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HomeMy WebLinkAboutCAO 01-26Report to Executive Commitee Report Number: CAO 01-26 Date: January 12, 2026 From: Marisa Carpino Chief Administrative Officer Subject: Corporate Strategic Plan 2025 Annual Progress Report File: A-1440 Recommendation: 1. That Report CAO 01-26, regarding Corporate Strategic Plan 2025 Annual Progress Report, be received for information. Executive Summary: The purpose of this report is to provide an annual update on the 2024-2028 Corporate Strategic Plan (the Plan). This is the second annual report on the progress made on the 88 Specific Actions (Actions) identified under the six Strategic Priorities and Corporate Key, marking the halfway point of the four-year plan. By the end of 2025: x 100% of Actions are now underway or complete o 5 Actions are now fully complete (4 of these in 2025) o 7 Actions are 75% complete o 76 Actions are 50% complete Detailed progress on all Actions is provided in Attachment 1. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to all of the Pickering Strategic Plan Priorities of: Corporate Key: Good Governance/Customer Service Excellence; Champion Economic Leadership & Innovation; Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; Lead & Advocate for Environmental Stewardship, Innovation & Resiliency; Strengthen Existing & Build New Partnerships; and Foster an Engaged & Informed Community. Financial Implications: The Plan outlines 88 Specific Actions that are derived from, and aligned with, the City’s Vision and Corporate Values. Some of these initiatives are ongoing and already included in the City's Budget. Other initiatives do not require additional resources and CAO 01-26 January 12, 2026 Page 2 can proceed without the allocation of funding. However, certain initiatives will only be implemented when additional funding is allocated in future Budgets. Staff will continue to advance the priorities of the Corporate Strategic Plan for Council’s consideration through staff reports and the City’s annual Budget process. If funding is not secured and/or resources are not allocated, the implementation of certain components of the Plan may not proceed within the estimated timeline. Those instances will be communicated through the annual reporting on the Plan. Discussion: The purpose of this report is to provide Council with an annual update on the 2024–2028 Corporate Strategic Plan. The Plan was initiated through a Council Strategic Work Planning Workshop held at a Special Meeting of Council in March 2023. Throughout the planning process, City Council, residents, staff, advisory committees, and community stakeholders actively contributed valuable input that shaped the development of the Plan. On December 11, 2023, Council endorsed the Corporate Strategic Plan through Report LEG 06-23 (Resolution #357/23). The Plan establishes Council and staff’s strategic priorities for 2024–2028. It includes a Vision, Mission Statement, and Corporate Values, Principles, and Beliefs. It also identifies six Strategic Priorities supported by a Corporate Key, which collectively encompass: x 7 Strategic Objectives x 23 Areas of Strategic Focus x 88 Specific Actions Following Council’s endorsement, staff committed to providing annual progress reports to Council and the community. This report represents the second annual update, focusing on progress at the Specific Actions (Actions) level. An internal working group was formed to oversee implementation, with staff across the corporation assigned as leads for each of the Actions. These leads are engaged at multiple points in the year to provide updates, at times aligned with the budget cycle and this year-end status report. These leads are responsible for reporting on progress toward the 88 Actions. After two years of implementation: x 83 Actions are in progress at the 50% to 75% mark; and x Based on the deliverables, a total of five (5) Actions are now complete, with four (4) of these being completed in 2025. The completed Actions are: i. Adopt a strategic approach to internal corporate capacity building to ensure the City is able to meet the needs of a growing, diverse population; ii. Work with youth and partners to develop a central City-wide repository of employment opportunities for youth; iii. Enhance community safety through direct service and program delivery; CAO 01-26 January 12, 2026 Page 3 iv. Work with youth to enhance services and programs, including gathering spaces and places in the City that are accessible, inclusive, safe and welcoming; and v. Complete the Comprehensive Zoning By-law Review. Staff have been diligently working to fulfill the Plan’s priorities and are on track to complete the identified deliverables at or before the end of the four years. This dedication plays a crucial role in realizing the Vision of, Pickering: A complete, world class city…inclusive, connected, caring, and prosperous. The Plan is designed as a four-year roadmap, and staff have adopted a project-based approach to implementation. Each Action is supported by multiple projects or initiatives, listed under the “Deliverables” column. An Action is therefore not a single task but an umbrella commitment that advances incrementally over the full lifespan of the Plan. An Action is considered fully complete (100%) only when all associated projects or initiatives have been completed or have reached a stage of significant, demonstrable progress. Until then, the Action remains “in progress”, even if substantial work has been achieved. To reflect advancement, staff apply an incremental completion scale, typically increasing by 25% annually as milestones are met. Given that we are in Year Two of a four-year Plan, most Actions are appropriately assessed at 50% complete, indicating: x meaningful progress, including project initiation, scoping, and early implementation; and x a clear midpoint toward achieving intended outcomes. As implementation continues, Actions will advance beyond 50% as projects are completed and outcomes realized. Most Actions are expected to reach full completion closer to the end of the four-year term, consistent with the Plan’s long-term, outcome-focused nature. It is important to note that many Actions represent ongoing operational responsibilities that extend beyond the Plan’s timeframe. For example: x “Continue to place priority on responsible budget management” will not be considered complete until 2028, as this commitment spans multiple Budget cycles. x “Work more closely with members of the business community and with APBOT in particular” reflects an ongoing relationship that staff will maintain beyond the Plan’s term. Similarly, even when an Action reaches 100% completion, staff will continue implementing associated strategies or plans that extend beyond 2028. For instance, several strategies referenced in the Plan have timelines that exceed the four-year term, ensuring continued advancement beyond the Corporate Strategic Plan. Attachment 1 provides a detailed summary of all Actions, including deliverables, current status, and progress achieved in 2025. Below is a bar graph showing how the 2025 Council reports align with the City’s Strategic Priorities. CAO 01-26 January 12, 2026 Page 4 Attachment: 1. Corporate Strategic Plan – 2025 Annual Progress Report Prepared By: Farnaz Patel Strategic Initiatives & Corporate Priorities Advisor FP Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer 2ULJLQDO6LJQHG%\ 2ULJLQDO6LJQHG%\ 1 Corporate Key: Good Governance/Customer Service Excellence Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Be Financially Stable Continue to place priority on responsible budget management x Adopt the Capital & Current Budget, while meeting the target levy set by Mayor. x Ensure City passes the annual financial audit. For 2025, the residential levy impact was 3.75%, and the Current and Capital Budgets were adopted on December 28, 2024. In line with previous years, the City also prepared a nine-year Capital Budget forecast to support responsible long-term planning and guide future infrastructure investments. The 2024 financial audit, conducted by Deloitte, was completed successfully. The final auditor’s report was presented to and approved by Council in October 2025, confirming a “Clean Audit.” This designation means the external auditor concluded that the City’s financial statements are free from material errors or omissions, a strong indicator of sound financial management. Looking ahead, the 2026 Mayor’s Proposed Capital Budget and 2027-2035 Capital Forecast, and the 2026 Mayor’s Proposed Current Budget was posted publicly on November 28, 2025. Subject to amendments, the 2026 Capital and Current Budget is deemed adopted on December 29, 2025. Deliver municipal services, programs and infrastructure to meet the needs of current and future residents while balancing the impact to taxpayers x Continue to engage Pickering residents for budget input via surveys, townhalls. x Maximize the usage of Casino revenue to support Community- related projects. x Balance impact on taxpayers by reviewing and updating user fees to recover costs of service delivery/new services. For the 2025 Budget, the City provided multiple opportunities for residents to learn about and participate in the budget process, including: x A virtual presentation and Q&A session on the Senior Staff Recommended Draft 2025 Capital Budget highlights; x Public review and feedback on Draft 2025 User Fees; x Posting of the Senior Staff Recommended Draft 2025 Capital Budget and 2026–2029 Forecast on the City’s website, with an opportunity for public input; and x Introduction of Pickering’s new participatory budgeting initiative, enabling residents to decide how to allocate a portion of the City’s budget. Similarly, for the 2026 Budget, the community was engaged to provide feedback on Draft 2026 User Fees, budget priorities, and the Senior Staff Recommended Draft 2026 Capital Budget and 2027–2030 Forecast. Since the opening of the Casino in July 2021, the Ontario Lottery and Gaming Corporation (OLG) has distributed $6,, in non-tax gaming revenue payments to the City of Pickering under $WWDFKPHQWWR5HSRUW&$2 2 Specific Actions Deliverables Status of Progress 2025 Details of Progress the Municipal Contribution Agreement. A portion of these revenues is allocated to the Region of Durham. In 2025, a significant share of casino revenues was directed toward capital projects, debt reduction, and community grants. The City received a provincial grant of approximately $45,000 to support cancer prevention initiatives within Fire Services. The funds were utilized to purchase air purifiers for trucks, face masks for breathing apparatus, decontamination equipment for post-fire operations, and a PPE drying station. Development projects continue to play a key role in delivering municipal services and infrastructure while mitigating the impact on taxpayers. New parks, and other community amenities are funded by developers either directly through Development Agreements or indirectly through Development Charges, such as the provision of new park equipment. Sustainability staff continue to align programming with community interests, focusing on reducing household costs and promoting environmental stewardship through initiatives such as educating homeowners on growing their own food, conserving energy to lower utility bills, and accessing available grants and incentives. Litter and illegal dumping remain significant challenges; with Council’s support through a Notice of Motion, a multi-departmental working group was formed to implement a comprehensive approach that includes enforcement, communications, and cleanup efforts. Community engagement has been strong, with 53 groups representing over 3,200 residents participating in cleanup activities. Identify opportunities to diversify revenue sources to reduce reliance on property taxes x Secure naming rights for new and existing City facilities. x Implement a Municipal Accommodation Tax (MAT). x Continue to expand the city’s Sponsorship of Programs & Events program to reach new businesses and continue to promote In 2025, the City advanced several initiatives to identify and leverage diverse revenue sources, key actions included: x Securing a 15-year naming rights agreement valued at $1 million for the Dorsay Community & Heritage Centre; x Progressing with the Municipal Accommodation Tax (MAT) initiative, which generated anticipated revenues of $127,000 in 2025; x Partnering with local businesses to sponsor programs and events resulting in 27 opportunities secured, including six new businesses, and generating $62,450 in revenue; x Implementing measures to reduce and eliminate false alarms, ensuring personnel are available for actual emergencies. Fire Services will begin charging for false and nuisance alarms beyond customary thresholds; 3 Specific Actions Deliverables Status of Progress 2025 Details of Progress sponsorship opportunities. x On an annual basis,review existing fees,fees structure, and identify new feeswhere appropriate, toensure they reflectcost of livingincreases, and effort expended onservice/application. x Receiving $19.4 million in non-tax gaming revenue from the Ontario Lottery and Gaming Corporation (OLG) between April 2024 and March 2025; x Securing $5.2 million through the second round of the Building Faster Fund, which provides funding to municipalities that achieve at least 80 per cent of their provincially designated housing targets; x Applying for more than 30 grants and securing up to $1.6 million in funding, including$25,000 from the Government of Canada’s Celebrate Canada program, $178,260 from Ontario’s Seniors Active Living Centre initiative, and $18,000 through the OPG Regional Empowerment Grant; x Approving, through Council Report CS 31-25, Request for Quotation No. Q2025-31 for advertising at the Chestnut Hill Developments Recreation Complex Arena and Don Beer Arena (Resolution #881/25). The quotation was submitted by Futuresign Multimedia Displays Inc. for a total of $78,131 (plus HST) over a 3 year term; and x Initiating a comprehensive review of planning, building, and engineering application fees for consideration in 2026.Strategic Focus: Promote Organizational Efficiency & Effectiveness Promote service modernization by using technology to advantage (improve efficiency, automate processes, and reduce administrative overhead) 9 Complete theStreamlining theDevelopmentApplication ReviewProcess (DARP), with a view to streamlining,including additionaluse of technologywhere appropriate. 