF THE TOWN OF WHITBY (hereinafter “Whitby”) and THE CORPORATION OF THE CITY OF PICKERING (hereinafter “Pickering”) RECITALS: A. On August 30, 2024, Whitby and Pickering entered into a Memorandum of Understanding for the creation of a catalogue of approved designs for detached additional dwelling units to be made available to the public (the “MOU”). B. The term of the MOU ended on December 31, 2024. C. Whitby and Pickering wish to extend the term of the MOU in order to complete the project contemplated by the MOU. THEREFORE, in accordance with the principles set out above, the parties hereby agree as follows: 1. AMENDMENT 1.1. Article 4.1 of the MOU shall be amended by delete the date “December 31, 2024” and adding the date “June 30, 2025”. 1.2. All other articles of the MOU shall remain in full force and effect. 1.3. This Amendment may be executed in two or more counterparts, each of which together shall be deemed an original, but all of which together shall constitute one and the same instrument. If the signature is delivered by fax transmission or by email delivery of a scanned data file (Adobe PDF or otherwise), such signature shall create a valid and binding obligation on the party executing the MOU with the - 73 - - 2 - same force and effect as if the fax or scanned data file (Adobe PDF or otherwise) were an original thereof. IN WITNESS WHEREOF the parties hereto have executed this Amendment by their duly authorized officers in that behalf. THE CORPORATION OF THE TOWN OF WHITBY Per: _________ Matthew Gaskell, Chief Administrative Officer Per: _________ Fuwing Wong, Commissioner, Financial Services & Treasurer THE CORPORATION OF THE CITY OF PICKERING Per: _____________________________________ Per: _____________________________________ - 74 -