9 Create a new, streamlined,modernized and directon-line paymentprocess, throughMoneris (including the convenience fee asrequired by theFinance Department) In 2025, the City advanced several initiatives to modernize services and enhance operational efficiency: x Following Council’s endorsement of the Streamlining of the DARP report in February, implementation of the study has begun, including: o Completion of updated public notices for development applications; and o Launch of a user-friendly electronic funds transfer payment process. x SharePoint Platform successfully onboarded seven departments and developed eight communication and team sites. Work is also underway to launch a SharePoint Intranet, aligning with the City’s broader goal of modernizing service delivery, increasing operationalefficiency, and equipping staff with the right digital tools. x Farmers’ Market vendors can now conveniently pay fees online through the new payment system. x Fire Services transitioned from traditional laptop computers to an iOS-based iPad tabletsystem for dispatch information in fire apparatus. Older laptops are being phased out aspart of this upgrade. 4 Specific Actions Deliverables Status of Progress 2025 Details of Progress to eliminate the need for building permit applicants to pay through the e-store. 9 Reconfigure andupdate the AMANDA folders on the Pickering ResidentInterface for ServiceModernization(PRISM) Online Permit Application Portal to residents. x Transition theCorporation to SharePoint, as theprimary location forstoring alldepartmental andproject-related files. x Human Resources launched SuccessFactors – Employee Central on July 16, 2025, aspart of ongoing efforts to streamline HR processes. This secure platform centralizesemployment information and currently allows employees to:o View work history and compensation detailsoReview personal contact information o Access a live organizational chart showing positions and incumbents x SuccessFactors will continue to expand with additional modules, including Recruitment &Onboarding, Learning Management, and Health & Safety/WSIB claims management. x The Finance Department completed the payroll modernization initiative with the migration to a newer version of ADP's application, integrating with SAP to streamline employeechanges and financial data. The next initiative is to ensure that term and part-time staffhave access to their payroll statements. x The SAP RISE project is in the planning phase for transitioning to the latest version of SAPS/4 HANA. x Customer Care Centre continued its efforts to improve service delivery by further exploringthe implementation of Microsoft Dynamics. This platform is designed to streamline processes, enhance access to information, and create a more seamless customer experience. The system will benefit both staff and residents by enabling greater digitalintegration, transparency, and efficiency across municipal services. Currently in progress are the review of application fees; preparation of a delegation by-law; development of a website application tracker; and establishment of key performance indicators for development application processing. Undertake a workplace modernization review and needs assessment to identify opportunities resulting from remote work x Implementation of amodern, cloud-basedcommunication systemthat replaces legacy phone lines and supports hybrid work. x Complete a workspaceassessment toimprove space use efficiency and physicalworking space models. As part of the City’s ongoing workplace modernization review and needs assessment, staff continue to enhance communication tools that support a flexible and connected workforce. The rollout of Microsoft Teams Voice, a cloud-based solution that integrates seamlessly with the Microsoft 365 environment, is well underway. Several departments have already transitioned to the new call flow, improving accessibility and collaboration for both in-office and remote staff. This initiative supports the City’s broader goal of modernizing workplace technology to adapt to evolving work models. As Mitel approaches end of life in 2025, staff are evaluating future communication options to ensure continuity, scalability, and alignment with the City’s digital strategy. 5 Specific Actions Deliverables Status of Progress 2025 Details of Progress Additionally, a Workspace Assessment Committee has been established to evaluate current workspaces against present and future needs, leveraging remote work arrangements to optimize space utilization. The committee held its first meeting in November. Undertake an evaluation of municipal services, facilities and assets for cyber and other security and safety risks and implement mitigation measures to ensure service continuity 9 Carry out a lighting study. 9 Complete a city-widemodernization of oursecurity camera network. x Strengthencybersecurityresilience through the validation of the City’s Incident ResponsePlan, expanded Multi-Factor Authentication(MFA), improved patch management for faster vulnerability response,and implementation ofa modern backupsolution to enhance data recovery and system continuity. A lighting study was completed for eight municipal facilities and properties, including Esplanade Park, Civic Complex, Library and Parking Lot, Chestnut Hill Developments Recreation Complex, George Ashe Library & Community Centre, East Shore Community Centre, West Shore Community Centre, Don Beer Arena, and Dr. Nelson F. Tomlinson Community Centre. Funding has been allocated in the 2026 budget to address critical upgrades, with additional work planned for 2027 to implement remaining recommendations. This year, staff also completed a city-wide modernization of our security camera network, upgrading all facility systems to meet current standards. Deployment continues at the Pickering waterfront and city parks, enhancing safety across public spaces. Security reviews are now a mandatory component of all capital projects, ensuring the right equipment is integrated into building design and construction. Key 2025 projects include: x Council Chamber renovation x Dorsay Community & Heritage Centre x Harvey House Museum renovation x New City Centre park at Pickering City Centre x Seaton Recreation Complex & Library x New Fire Hall 5 Additionally, all city events now have an emergency response plan in place. This winter, members of our Municipal Emergency Control Group, including Mayor Ashe, Deputy Mayor Pickles, senior leaders, and select participants from across the organization, participated in a full-scale emergency management exercise focused on responding to a cyberattack scenario. These annual training sessions are a core requirement of our Community Emergency Management Program, ensuring we remain skilled, coordinated, and confident in our roles should a real-world event occur. Working through a live mock incident gave staff the opportunity to apply the principles of the Incident Management System, refine decision-making in a fast-moving environment, and strengthen communication between our Emergency Operations Centre and on- scene response teams. Exercises like this demonstrate our commitment to prevention, mitigation, 6 Specific Actions Deliverables Status of Progress 2025 Details of Progress preparedness, response, and recovery, the critical phases of our emergency management framework. Additionally, staff expanded Multi-Factor Authentication (MFA) coverage, accelerated patching cycles to address vulnerabilities more quickly, and implemented a new backup solution to improve data recoverability and overall system resilience. Explore opportunities to implement clean energy and sustainable design standards at municipal facilities and City infrastructure projects 9 Renew CorporateEnergy ManagementPlan (CEMP) with aview to incorporate obligations in all RFP’sfor major capitalprojects. x Design new buildings to Net-Zero Carbonstandard. x Review the current Pickering Official Plan Policy 11.40 statesthat “City Council shall‘commit’ to targeting atleast LEED © Silver certification, or equivalent standard,for all new municipalbuildings andprojects.” Also policy 14.3 references LEED © Silver. The City’s CEMP was approved by Council in March 2025 (Report OPS 04-25), which provides a roadmap for planning and decision-making for the next phase of the City of Pickering’s energy management program. This Plan sets ambitious targets for reducing energy use across the City’s facilities, infrastructure, such as streetlights, and fleet vehicles. Presently under construction, the Dorsay Community & Heritage Centre (DCHC) will be the City's first Net-Zero Carbon Design building. Additionally, the Seaton Recreation Complex & Library, a project for which the design has been awarded, is expected to meet the Net-Zero Carbon Design standard and CSA B651.23 for accessibility, exceeding current code requirement 7 Strategic Focus: Provide Exceptional Customer Service Identify opportunities to ensure the City’s workforce is diverse and reflective of the community it serves 9 Standardize theredaction of names and other identifiers onresumes to lowerpotential biases inhiring. 9 Carry out inclusive hiring training for allSupervisor/Managers. x Post job vacancies ondiverse platforms to attract diversecandidates. (EDIN,BIPOC jobs, etc.) x Review job descriptions to ensure bona fide jobrequirements aredocumented and thusbarriers to employment are removed. Human Resources Department and Equity, Diversity & Inclusion Section collaborated to deliver Inclusive Hiring Training during the October 2025 Leadership Forum, featuring Allison Hector- Alexander from Durham Region. The City also participated in the Pathways to Employment Program in partnership with the Abilities Centre. In addition, Egale Canada delivered a Workplace Inclusion training focused on gender and sexual diversity. To further support inclusive practices, additional training is being offered to supervisors on inclusive hiring and the impact of unconscious bias in recruitment decisions. Job postings now include a statement indicating that alternate formats are available upon request. Before postings go live on the City website, accessibility checks are completed to ensure compliance. Continue to monitor customer service standards with a view to advancing continuous improvement x Conduct annual training for frontlinecustomer service staffto identifyopportunities for improvement. x Monitor issues raisedby the public, analyzetrends, and share targeted messaging to enhance knowledgeand improve servicedelivery. Customer Care organized external training for frontline staff and maintains regular collaboration with internal departments to ensure alignment and effective issue resolution. Community Services established baseline metrics for measuring customer interactions, including telephone calls, facility bookings, and program registrations. Fire Services will continue to monitor performance standards related to assembly time and response time. A new software will leverage Microsoft Power BI to analyze dispatch data. Response time is measured across three stages: call processing, assembly, and drive time. Continuous monitoring will ensure performance remains aligned with established standards. Building Services continued to update and refresh its website pages and resources listed for the public. Building Services staff provide their expertise to the public in person, on-line in MS Teams meetings, and over the telephone to provide wrap-around service to the public, residents, 8 x Continue to seekfeedback fromprogram participantsand integrate intoprogram and service improvements. builders, consultants, industry representatives, and developers. The groundwork is being laid to provide scheduled, in-person counter consultations to assist applicants with uploading their permit applications into the application portal. It is anticipated that digital devices will be available at the counter in 2026 for applicants to view the status of their building permit. It is the practice of Zoning & Administration staff to help the public by asking lots of questions when responding to zoning inquiries. The “help us help you” approach of asking many questions allows staff to uncover parts of the by-law that the public may not be aware of that would apply to their project. This approach results in more fulsome responses to inquiries received at the counter, over the phone, and by email. Having a better understanding about the nature of the individual’s project also helps staff put the inquirer in touch with other appropriate contacts in the City that may assist them with their project. The Planning & Design section of the City Development Department has also updated its website pages enabling easier retrieval of information about development applications, refreshed the format of notices to the public about new development applications, and created an easier electronic fund transfer process. The Sustainability section updated its website pages to make information easier to access including creating a section that notes available energy related grants and incentives - recognizing that residents are busy and may not have the time to research opportunities they have available to them. Moving forward with our new Customer Relationship Management (CRM) rollout and other digital transformation initiatives, the City remains committed to enhancing service delivery for the greater Pickering community. These improvements will strengthen accountability, transparency, and efficiency, and as we evolve, our customer service standards will also adapt to reflect our ongoing commitment to excellence and continuous improvement. The Customer Service policy is currently being reviewed to ensure that it reflects our priorities. Ensure City services, programs and infrastructure is equitable, accessible and inclusive for all community members 9 Launch eScribe. 9 Implement closedcaptioning for Council,Committee andTaskforce meetings. 9 Train 80% of front-line staff to achieveSunflower “Friendlydesignation”. The City’s commitment to equity, accessibility, and inclusivity was reflected in various ongoing and completed initiatives across the city. As part of the eScribe meeting management solution launch, Legislative Services implemented closed captioning for all Council, Committee, and Taskforce meetings, marking a significant step toward enhancing accessibility and inclusivity in civic engagement. This initiative ensures that residents who are Deaf or hard of hearing can fully participate in local decision-making processes. Additionally, closed captioning improves clarity in noisy environments and assists all viewers in following complex discussions more effectively. By eliminating barriers to 9 x Present key projects tothe City's AccessibilityAdvisory Committeefor feedback, whereaccessibility is pertinent to scope. x Consider whetherthere is a need toprovide land use planning information inlanguages other thanEnglish; and if so,what language(s), andit is written and oral. x Explore a newProperty Tax portal. understanding, this measure reinforces the City’s commitment to transparency, accountability, and building public trust. At the Executive Committee Meeting on May 5, 2025, Report CLK 02-25, proposing voting methods for the 2026 Municipal Election, was approved and later adopted by Council through By- law #8182/25 to give approval for the use of both internet and paper ballot voting in the 2026 Municipal Election. Legislative Services, in coordination with Finance staff, issued a Request for Proposal (RFP) for a voting services provider. An Evaluation Committee, including staff from Legislative Services and Information Technology Services, reviewed submissions and selected Neuvote Systems Inc. Council approved the contract award on October 27, 2025. Through Council Report BYL 02-25, the City expanded access to accessible taxicab services in Pickering (Resolution #884/25). Council approved amendments to the Vehicle for Hire By-law to improve service availability for residents. Previously, taxicabs not licensed in Pickering were prohibited from picking up fares within the City. The approved amendments remove this restriction specifically for accessible taxicab services. This change will increase the availability of accessible transportation options, reduce wait times, and support greater mobility for residents who rely on specialized services. The City officially became a corporate member of the Hidden Disabilities Sunflower (HDS) Program in June 2025. In so doing, the City has committed to providing HDS Program training to all City staff, including seasonal hires. For new City staff, this training has now been included in the Human Resources onboarding orientation and training for all future onboarding sessions. Both synchronous and asynchronous training were provided to City staff last October. A live webinar delivered the synchronous sessions, while asynchronous modules were made available through the City’s Learning Management System, where they remain accessible to City staff. As of December 2, 2025, the City of Pickering has achieved the goal of having 80% of its front-line staff trained and has been officially designated a “Sunflower Friendly” organization. Additionally, Dementia Friendly Communities training was introduced in response to a need identified by Customer Care, ensuring staff are better equipped to support individuals living with dementia. Job postings now include a statement indicating that alternate formats are available upon request. Before postings go live on the City website, accessibility checks are completed to ensure compliance. Selected candidates are informed that accommodations are available if needed, and 10 HR works with applicants to confirm appropriate accommodations. Employees are also offered accommodations during return-to-work meetings. To foster inclusivity, staff held one of the public meetings at a place of worship (Devi Mandir) to engage residents who may speak another language but understand English well enough to participate in discussions. Looking ahead, the Finance Department, in collaboration with the IT Division, is exploring a new property tax portal, which has been included in the 2026 Capital Budget. Strategic Focus: Be an Employer of Choice Develop and implement the City’s Equity, Diversity and Inclusion Strategy 9 Coordinate the development of anEquity, Diversity &Inclusion Ten-YearStrategy utilizing an external consultant. 9 Develop Year 1Implementation WorkPlan. 9 Revive Equity, Diversity & Inclusion interdepartmentalsteeringcommittee/workinggroup to support operationalization of Equity, Diversity &Inclusion Strategy. x Advance the priority areas outlined in the strategy. In May 2024, Council endorsed the 2024-2034 EDI Strategy. Continued progress has been made in the first two priority areas outlined in the EDI Strategy: (1) Education and Awareness and (2) Structure and Resources. Regarding Education and Awareness, a series of EDI-focused training sessions were delivered to senior leadership, staff, and Council, including: x Introduction to Intersectionality for Municipal Governments x Inclusive Hiring with Allison Hector-Alexander x Red Dress Day with Janet Dugan x Resistance through Toronto Caribbean Carnival with Toronto Caribbean Carnival x American Sign Language – Part 2 x Hidden Disabilities Sunflower Training x Indigenous Truth and Reconciliation through First People’s Group via CSWB x Human Trafficking Awareness with Victim’s Services via CSWB x Red Dress Day Beading Workshop x Treaty Awareness Week with Grandmother Kim Wheatly With respect to Structure and Resources, this area of focus was strengthened by the addition of Equity, Diversity, and Inclusion Specialist to support implementation and advancement of EDI initiatives. 11 Identify opportunities to enhance internal communications and engagement across the Corporation x Plan and host annualChief AdministrativeOfficer (CAO) TownHalls. x Create and distribute CAO newsletters on aregular cadence. x Develop and launchdepartmentalSharePoint Communication Sites. Between April and June, the CAO hosted 10 Town Halls, connecting with hundreds of staff representing all departments within our organization. These sessions enabled open dialogue, updates, and team building. To support the City’s commitment to open, transparent, and accessible municipal government, internal communications have been enhanced through online recaps of Council Meeting decisions. This initiative helps residents and staff better understand municipal affairs and Council’s direction. Following each meeting, the CAO sends an email encouraging staff to review the Council Highlights, ensuring everyone remains informed and engaged. To further improve internal communications, the CAO issues newsletters to all departments. This newsletter shares updates on key projects and developments, promoting a connected and informed workforce. As part of ongoing efforts to enhance collaboration, departmental SharePoint Communication Sites will launch shortly. Each site will serve as a central hub for updates, resources, and frequently accessed content, helping staff stay aligned and connected. Features will include: x Quick links to forms, tools, and policies x News and announcements x Frequently used documents and templates x Key contacts or organizational charts x Department calendars (events, deadlines, meetings) x Helpful resources and FAQs Collectively, these actions demonstrate our commitment to strengthening internal communication and engagement across the organization, ensuring all staff are well-informed, involved, and motivated. Advance a comprehensive Human Resource Strategy focusing on employee recruitment and retention, knowledge transfer and succession planning, skills building and x Review policies andprocedures on anongoing basis to betteralign them withupdated and current practices andCorporate StrategicPlan (New EmployeeOrientation, Learning& Development, As part of the Leadership Development Plan, Human Resources (HR) launched the Leaders’ Forum initiative in 2025. This forum brings together approximately 60 managers and supervisors for peer-to-peer learning and development. Its purpose is to leverage shared experiences, address common challenges, ensure consistency in practices, break down silos, and enhance collaboration. The Leaders’ Forum also provides opportunities to explore and discuss EDI topics, supporting leaders as they serve Pickering’s diverse community. Two Leaders’ Forums were held in 2025, one in the summer and another in the fall. HR also introduced the Leadership Certificate Program in partnership with OntarioTech University. Open to all City leaders, this program is a core pillar of the Leadership Development 12 continuous improvement Employee Recognition). x Facilitate successionplanning and leadership developmentinitiatives. Plan. Participants earn a leadership certificate by completing five courses delivered through full- day, on-site workshops facilitated by OntarioTech University’s Continuous Learning department. Rolled out in fall 2025, the program will run over two years (2025–2026) and will be refreshed based on evolving leadership development needs to continue building leadership capacity for supporting employees and the community. These two initiatives represent a visible increase in leadership development opportunities, with intentional EDI content to foster inclusive leadership for both staff and the community. Succession planning has also begun, with identified opportunities to be formalized in 2026. Additionally, several procedures have been finalized, including Learning & Development and Orientation Procedures, which are currently awaiting approval. The Recognition Program is scheduled for review and update to reflect current practices. Adopt a strategic approach to internal corporate capacity building to ensure the City is able to meet the needs of a growing, diverse population 9 Complete theDevelopment ChargesStudy. 9 Complete the AssetManagement Study (AMP). 9 Develop staffingstrategies, including tosupport the expansionof programs and services at DCHC. The City of Pickering has adopted a strategic approach to building internal corporate capacity to meet the needs of a growing and diverse population. This approach includes several key initiatives: x The Finance Department completed its Development Charges (DC) Study as part of amulti-year growth-related capital budget. The DC Study, approved at the June CouncilMeeting along with Community Benefit Charges, will provide additional funding to offsetthe increased costs of growth-related capital projects. DC deferral fees, which promotedevelopment, will take effect in July 2025. x Finance staff also led a multi-departmental team to ensure compliance with ProvincialRegulation O. Reg. 588/17 by July 1, 2025. This regulation requires municipalities to havean approved asset management plan for all municipal infrastructure assets, includingproposed service levels, activities to achieve those levels, and a funding strategy. Future annual capital budgets for infrastructure renewal will be based on this plan. The Asset Management Data Governance Policy and Procedure were approved by Council in April2025 (Resolution #706/25), followed by the 2025 Asset Management Plan in May 2025(Resolution #737/25). The next step is to develop the annual review of asset managementprogress, with the first report due July 1, 2026. x Facility and program staffing plan was developed for DCHC, including job descriptions. x HR continues to work closely with departmental leadership on restructuring, retirementplanning, and resource reviews, applying HR strategic planning to ensure organizational readiness. 13 Priority 1: Champion Economic Leadership & Innovation Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Champion job creation and economic advantage Continue to implement the City’s Economic Development Strategy x The City’s EconomicDevelopment Strategy(2022 – 2026) hasbeen endorsed. As part of the Strategy, continue to supportsmall businesses. x Implement investment attraction program. x Promote City ofPickering as a place todo business (through marketing material). In a sign of growing business interest, 33 new businesses celebrated grand openings this year with an additional 10 in the pipeline. The City’s Site Visit Program supported 13 local businesses by helping them address operational needs, explore expansion opportunities, and strengthen relationships. Through Invest Pickering’s marketing platforms, the City engages with approximately 3,800 online users, sharing updates on key projects, business opportunities, and milestones, reinforcing Pickering’s reputation as a thriving business hub. In October 2025, Council awarded Request for Proposal No. RFP2025-17 to KPMG LLP (KPMG) for the development of a new Corporate Economic Development Strategic Plan (2026-2030) for the City of Pickering. Leverage grant funding to support City-wide connectivity (internet and mobile service) x Work with the provincial government,Durham OneNet andBell to bringbroadband toPickering to reach Province’s goal forhigh-speed internet. Since launching Ontario’s broadband programs in 2021, the provincial government has made significant progress. The $4 billion broadband investment has helped increase province- wide connectivity, with over 94 percent of the province now able to access high-speed internet. The City continues to collaborate with Durham OneNet and Bell to advocate for city-wide connectivity. Bell and Rogers have completed most of the fibre installation in urban residential areas and are now working to expand coverage in rural communities. Infrastructure Ontario hosted a broadband workshop encouraging municipalities to partner with Internet Service Providers (ISPs) to accelerate connectivity efforts. City staff remain actively engaged with ISPs to ensure broadband access reaches the majority of urban areas. Staff have successfully rolled out redundant internet connectivity to municipal facilities and other critical sites across the city, with work underway to bring the remaining emergency services sites online. 14 Specific Actions Deliverables Status of Progress 2025 Details of Progress Continue to advance economic opportunities for Pickering in terms of business attraction, City positioning and business growth x Continue to promotevacant land andbuildings. x Develop a marketing plan. x Produce marketingcontent to attract newbusinesses. x Advance Short-termRentals. The City of Pickering hosted its annual Economic Outlook Event, featuring Ontario’s Minister of Finance, who provided insights into the province’s economic landscape. The event brought together key businesses, developers, and stakeholders, while City staff highlighted major tourism and employment initiatives underway across Pickering. Staff continue to advance investment opportunities, currently finalizing deals representing over 250 acres within the Innovation Corridor. Additionally, work is underway to launch a new website dedicated to economic development and tourism, enhancing access to resources and information for investors and visitors. In September 2025, Council received Report BYL 01-25 for information regarding the licensing and regulation of short-term rentals. Through Resolution #846/25, staff were directed to continuously monitor complaints related to nuisance, noise, parking, zoning, and other issues associated with short-term rental properties. Staff will report back to Council by Q3 2026 with an update on the status of short-term rentals and any recommendations for implementing a licensing by-law. Strategic Focus: Help business to succeed and add innovation and value Support agriculture, clean energy, and sectors that are key drivers of economic growth and opportunity x Continue to attract andwork with existing nuclear and agri-food companies. In 2025, staff from the City of Pickering and Ontario Power Generation (OPG) have been holding regular coordination meetings to discuss the impacts of the Pickering Nuclear Generating Station (PNGS) refurbishment, including traffic-related considerations. City staff are also supporting grant applications through the Canadian Nuclear Hosting Communities initiative to assess the broader impacts of the refurbishment. During the summer, a four-part video series was produced to showcase significant progress across key sectors: healthcare, the nuclear industry, the city centre, and tourism. Each video highlighted unique achievements and growth within these areas over the past year. 15 Specific Actions Deliverables Status of Progress 2025 Details of Progress Continue to develop and promote the film production industry as a key business sector x Promote Pickering asa film productiondestination. The film production industry has continued with great momentum into 2025 as we are on track to issue over 30 permits this year to commercials, TV series, and feature films. The City continues to stand strong as a prime film destination with a wide range of assets for global productions. On June 11, 2025, Pickering staff met with studio executives visiting from Los Angeles on a familiarization tour hosted by Ontario Creates at the Pickering Sunbelt Rentals Film and TV Backlot. Staff presented the numerous assets across the City and discussed the simple permitting process that allows productions to bring their visions to life. The City continues to meet with both Ontario Creates on a bi-weekly basis along with Durham Region's Film Liaisons monthly. Additionally, the City worked collaboratively with Parkwood Estate and Durham Region on a Film Tour for the TV Series 'The Way Home' where visitors toured various film locations across Pickering and Durham Region. Further develop the clean energy sector, in recognition of the history of nuclear power in Pickering and the opportunity x Partner with nuclearcompanies in Pickering to promote the sector. x Seek opportunities todevelop as a Nuclear Host Community. In 2025, City staff have been working collaboratively with Ontario Power Generation (OPG) to support the refurbishment of the Pickering Nuclear Generating Station and to discuss strategies for impact mitigation. The City also celebrated three grand openings within the nuclear sector, reflecting growth and investment in this key industry. Staff participated in four industry conferences to engage with stakeholders and promote nuclear-related opportunities. Additionally, the City took part in Maclean’s national nuclear campaign, helping to spotlight the scale and significance of the refurbishment project. Support businesses (in particular, those owned by equity deserving groups) and those of all sizes, including home-based businesses x Work with variousbusiness associations across Durham toensure properpromotion andresources are available. x Engage localbusinesses insupporting community In 2025, City staff continued to champion the small business community through the Small Business Hub, hosting more than 45 meetings to provide guidance and support. The City also held its first small business event during “Do It In Durham Week”, marking a new milestone in local engagement. During Small Business Week and Month, staff launched the Small Business, Big Impact campaign, spotlighting four long-standing and unique Pickering businesses. This initiative complemented the ongoing social media spotlight series that promotes local entrepreneurs year-round. To further support the business community, staff hosted two roundtable discussions with various businesses and the Mayor to address the impacts of tariffs and explore needed supports. Resources and guidance on navigating tariffs continue to be made available to local businesses. 16 Specific Actions Deliverables Status of Progress 2025 Details of Progress events through activations like storefront displays, event-themed scavenger hunts, etc. x Continue to showcaselocal small businessesfrom equity-deservingcommunities atexisting City events (e.g., vendor markets–Indigenous-owned &Black-ownedbusinesses). A new community event, Spring Fling, was introduced in April 2025 at Nautical Village to support local businesses during the shoulder season, featuring over 15 vendors. Fall Fling engaged more than 30 vendors over two weekends, while Winter Wonderland welcomed 20 vendors in December 2025. Both Fall Fling and Winter Wonderland were hosted at Millennium Square. Additionally, the City supported local businesses from equity-deserving groups through participation in the following events: x Regional Emancipation Event x National Day for Truth and Reconciliation x Movie Night for the International Day for People of African Descent x The Black Joy Holiday Market showcasing Black-owned businesses (November 14 & 15,2025) x Toronto Caribbean Carnival Lunch & Learn (November 13, 2025). Encourage and support tourism as an economic driver 9 Complete CommunityVisitor Plan. 9 Work with local and region-wide businesses andattractions to createTourism Routes andcomplementary tourism experiences and amenities. x Seek opportunities toattract a hotel/ convention centre to Pickering. In 2024, Council approved a three-year Community Visitor Plan (Resolution #491/24) to position Pickering as a welcoming, year-round destination. The plan includes 45 action items, with significant progress achieved to date. Key Achievements include: x Destination Pickering launched as a Municipal Services Corporation. Destination Pickeringbranding has been developed, social media channels were rebranded on November 1, 2025 and a dedicated website launch is planned for 2026. x Municipal Accommodation Tax (MAT) implemented and successfully collected since June2025 x Tourism Board established and endorsed by Council Major Initiatives include: x Visitor Events: Fall Fling and Winter Wonderland attracted over 6,000 attendees at Millennium Square, promoting local businesses and waterfront assets during off-peak seasons x Seasonal Waterfront Transit Service: Free Route 100 operated weekends and holidays(June–September 2025), serving approximately 2,000 riders x Shared e-Scooter Pilot Program approved by Council to enhance visitor mobility 17 Specific Actions Deliverables Status of Progress 2025 Details of Progress Approximately 100,000 visitors attended community festivals and events in 2025. To further promote tourism, staff introduced a Nautical Village postcard to showcase local businesses and enhance waterfront visibility. This initiative earned a marketing award at the Economic Developers Association of Canada’s conference. Encourage the arts as an economic driver, an essential part of the fabric of a complete, world class City x Renew and implementthe Cultural Strategic Plan. x Complete a total of twopublic art installations per year in key destinations (annually –2024-2027). x Complete a FeasibilityStudy on Post Manor for consideration of an Art Gallery (2024). In June 2025, Patricia Huntsman Culture + Communication was engaged to develop a new Cultural Strategic Plan, scheduled for completion in June 2026. Public Art Installations in 2025 included: 1.Gordon’s Guitar – A tribute to Gordon Lightfoot, commissioned by artist Geordie Lishmanand installed in Ernie L. Stroud Park (Steeple Hill Community) in October 2025.2.On the Path Forward – Commemorating the 25th anniversary of Pickering’s transition from a town to a city, created by artist Taylor De Nobrega and installed in January 2025 on the façade of Chestnut Hill Developments Recreation Complex and the City Hall Clock Tower.3.Abundance – Celebrating Sigrid Squire, installed in Bicentennial Gardens in May 2025 byartist J.A. Fligel.4.Anticipation – Honouring Paul White, installed in Fairport Community Park in August 2025 by artist John Vickers. 5.Beachfront Park Panels: Five Indigenous artists each contributed four unique designs,laser-cut onto panels installed along the boardwalk. Each panel includes a descriptionwritten by the artist, sharing the story and cultural significance behind their work. Thesepieces invite visitors to reflect on the deep connections between Indigenous communities, the land, and the water, creating a space to walk, ride, and connect with nature, community, and the stories that shape this shoreline.6.Lest We Forget Remembrance Crosswalks: Two crosswalks were unveiled to honourthose who served our country and fought for peace and freedom. Designed by artists JiaLin and Alex Vongsavath of Paintint Inc., these crosswalks are located at Valley Farm Road and Esplanade South (part of the annual Remembrance Day parade route led by Royal Canadian Legion Branch #606) and adjacent to Royal Canadian Legion Branch#483 in Claremont.The Post Manor Feasibility Study was completed in 2024. Staff provided an update report to Council (Report CS 33-25) in November 2025 which was referred back to staff. 18 Specific Actions Deliverables Status of Progress 2025 Details of Progress Ensure City policies support a healthy economy and are consistent with environmental priorities and responsible growth 9 Develop a Community Climate Adaptation Plan. x Develop a new Pickering Official Plan. Council adopted the City's first Community Climate Adaptation Plan in May 2025. Sustainability staff have transitioned into the action implementation phase. On June 23, 2025, Council received the City of Pickering Growth Management Strategy Final Report, and directed staff to implement the growth projections therein, through the Pickering Official Plan Review. Strategic Focus: Leverage existing City assets and attributes Capitalize on existing City assets to support economic growth (e.g. waterfront, cultural heritage, rural and urban areas) 9 Complete Beachfront Revitalization Project, East of Millennium Square. x Advance Beachfront Park Revitalization West of Millennium Square. x Continue to invest in and expand Waterfront events i.e.: Fall Fling, Winter Wonderland etc. x Develop exhibits at the Pickering Museum Village to showcase the City’s rich heritage. Phase 1 of the City’s Beachfront Park Revitalization project has been successfully completed. The boardwalk reopened on June 27, followed by a grand opening event on July 16, 2025. This milestone follows extensive restoration efforts necessitated by severe flooding and storm damage in 2017 and 2019, which resulted in the complete loss of the Waterfront Trail boardwalk. The revitalization work has focused on restoring and enhancing this important community asset. Key improvements delivered in Phase 1 include: x Construction of an elevated walking and cycling path x Installation of scenic viewing platforms overlooking Hydro Marsh x Implementation of shoreline protection measures x Addition of barrier-free beach access ramps x Development of a seasonal gravel parking lot in Alex Robertson Park (accessible via Sandy Beach Road), providing direct access to the Waterfront Trail. The detailed design of the area West of Millennium Square will proceed in 2026 with construction forecasted for 2027. In 2025, other initiatives included hosting the Spring Fling in April to support local businesses and introducing a new parking lot on Sandy Beach Road to increase visitor capacity. To support waterfront access during the summer, the City of Pickering partnered with Durham Region Transit again to offer a complimentary weekend shuttle service. Running on weekends and statutory holidays, the shuttle made it easier for residents and visitors to enjoy the waterfront’s many attractions. 19 Specific Actions Deliverables Status of Progress 2025 Details of Progress The Pickering Museum Village (PMV) launched a travelling exhibit, Fashion Follies, showcasing fashion trends over the years at locations such as the Shops at Pickering City Centre, Pickering Public Library, and Chestnut Hill Developments Recreation Complex. PMV continues to receive the Community Museum Operating Grant annually to support operations and, in 2025, secured $20,000 from the Museum Assistance Program grant to assist with relocating its artifact collection from the conservation building to the new Dorsay Community & Heritage Centre (DCHC). Advance the City Centre Precinct, ensuring the space is inclusive, accessible and welcoming for all x Design the City Centre Park, in consultation with community members. x Support the development of City Centre. The City has been planning the revitalization of the City Centre since 2017, shifting from an initial joint development model to a strategy focused on City-owned lands and previously completed work. Phase One, the City Centre Park, was confirmed as a capital priority in January 2024, with $1.5 million allocated for design and $13.5 million forecasted for construction through 2033. In November 2024, land was officially transferred to the City. The City is collaborating with MacLennan Jaunkalns Miller Architects Ltd. on the design of an urban park. Public engagement on park amenities commenced in 2025. With Council's approval on September 29, 2025, of both the Development Charges Deferral and Phased Site Plan Approval, CentreCourt has commenced with underground service relocations as well as development of its first two residential buildings. Leverage the City’s geographic location with respect to the economy and quality of life x Promote Pickering’s location through marketing material and networking events. In 2025, the City hosted the Pickering Economic Outlook Event, bringing together over 180 stakeholders, including developers, businesses, and realtors. Additionally, the launch of Destination Pickering featured a new tourism video highlighting key areas and businesses across the City. 20 Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Provide meaningful, high quality employment and opportunities for all Encourage the growth of the City’s diverse employment base x Attract diverse industries to Pickering. x Work with new and existing businesses to understand their employment needs. In 2025, City representatives attended 41 industry conferences and community events to promote Pickering as a vibrant, welcoming, and opportunity-rich community. To further strengthen relationships with local employers, staff conducted 52 site visits across Pickering, gaining valuable insights into business challenges and identifying opportunities for growth and collaboration. Identify opportunities to attract and retain high quality employment opportunities in Pickering, including employment opportunities for youth x Attract high- employment yield businesses to Pickering. x Promote the City to international and national industry leaders. In 2025, the City handled over 90 business leads, prioritizing those with strong employment potential while continuing to support all interested businesses. City staff worked closely with local companies to address key priorities, including access to skilled trades, public transit challenges, and available grant opportunities. Provide access to meaningful leadership employment opportunities to reflect Pickering’s diverse community x Facilitate succession planning and leadership development initiatives. x Implement HRIS- Success Factors (SF) Recruitment / Onboarding module. As part of the Leadership Development Plan, HR established a Leaders' Forum initiative in 2025. The Leaders' Forum brings together approximately 60 Managers and Supervisors for peer-to-peer learning and development. It aims to leverage experiences of common issues, ensure consistency in practices, breakdown silos and enhance collaboration. Additionally, the Leaders' Forum provides several opportunities to learn from and discuss Equity, Diversity and Inclusion (EDI) issues to support managers as they serve Pickering's diverse community. Two Leaders' Forums were held, one in the summer and another in the fall of 2025. Leadership Certificate Program in partnership with OntarioTech University: Open to all leaders at the City, this initiative is one of the core pillars of the City's Leadership Development Plan. Participants earn a leadership certificate by completing a total of 5 courses offered through all-day on-site workshops facilitated through OntarioTech University Continuous Learning department. Rolled out in the fall of 2025, the program will be scheduled over a two-year period (2025/2026), after which time it will be refreshed according to leadership development needs at 21 Specific Actions Deliverables Status of Progress 2025 Details of Progress the City to continue building leadership capacity to support employees and the Pickering community. These two leadership development initiatives represent visible increases in the number of leadership development opportunities with intentional content on EDI to support leader inclusivity as they support diverse staff and the diverse community. Succession planning exercise has commenced, and identified opportunities will be formalized in 2026. Implementation of the SuccessFactors Recruitment Module is underway (2025–2026). Senior leaders, including Directors and Division Heads, completed certification through the Mental Health Commission of Canada. The Mental Wellness Committee hosted numerous initiatives to support staff in an effort to collectively reduce the stigma associated with mental health issues and illnesses. Events aligned with Mental Health Week, Mental Illness Awareness Week, International Suicide Prevention Day, International Self-Care Day and the informal Blue Monday. Activities included Workshops focused on Resilience, Understanding and Managing Trauma, Healthy Relationships in the Workplace, Understanding Anxiety, Sustainable Self-Care, and Coping with Children and Stress. The Committee also facilitated employee Conversation Circles with the goal of creating an honest, open, judgment-free, confidential environment to explore strategies to manage stress, build resilience, and prioritize mental well-being. Other activities included trivia games, stationary-bike smoothies, visits from Therapeutic Paws, participation in the Terry Fox Run, and a beach volley-ball tournament. 22 Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Promote and support youth employment Work with youth and partners to develop a central City-wide repository of employment opportunities for youth x Develop a curated inventory of youth employment resources across the city of Pickering. x Promote youth employment resources to the youth. The City enhanced its Employment Opportunities webpage in 2024 to better highlight youth employment and volunteer opportunities. This centralized platform, developed in collaboration with Community Services, also features resources shared during new employee orientations. Additionally, the recruitment page now includes more local agencies that specialize in helping youth access employment opportunities across Durham Region. The City also participated in the Abilities Centre Pathways 2 Employment initiative, providing work placements for youth with disabilities. Two individuals were hosted in City Development and Customer Care. The City plans to participate again in 2026 and is currently canvassing departments for placement opportunities. Collaborate on programs to ensure labour-force readiness x Promote provincial and post-secondary training programs to local businesses. The City is partnering with the Region of Durham on two workforce development projects and continues to work with post-secondary institutions to connect businesses with talent and create placement opportunities. 23 Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Promote community safety Enhance community safety through direct service and program delivery 9 Complete and begin implementing the City’s first community risk assessment and Fire Master Plan. 9 Implement Next Gen 911 system. In January 2025, Council approved the City of Pickering’s first-ever Community Risk Assessment and Fire Master Plan, establishing a strategic framework to enhance fire protection services over the next 7 to 10 years. The Fire Master Plan includes 30 recommendations focused on staffing, station locations, and community risk mitigation, all aligned with provincial regulations and best practices. Council also endorsed a phased implementation approach for prioritized recommendations to address both current and future emergency response needs. Implementation is already underway, with staff initiating actions such as adopting an Emergency & Regulatory (E&R) By-law. Although the deliverable defined as “complete and begin implementing the City’s first community risk assessment and Fire Master Plan” is complete, the work of implementing the plan is still ongoing and staff will continue to advance community safety through direct service and program delivery. In recent years, several regulatory and legislative changes have impacted 911 dispatching, introducing financial and operational challenges for dispatch centres. A key development is the transition from the legacy 911 system to Next Generation 911 (NG-911), which Pickering has transitioned to, and offers significant enhancements including GPS pinpointing, real-time location tracking, and a soft-phone system. Advance the City’s first Community Safety & Well-Being Plan x Conduct research to understand where social isolation is highest in Pickering and create solutions to support underserved residents. x Continuously provide training on Intimate Partner Violence and Information Sessions In 2024, the City’s first Community Safety & Well-Being Plan was approved by Council (Resolution #491/24). This plan involves enhancing community safety through direct service and program delivery while continuing to assist the Region of Durham in implementing its Community Safety & Well-Being Plan. To support this Plan, City staff have undertaken several key initiatives: x Youth CSWB Mental Health community workshop through Jack Talks (Summer 2025). x Community Safety and Well-Being Intimate Partner Violence Meeting for Community and City Staff (Fall 2025). 24 Specific Actions Deliverables Status of Progress 2025 Details of Progress for the Community and City Staff. x Establish a youth-specific strategy to help educate youth about Community Safety & Well-Being (CSWB) and create opportunities for youth to contribute to solutions. Continue to support the Region of Durham in its efforts to lead the implementation of the Region’s Community Safety & Well-Being Plan x Pickering participation on the Area Municipal Working Group to ensure collaborative implementation of the Community Safety and Well-Being Plan. x Work with Community Partners/DARS to provide access to various support services for underserved residents i.e.: Overnight Shelter, Lunch Programs, Clothing Supports programs etc. x Partner with Regional providers to provide CSWB training to the community focused on the Regions 7 key priorities. City staff continue to support the Region of Durham’s implementation of the Community Safety & Well-Being (CSWB) Plan. One key example is their active participation in the Regional Encampment Initiative, a collaborative effort led by Durham Region and supported by local municipalities. This initiative addresses the complex challenges faced by individuals experiencing homelessness and aims to improve the effectiveness of related services and support systems. To increase system capacity for Winter 2024–2025, the City supported DARS in coordinating Winter Warming Centres for unsheltered residents, expanding capacity by adding 50 additional cots. In addition, Pickering’s CSWB Advisor plays a vital role in regional collaboration. They are a member of both the Durham Elder Abuse Network (DEAN) and the Violence Prevention Coordinating Council of Durham Region (VPCC). Through these partnerships, the Advisor helped deliver a range of impactful trainings, including: x Human Trafficking Awareness x Youth Mental Health Training (Jack Talks) x Dementia-Friendly Communities Training x Professional De-Escalation Training x Egale 2SLGBTQIA+ Inclusion Training The CSWB Advisor also contributed significantly to the recent revamp of the Region’s CSWB Plan, ensuring it reflects current needs and priorities. 25 Specific Actions Deliverables Status of Progress 2025 Details of Progress Prioritize safety in the design of municipal infrastructure 9 Carry out a lighting study. x Integrate safety, security and well-being into the design and enhancement of municipal infrastructure. A lighting study was completed for eight municipal facilities, including Esplanade Park, Civic Complex, Library and Parking Lot, Chestnut Hill Developments Recreation Complex, George Ashe Library & Community Centre, East Shore Community Centre, West Shore Community Centre, Don Beer Arena, and Dr. Nelson F. Tomlinson Community Centre. Funding has been allocated in the 2026 budget to address critical upgrades, with additional work planned for 2027 to implement remaining recommendations. City staff continued to implement measures to enhance community safety. In 2025, key initiatives included: 1. Designating Community Safety Zones near schools; 2. Implementing All-Way Stop control at intersections to improve pedestrian and traffic safety; 3. Adding a school crossing guard station in the Seaton area for student safety; 4. Rotating speed display boards in response to public concerns; 5. Installing No Parking and speed limit signs on various roads; 6. Adding speed humps on Old Brock Rd.; 7. Adding flexible bollards to several roads, including Old Brock Rd.and Twyn Rivers Drive; 8. Three Pedestrian crossovers (PXOs) are currently under design with the Region of Durham; and 9. Durham Region is designing and installing accessible pedestrian signals at select intersections. An RFP process was also initiated to hire a consultant for a comprehensive neighbourhood traffic calming strategy. Road designs continue to meet Minimum Maintenance Standards (MMS) to ensure the safety of pedestrians and motorists, while future Bus Rapid Transit (BRT) plans will incorporate pedestrian and cycling tracks to support active transportation. Collaborate with Durham Regional Police Service to promote safer communities x Further develop operational and educational relationships through multi agency exercises and dialog. x Attend monthly Road Watch meetings to advance Traffic safety in the community. Fire Services continues to play an active role in community engagement, representing Fire Pickering at local events and strengthening relationships with residents. Fire Prevention staff regularly participate in events hosted by the Durham Regional Police Service (DRPS) to build community connections and share fire safety knowledge. A notable example was Community Safety Day held in September 2025 at the Chestnut Hill Developments Recreation Complex, organized in partnership with DRPS to promote public safety and awareness. Additionally, staff from Engineering Services’ Traffic Section attend DRPS’ monthly Road Watch program meetings to support and advance traffic safety initiatives across the community. 26 Specific Actions Deliverables Status of Progress 2025 Details of Progress Promote and support the City’s emergency preparedness efforts, including the core services of Pickering Fire Services x For Emergency preparedness: Deliver EP messaging through social media in concert with the Region of Durham. x Fore Core Services: Continue to deliver public education in fire safety, enforcement, and emergency response to reduce overall community risk. Pickering Fire Services remains committed to serving the community through active engagement and public education. In 2025, Fire Services participated in several key events, including the Farmer’s Market, Canada Day celebrations, and Ribfest, helping to raise awareness and build stronger community connections. The Fire Chief also demonstrated leadership in emergency preparedness by leading a Regional Emergency Management exercise. As part of its annual fire education efforts, Fire Services launched the FireSafe Pickering campaign to promote fire safety and awareness across the community. Additionally, local fire departments revived the “Spring into Summer Safety” campaign, offering seasonal fire safety tips to help protect residents during the warmer months. Following fire incidents, and with the property owner's permission, Fire Services places a lawn sign stating, “Smoke Alarm Saved Lives Here.” This serves as a positive and visible reminder of the importance of working smoke alarms. The Fire Chief also reviewed recent changes to Bill 25 and highlighted its potential impact on the community. Strategic Focus: Improve Quality of Life Advocate for and work with partners to increase access to health care facilities and medical practitioners x Work with and support partners (Lakeridge Health, Province, Post-Secondary Institutions) in bringing more healthcare facilities for Pickering. In October 2025, the Region of Durham and Durham Paramedic Services (RDPS) officially opened the new Seaton Paramedic Response Station and Training Facility in Pickering to enhance emergency service access for north Ajax and Pickering. The facility houses RDPS’ Quality and Development team, responsible for training, quality assurance, innovation, and staff mentorship. This station is one of three recommended in RDPS’ 10-year Master Plan (2021– 2031) developed by Operational Research in Health Limited (ORH) to address growing demand and improve response times. Identified through advanced location optimization modeling, the site will improve coverage in a rapidly developing area, helping maintain or exceed 2016 service levels despite a projected 63% increase in high-priority calls by 2031. RDPS, one of Ontario’s largest paramedic services, operates 12 stations with over 500 paramedics and responds to more than 134,000 calls annually across Durham Region. Additionally, the City is now a founding member of the Durham Physician Recruitment Program and is working with Lakeridge Health to identify a site for a new Rehabilitation Centre, as well as pursuing two key leads to establish additional family physician offices in Pickering. Through Resolution #588/24, Lakeridge Health secured a license agreement to use space in the Chestnut Hill Developments Recreation Complex for a free Chronic Obstructive Pulmonary Disease 27 Specific Actions Deliverables Status of Progress 2025 Details of Progress (COPD) Community Exercise Clinic, offering weekly sessions to support community health. Council has approved the renewal of this agreement for 2026. Support community members with diverse needs, including those who are experiencing poverty and homelessness 9 Establish a Homelessness Subcommittee, including Committee Mandate. x Develop a procedure to support our vulnerable community to include wellness services for homeless and the process for safe removal of encampments. x Investigate homelessness, substance use, mental health, criminal involvement, social isolation, and victimization (including racialized communities), services provided by existing organizations for our vulnerable population. To better support community members with diverse needs, including those experiencing poverty and homelessness, the Homelessness Subcommittee was established following Council’s approval of its mandate in April 2024. The subcommittee is focused on enhancing support for individuals facing homelessness and related challenges. Throughout 2025, the Homelessness Subcommittee led several key initiatives, including World Homeless Day, Coldest Night of the Year, and a screening of the film Us & Them to raise awareness and foster dialogue. In October, Council endorsed the DARS Shower Program for implementation in 2026, further expanding services for unsheltered residents. To increase system capacity for Winter 2024–2025, the City coordinated Winter Warming Centres for unsheltered residents, adding 50 additional cots to expand available space and better meet community needs. The Encampments Standard Operating Procedure (SOP) is in the process of being finalized. 28 Specific Actions Deliverables Status of Progress 2025 Details of Progress Support the Region of Durham in its efforts to address homelessness through the Region’s implementation of the Affordable & Seniors Housing Strategy x Advocate to the Region of Durham for solutions to address homelessness in Pickering through the Community Safety & Well-Being Homelessness Subcommittee. The Community Safety & Well-Being (CSWB) Advisor represents the City on the Municipal Homelessness and Local Area Municipality Committee, serving as a key informant for regional research initiatives that support efforts by lower-tier municipalities. City staff also actively participate in the Regional Encampment Initiative, a collaborative effort led by Durham Region and supported by local municipalities. This initiative addresses the complex challenges faced by individuals experiencing homelessness and works to improve the effectiveness of related services and support systems. Responsibly advocate for funding from upper levels of government and other partners to support the needs of community members x Secure funding and advocate for community needs at provincial and federal levels. Efforts to advocate for funding to support community needs in Pickering have been proactive and multifaceted. Through Resolution #747/25 staff sent a letter to the Premier of Ontario, Minister of Finance, Minister of Children, Community and Social Services, and the Minister for Seniors and Accessibility, to strongly urge that the Ontario Provincial Government significantly raise the payments of Ontario Works and Ontario Disability Support Program and the increases be reflected in the upcoming Provincial Budget and that the increased amount aligns with inflationary costs and thereby decrease the pressure on food banks and the reliance on municipalities and taxpayers to supplement the gap in financial need. The Mayor has also regularly met with key elected officials, including the local MP, MPP, and Ministers at both Provincial and Federal levels, through scheduled meetings and at conferences such as AMO, to advocate on behalf of the City’s needs. Additionally, in 2025, the Mayor sent four letters to upper levels of government seeking funding for a variety of services and projects across Pickering. Beyond this, the Mayor has written over five letters of support for local organizations, businesses, and community groups, helping to strengthen their applications for funding from provincial and federal governments. Furthermore, City staff have submitted applications for over 30 grants, receiving up to $1.6 million in funding. 29 Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Provide equitable access to municipal services and programs Implement the City’s Accessibility Plan that focuses on upgrades, renovations, retrofits and programs/services that break down physical and social barriers to participation 9 Identify and complete accessible playground projects. 9 Develop accessibility standards that will guide the inclusion of accessible design in City infrastructure projects and recommend inclusion of accessible design with developers. x Implement the City’s Accessibility Plan and renew the plan. x Through the site plan approval process, for both new building and renovations to existing building, ensure accessibility of the access/egress to a site as well as the location of the accessible parking space(s), signage, lighting. The City has updated nine of its parks with universally designed playground features in an effort to support inclusive spaces for community members to gather. In addition to these retrofits, four playgrounds have been reconstructed with accessibility features, including rubber safety surfacing, accessible walkways, site furniture, safety railings and/or fencing, and play equipment that is compliant with the Accessibility for Ontarians with Disabilities Act (AODA). Developer site plans are regularly reviewed by the Accessibility Advisory Committee (AAC) to provide guidance on accessible design. To support this process, the AAC has developed an Accessible Design Checklist to help inform and improve developer project plans. In 2025, the City launched a community-wide survey and outreach initiative to gather input for the next iteration of the Multi-Year Accessibility Plan, which is scheduled for finalization and distribution in 2026. Renovations to Council Chambers began in summer 2025 and are expected to conclude by spring 2026. These upgrades include improved accessibility features, modernized audio-visual technology, enhanced lighting, and privacy and security improvements. Council has approved the submission of the City of Pickering’s 2025 Accessibility for Ontarians with Disabilities Act (AODA) Compliance Report to the Ministry for Seniors and Accessibility, confirming full compliance with AODA and the Integrated Accessibility Standards Regulation. City staff continue to work closely with the AAC to encourage developers/home builders to incorporate standard accessible features in new developments and provide accessible options for prospective purchasers. 30 Specific Actions Deliverables Status of Progress 2025 Details of Progress Provide resources to implement City’s Equity, Diversity and Inclusion Strategy x Identify optimal structure and resources for Equity, Diversity & Inclusion portfolio including additional human resources and budget streams. x Develop learning resources/trainings for Council, leadership, and staff. x Create Equity, Diversity & Inclusion Handbook for all staff. x Conduct equity audit of policies and practices to identify systemic and institutional barriers. Human Resources and the Senior Advisor, Equity, Diversity & Inclusion oversaw the creation of the City’s first Equity Diversity, and Inclusion (EDI) Strategy which was subsequently approved by Council in May 2024. To advance the implementation of the City’s EDI Strategy, several key investments and initiatives were undertaken in 2025: x Hidden Disabilities Sunflower Program: Funds allocated in the 2025 Budget to support the Hidden Disabilities Sunflower Program, promoting greater accessibility and inclusion for individuals with non-visible disabilities. x PABRT Strategy Development: Funds allocated in the 2025 Budget funding consulting services to support the development of a strategy for the Pickering Anti-Black Racism Taskforce (PABRT), with completion targeted for Q4 2025. x EDI Steering Committee (EDISC): The EDI Steering Committee was re-established to provide internal leadership and oversight for the City's EDI efforts. x Staffing Enhancements: The Community Engagement Coordinator position was converted to a full-time permanent role to strengthen outreach and engagement with equity-deserving communities. A new full-time EDI Specialist position was added to the EDI team, increasing capacity to deliver on strategic priorities. x Reconciliation Audit: A City-wide audit of policies and practices through a reconciliation lens is scheduled to begin in Q4 2025, ensuring alignment with Truth and Reconciliation principles and Indigenous inclusion. These actions reflect a strong organizational commitment to embedding equity, diversity, inclusion, and reconciliation into municipal operations, programs, and services. Build and enhance relationships with community members to ensure their perspectives are captured, and diverse needs are reflected and addressed x Develop a public Equity, Diversity & Inclusion website to support and enhance engagement with community. x Engage diverse and underrepresented groups in the development of exhibits, that include a EDI continues to work with Corporate Communications to share equity, diversity, and inclusion initiatives with the public. A monthly list of inclusive observances will be distributed city-wide, both internally and externally, to encourage community engagement and guide programming. Additionally, Community Services has engaged Cambium Indigenous Professional Services (CIPS) Inc. to provide guidance on Indigenous perspectives and support the design of interpretive art for the pathway into the village. Design meetings have begun and will continue into 2026. 31 Specific Actions Deliverables Status of Progress 2025 Details of Progress broad range of diverse community histories at the Pickering Museum Village. Work with upper levels of government, the private sector and not-for-profit organizations to increase the availability and supply of safe, stable and attainable housing (including transitional housing, supportive housing, housing to allow seniors to age in place, etc.) x Through the Office of Affordability, the Senior Planner, Housing will undertake advocacy work and identify strategies to address housing needs to the extent possible in the municipal context. The Manager, Policy & Geomatics and (Acting) Senior Planner, Housing attended a housing summit in May 2025 consisting of government and private sector stakeholders. The City of Pickering and the Town of Whitby partnered to develop pre-reviewed building plans for Additional Dwelling Units (ADU) available for purchase from designers to assist owners seeking to construct an ADU. The City’s Annual Housing Monitoring Report highlights progress in implementing the Action Items of the Pickering Housing Strategy & Action Plan. Continue to support the delivery of municipal services, programs and infrastructure to meet the needs of the current and future population (e.g. Seniors & Persons with Disabilities Snow Clearing Program, Customer Care, evolving and accessible 9 Undertake a website refresh. x Deliver the Seniors & Persons with Disabilities Snow Clearing Program annually. x Continue to provide volunteer opportunities for residents to support a variety of City programs, services and initiatives. In January 2025, the City of Pickering unveiled a refreshed website designed to enhance user experience and simplify access to online services for residents, businesses, and visitors. The update features a modern design, improved content, and advanced web technologies to deliver optimal performance, usability, and searchability across all devices. Customer Care successfully registered 401 applicants for the City’s 2024/2025 Seniors & Persons with Disabilities Snow Clearing Program. For the 2025/2026 season, more than 350 applicants have already enrolled, and registration will remain open until capacity is reached. This program plays a vital role in ensuring safe winter access for residents who are unable to clear snow themselves. Volunteer engagement also saw significant growth. Six training sessions were held, onboarding 157 new volunteers. The total volunteer base increased by 46% over last year to 385, with youth being the most active participants. Volunteer job descriptions were updated, and three new opportunities were introduced. Five volunteers were nominated for the 2025 Ontario Service 32 Specific Actions Deliverables Status of Progress 2025 Details of Progress recreational programs and park facilities) Awards, including one recognized for 26 years of service. To celebrate National Volunteer Week, the City hosted two events and launched a social media campaign. Identify opportunities to enhance services and programs for those 55+ x Advance the Age Friendly Strategy. The Dr. Nelson F. Tomlinson Community Centre has been designated as the City’s third Seniors Active Living Centre and received provincial funding to expand recreation opportunities for older adults in the Claremont community. Community Services continues to incorporate recommendations from the Durham Region Age-Friendly Strategy when developing social and recreational programs and services. Work with youth to enhance services and programs, including gathering spaces and places in the City that are accessible, inclusive, safe and welcoming 9 Refresh of the Youth Work Plan. The Youth Work Plan (formerly Strategy) has been updated in partnership with Pickering high school students and will be completed in early 2026 with new goals and partnerships for the 2026–2030 term. The plan introduces broad changes to youth programming and spaces, along with new events and initiatives designed to foster inclusivity and create networking opportunities for youth in the City of Pickering. Strategic Focus: Celebrate community diversity Promote Pickering’s unique culture and built heritage 9 Restore the Log Barn & Log House at the Pickering Museum Village. 9 Restore the Redman House at the Pickering Museum Village in 2025. x Complete construction of the Dorsay Community & Heritage Centre. The City of Pickering is making a major investment in arts, heritage, and culture through the Dorsay Community & Heritage Centre (DCHC). Scheduled to open in Spring 2026, DCHC will be a multipurpose community hub serving in part as the new Visitor’s Centre for Pickering Museum Village, preserving local history and providing secure storage for artifacts. Replacing the aging Greenwood Community Centre, which will be decommissioned in 2026, DCHC will also feature Pickering’s first public exhibit and art gallery, showcasing travelling exhibitions and local artwork. It will also offer a wide range of cooking, fitness, recreation, and cultural programs, and include a new branch of the Pickering Public Library. In 2025, the City engaged an Indigenous consultant to advise on museum programming and create interpretive art along the PMV pathway to the Village. The University of Toronto has partnered with the City to support exhibit development for Miller Cole as part of its capstone 33 Specific Actions Deliverables Status of Progress 2025 Details of Progress x Enhance the museum’s existing collection of 11,000 artifacts by collecting items that support telling stories of under-represented groups, including Black, Indigenous and People of Colour. x Display arts, culture, and heritage with changing exhibits at the Dorsay Community & Heritage Centre gallery. x Restore the Miller Cole House. project. The proposed exhibit schedule for DCHC has been endorsed by the Cultural Arts Advisory Committee, and heritage programming will be introduced in the DCHC once it opens. In 2025 the City restored the Redman House Program Centre at the Pickering Museum Village. Upgrades included roof replacement, porch reconstruction, ramp replacement, structural repairs and fresh painting to improve energy efficiency and preserve the heritage building. This project was funded in part by the Government of Canada with a contribution of $516,560 from the Green and Inclusive Community Building Fund. In 2025 the City completed the design for restoration of the Miller Cole House and the Brougham Temperance Hotel at the Pickering Museum Village. Implement the City’s Public Art Plan x Lead the implementation of the Public Art Plan. x Lead community consultation in the development of a 10-year public art plan, as part of the Cultural Strategic Plan refresh planned. x Commission new permanent public art at the Dorsay Community & Heritage Centre, Pickering’s Waterfront, Esplanade Park, Ernie Consultants were hired in the summer to develop a Public Art Plan, followed by extensive community engagement in November that included a city-wide survey, focus group discussions, and stakeholder meetings. Public art installations completed in 2025 include: 1. Gordon’s Guitar – A tribute to Gordon Lightfoot, commissioned by artist Geordie Lishman and installed in Ernie L. Stroud Park (Steeple Hill Community) in October 2025. 2. On the Path Forward – Commemorating the 25th anniversary of Pickering’s transition from a town to a city, created by artist Taylor De Nobrega and installed in January 2025 on the façade of Chestnut Hill Developments Recreation Complex and the City Hall Clock Tower. 3. Abundance – Celebrating Sigrid Squire, installed in Bicentennial Gardens in May 2025 by artist J.A. Fligel. 4. Anticipation – Honouring Paul White, installed in Fairport Community Park in August 2025 by artist John Vickers. 5. Beachfront Park Panels: Five Indigenous artists each contributed four unique designs, laser-cut onto panels installed along the boardwalk. Each panel includes a description written by the artist, sharing the story and cultural significance behind their work. These pieces invite visitors to reflect on the deep connections between Indigenous communities, 34 Specific Actions Deliverables Status of Progress 2025 Details of Progress L. Stroud Park, Highway 2 & Whites Road. x Continue to engage local and diverse artists in showcasing temporary art in various locations in Pickering. the land, and the water, creating a space to walk, ride, and connect with nature, community, and the stories that shape this shoreline. 6. Lest We Forget Remembrance Crosswalks: Two crosswalks were unveiled to honour those who served our country and fought for peace and freedom. Designed by artists Jia Lin and Alex Vongsavath of Paintint Inc., these crosswalks are located at Valley Farm Road and Esplanade South (part of the annual Remembrance Day parade route led by Royal Canadian Legion Branch #606) and adjacent to Royal Canadian Legion Branch #483 in Claremont. Celebrate Pickering’s multi-cultural fabric by supporting and hosting community events and festivals that celebrate diversity x Lead community events and festivals in collaboration with community groups, event organizations and local partners. x Continue to partner in public recognition of occasions of significance with municipalities (e.g., Black History Month, International Women’s Day, Pride Month, Orange Shirt Day, etc.). x Expand community festivals and events to Seaton Communities, including at Rick Johnson Memorial Park. The City of Pickering has demonstrated its commitment to embracing its diverse community by supporting, organizing, and participating in events and festivals that celebrate cultural diversity. These initiatives include: x Canada Day – Community Outreach and Accessibility promotion through the tranquility tent x World Homeless Day Event with Durham Region x Human Trafficking Awareness Day session x Intimate Partner Violence Awareness Month Community Meeting x Orange Shirt Day Youth Activation and Community Gathering in collaboration with the Town of Ajax x Emancipation Day with Durham Region x Youth Pride with Durham Region x Durham Region Pride Parade Pickering’s Cultural Fusion Festival celebrates the city’s diversity through local performances, food vendors, and artisans, attracting more than 3,500 attendees each September. Planning begins in early summer with community input on talent selection, food vendors, and participating artists. The Cultural Fusion Festival was named one of Ontario’s Top 100 Festivals & Events for 2025, celebrating its role in uniting over 40 local organizations and showcasing the City’s cultural diversity. For the second year, Summer Concerts were held at Rick Johnson Memorial Park, featuring a variety of performing artists. This series draws an average of 150 to 200 visitors weekly throughout the summer months. Pickering was awarded the 2025 Municipality of the Year by Festivals & Events Ontario, recognizing its strong support for cultural events and community engagement. The City won in the 50,000 - 150,000 category. 35 Priority 3: Advance Innovation & Responsible Planning to Support a Connected Well-Serviced Community Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Promote and support responsible planning and sustainable growth Complete the Comprehensive Zoning By-law Review 9 Council adoption of new consolidated Zoning By-law. The final draft of the Comprehensive Zoning By-law Review was reviewed by Council on December 16th, 2024 and the By-law was adopted on that date. Frequently Asked Questions (FAQs) were developed by reviewing questions received from the public since Council’s adoption of Zoning By-law 8149/24 and placed on the City’s Zoning webpage. Questions and comments are monitored, and the FAQs updated as new issues are raised. On December 15th, 2025, Council approved Part 1 of a City initiated Zoning By-law Amendment application, which is intended to correct errors and omissions and add text clarifying zone provisions to aid in the interpretation of Zoning By-law 8149/24. Part 2 is anticipated to be brought to Council for consideration in the spring of 2026. Looking ahead to 2026, staff will be investigating software that will enable the text of the by-law and the schedules to be linked. Continue to advance the Integrated Sustainable Design Standards (ISDS) that are currently in place to ensure new development considers and incorporates sustainability in its design x Provide pre- consultation and application comments on incorporating ISDS in development proposals. x As appropriate apply conditions of approval/ clauses in development agreements requiring implementation of the ISDS. x Implement Low Impact Development features such as The City recently earned national recognition from the Sustainable Housing Foundation for its forward-thinking approach to ISDS and its strong commitment to collaborating with the building community. Although Bill 17 and the newly announced Bill 60 present challenges to Pickering’s ability to enforce certain performance measures within ISDS, staff continue to work closely with developers to promote sustainable design and construction practices. For example, various developments are achieving Net Zero Design Ready, bird-friendly design, dark sky compliance, green roofs to mitigate urban heat island impact, solar and EV ready, AODA play areas and building entrances, community safety by using CPTED principles, increased topsoil depth to support large canopy trees, and the integration of private gardens to grow food. ISDS was used as a base for creating sustainability related principles for the Northeast Pickering Secondary Plan. 36 Specific Actions Deliverables Status of Progress 2025 Details of Progress bioswales/infiltration galleries/soakaway pits/tree pits for quality control of stormwater. To support groundwater recharge, efforts are underway to ensure developers meet infiltration requirements. Four new subdivisions will incorporate specific low impact development measures as part of this initiative. Plan and design an increasingly sustainable City by ensuring there is green infrastructure to support population and economic growth for future generations x Develop new park designs/trails (both neighbourhood connecting and recreational). x Plant trees, annually. x Incorporate Net-Zero Carbon standard into new buildings. Park and trailhead design is ongoing for all new Seaton developments that are in their planning and approval process, while funding for the planning, design, and approval of two neighbourhood trail connections has been allocated in the 2026 Capital Budget, with construction funding reflected in the Capital Forecast. Stormwater management continues to be a priority: the newly assumed Geranium subdivision on Bralorne Trail incorporates three enhanced grass swales to treat roadway runoff, and the Kindwin subdivision near the Pickering Islamic Centre features an infiltration trench to promote groundwater recharge. All new infill developments are required to manage roof runoff on-site using soakaway pits or infiltration trenches. Tree planting remains integral to urban greening, with annual programs adding trees to green spaces and boulevards, and new developments mandated to plant at least one street tree per lot, with additional requirements for larger subdivisions. Significant progress has been made on community projects, including the completion of Heartwood Green, Scarlett Green, and Hawkridge Green in 2025, and ongoing construction of the Dorsay Community & Heritage Centre, the City’s first net-zero carbon designed building, scheduled to open in 2026. Identify opportunities to enhance recreational infrastructure and programs to meet the needs of Pickering’s increasingly diverse and growing population x Expand recreation and culture programming to parks. x Continue to increase participation in aquatics, sport, fitness, arts, ice sports, museum, recreation and culture programs. x Introduce recreation and culture The City advanced several key recreation and park initiatives in 2025. Detailed design for the Seaton Recreation Complex & Library commenced and a preliminary operating plan and budget has been completed. Registration for Culture and Recreation programs at the DCHC opened on October 1, 2025 through an early bird registration campaign which offered complimentary one-week trial programs beginning in late April 2026, and standard four-to-six-week programs commencing in May. Staff attended two wedding shows in 2025 to promote the facility and facility bookings were taken in 2025 for 2026. 37 Specific Actions Deliverables Status of Progress 2025 Details of Progress programming at the Dorsay Community & Heritage Centre, opening in 2026. x Prepare program and operating plans to expand Recreation, sport and cultural programming to the Seaton Recreation Complex & Library, opening in 2030 x Incorporate upgrades and enhancements as part of Parks lifecycle capital replacement projects and asset management. Work on the Greenwood Park Redevelopment Plan continues with public consultation and concept design development, while playground upgrades are underway at seven existing parks, including the next phase of the Claremont Memorial Park Master Plan. A Design-Build contract has been awarded for a new community-sized skateboard park in the city center, with public consultation ongoing and construction scheduled for 2026. Recently completed facilities include six new pickleball courts at Diana, Princess of Wales Park and a multi-use basketball/ball hockey court at Beechlawn Park. In Seaton, park and trailhead design work is progressing for all new developments, and funding for two neighbourhood connecting trails has been included in the 2026 Capital Budget for planning, design, and approval, with construction funding allocated in the Capital Forecast. Strategic Focus: Promote community connectivity and accessibility Recognize the importance of affordable and reliable internet connectivity for social, educational, and political participation and for health care delivery. Identify opportunities to help bridge the digital divide. x Undertake City Wi-Fi enhancements. x Work with and support Pickering Public Library in its efforts to help bridge the digital divide. The IT Division purchased new and upgraded existing systems throughout the City and optimized wireless connectivity around City facilities for better public use and coverage. Through Pickering Public Library, residents have access to technology and learning opportunities that ensure everyone has the tools to succeed in a digital world: x The renovated Maker Space now offers a visible, creative zone for the community to explore and innovate; x Loanable technology is being expanded based on community feedback, giving residents access to tools for learning, creating, and connecting; and x New workshops and programs are helping people of all ages build essential digital skills. 38 Specific Actions Deliverables Status of Progress 2025 Details of Progress Make infrastructure decisions and investments to ensure there is adequate infrastructure to support the growth that is coming to Pickering 9 Complete the Highway 7 Access Management Plan study. x Work with partners (Durham Region, Elexicon, Enbridge, etc.) to bring servicing for employment and residential lands. x Implement the Recreation & Parks Ten Year Plan. x Continue to manage the maintenance, upkeep and minor repairs of community facilities to maximize use. x Complete the City Centre Transportation Master Plan Study to understand infrastructure requirements. In 2025, the City of Pickering advanced several key projects to align infrastructure decisions and investments with the community’s growth needs. Significant progress was made in coordinating infrastructure planning for the emerging communities of Seaton and Northeast Pickering, with staff actively engaging developers, utility providers, the Region of Durham, and the Province of Ontario to ensure alignment and collaboration. Major initiatives included completion of the Highway 7 Access Management Plan, transportation improvements such as commencement of Environmental Assessment and preliminary design for the widening of Highway 7, and infrastructure servicing projects, including the expansion of utilities throughout Seaton and the Innovation Corridor. The Northeast Pickering Secondary Plan continued to progress, with Phase 2 of the Scoped Subwatershed Study scheduled for completion in January 2026 and the Final Draft Secondary Plan policies and schedules presented for public comment at the November 2025 Statutory Meeting. In addition, the Recreation and Parks Ten-Year Plan achieved strong results in its first year, with 64 of 84 short-term recommendations initiated, representing 63 percent of short-term actions and 75 percent of the overall plan, and three recommendations fully completed. Construction of the Dorsay Community & Heritage Centre is underway, supported by operational plans to enhance community use, while the Seaton Recreation Complex & Library concept design was approved by Council in September 2025. Public consultation also continues for City Centre Park, which will feature a refrigerated ice rink/trail. Advance the City‘s Integrated Transportation Master Plan to promote a safe, integrated and supportive transportation system 9 Launch Shared E- Scooter Pilot Program. x Design and construct new roads, or reconstruct existing roads to reflect a safe, integrated and supportive transportation system. The City's Integrated Transportation Master Plan, completed in 2021, made 28 recommendations. In support of this plan, the City launched its Shared E-Scooter Pilot Program, selecting BIRD as the official vendor. The program offers residents a sustainable, convenient, and low-carbon way to navigate our growing community. This initiative aligns with the City’s long-term transportation vision by promoting flexible mobility options. Pickering’s transportation strategy emphasizes a multimodal, inclusive, and connected system, and this program is a key step toward making that vision a reality. Additionally, the Transportation & Traffic team has designed and added pavement markings for urban shoulders (for cycling purposes) on the following 3 streets in 2025: 39 Specific Actions Deliverables Status of Progress 2025 Details of Progress x Strouds Lane – Rosebank Road to Fairport Road; x Liverpool Road – Finch Avenue to north limit; and x Amberlea Road – Rosebank Road to Strouds Lane. Work with partners to improve public transit options across the City x Advance the High Frequency Rail proposal/ project. x Assist Durham Region Transit with the advancement of Bus Rapid Transit. x Integrate temporary public transit options into event planning and tourism experiences. This includes implementing a bus/trolley service from Esplanade Park to Millennium Square during peak event times. City staff continue to advocate for a Pickering stop on the proposed Alto High Speed Rail in partnership with regional and municipal stakeholders. Staff also participated in Durham Region Transit’s Route Ahead five-year transit planning process to share community concerns and address future development needs. In collaboration with the Region of Durham and the Ministry of Transportation, staff are working to identify high-order transit requirements along Highway 7. The Region is advancing plans for Bus Rapid Transit (BRT), which will enhance public transit options across the area. Additional transit improvements include new routes serving Seaton as the community grows, shuttle bus service from Pickering City Centre to the waterfront, and a formal request submitted to Durham Region Transit for a new bus stop at the Dorsay Community & Heritage Centre. Promote walkability and increase opportunities for active transportation 9 Complete Beachfront Park Revitalization Project, East of Millennium Square. x Advance Beachfront Park Revitalization Project West of Millennium Square. x Approve site plans that incorporate sidewalks, multi-purpose paths, The elevated boardwalk at Beachfront Park, connecting Millennium Square and Alex Robertson Park, opened to the public in June 2025. Featuring separate pathways for pedestrians and cyclists, scenic viewing platforms, accessible beach ramps, shoreline protection enhancements, benches, and waste receptacles, the boardwalk promotes walkability and creates new opportunities for active transportation. The detailed design of the area West of Millennium Square will proceed in 2026 with construction forecasted for 2027. City staff work broadly to approve site plans that incorporate key features such as sidewalks, multi-purpose paths, bus shelters, pedestrian connections, accessible parking, bicycle parking, pedestrian-scale lighting, and wayfinding signage. Subdivision designs and site plan details often include amenities like bike racks at restaurants to encourage active transportation. To further promote sustainable mobility, Region of Durham Transportation staff participated in Pickering’s 40 Specific Actions Deliverables Status of Progress 2025 Details of Progress and other features that encourage walkability. Sustainable Home Expo to highlight cycling, while Bird Canada joined the event to share information about e-scooters. Looking ahead, the City plans to add new trails in Seaton to expand connectivity and enhance recreational opportunities. Continue to identify opportunities to enhance community internet and mobile connectivity in collaboration with partners x Explore opportunities to enhance and expand Wi-Fi access. Access Pickering provides 70 permanent wireless access points across the City, connecting more than 7,500 residents each month. In 2025, the IT Division purchased 15 new and upgraded 70 existing systems throughout the City and optimized wireless connectivity around City facilities for better public use and coverage. Several City spaces also offer free Wi-Fi to support programs and services. For example, during the annual Waterfront Parking Program (May 1 to October 1), free Wi-Fi was available at Liverpool Road, Progress Park, and Beachpoint Promenade parking lots to facilitate permit and payment access. In addition, all Pickering Public Library locations offer free Wi-Fi. 41 Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Demonstrate environmental leadership and innovation Promote, report and advance Environmental, Social and Governance (ESG) framework x Review existing ESGframeworks. Based onfindings, share informationwith Senior Management on the framework option that aligns to municipalgovernment. The City is assessing the suitability of an ESG framework for Pickering. Staff reviewed several established options, including the Global Reporting Initiative; Sustainability Accounting Standards Board; Task Force on Climate-related Financial Disclosures; and International Organization for Standardization (ISO 37125:2024 - (Sustainable Cities and Communities - ESG indicators for cities). This latter framework is specifically designed for cities, with a globally harmonized set of 107 indicators across Environment (E), Social (S), and Governance (G) pillars, providing cities with a third-party verified approach to assess, report on, and improve performance. To support informed decision-making, representatives from the World Council on City Data and the Global City Strategy will present to the City’s Senior Management Team in Q1 2026. Should staff recommend proceeding with the ESG framework, Council approval would be required. Preserve, protect, and enhance Pickering’s natural heritage features including trails, parks and open space, urban forests, watercourses, and Pickering’s waterfront x Ensure new Official Plan,like current Official Plan,continues to identify value ofpreserving, protecting and enhancing Pickering's natural heritage featuresincluding urban forests,watercourses and thewaterfront, and makes provision for trails where appropriate, and active andpassive parks and openspace uses. x Identify locations in need of restoration, and throughEngineering Services,Sustainability, andconservation authorities,undertake plantings. Drafting of the new Official Plan began in 2025 and is progressing on a chapter-by-chapter basis. The Natural Heritage chapter is currently awaiting input from GEI Consultants, who have been engaged to provide guidance on natural heritage system definitions, minimum setbacks, and areas of influence related to key features. To advance this specific action, staff have implemented ongoing initiatives such as shrub planting through annual Take Pride in Pickering tree planting and litter cleanup events, the LEAF Backyard Tree Planting Program, and invasive species removal and planting efforts to strengthen the urban tree canopy. Additionally, two more stormwater management pond cleanouts are scheduled to be completed before year-end. The RFP to update the Frenchman’s Bay Watersheds SWMMP was awarded to Aquafor Beech Limited and the work will commence shortly. Pine Creek restoration is planned for this year (design phase), with construction scheduled for 2026. City staff are collaborating with TRCA to install a trailhead signage kiosk at the DCHC entrance to Greenwood Conservation Area, scheduled for Spring 2026. 42 Specific Actions Deliverables Status of Progress 2025 Details of Progress x Complete pond cleanouts. x Enhance trails with interpretative signage, public art and placemaking. x Enhance Pickering’s waterfront by developing a Waterfront Tourism Business Plan. Explore good practices in other jurisdictions pertaining to innovative city and community building x Use of lessons learned on planning and development applications x Deliver Sustainable Community-Building workshops x Incorporate leading edge policies in the new Official Plan and the Northeast Pickering Secondary Plan respecting environmental stewardship, innovation, and resiliency aimed at creating innovative city and community building x Integrate best practices from other municipalities into the planning for the Seaton Recreation Complex & Library. To broaden awareness, the previous Sustainable-Community Building seminar approach was redesigned to focus on a variety of audiences and types of property owners. Deliverables included the Sustainable Home Expo, two energy conservation workshops, and a heat pump training opportunity for HVAC contractors, building officials, inspectors, and energy advisors. Staff have also been connecting with places of worship to expand relationships, learn about sustainability interests, and together explore the concept of developing a future multi-faith information sharing workshop. As part of OP Review and the preparation of the Northeast Pickering Secondary Plan policies, staff are examining best practices as it pertains to sustainable development and have integrated changes into the documents The SRCL Project Management Team toured four municipal recreation/library facilities designed by Perkins & Will Architects as part of a best practices review for the Seaton Recreation Complex & Library. The facilities included Cornell Community Centre in Markham, Clippers Arena in Stouffville, Carrville Community Centre in Vaughan, and the Multi-Use Recreation Complex in Georgina. 43 Specific Actions Deliverables Status of Progress 2025 Details of Progress Explore opportunities to position Pickering as a clean energy centre 9 Renew Corporate Energy Management Plan (CEMP). x Implement Corporate Energy Plan. x A recommended approach positioning Pickering as a clean energy centre. The City of Pickering continues to actively explore opportunities to position itself as a clean energy centre. In 2024, a consultant was retained to assist staff in developing the 2025 renewal of the Corporate Energy Management Plan (2024-2029). This renewal was reviewed and endorsed on March 25, 2025, and aims to establish Net-Zero Carbon Design as the recommended standard for new buildings. City of Pickering is working with the Region of Durham on a Regionally funded study to explore the feasibility of District Energy in the City Centre Area and Employment Lands in Pickering. The Region’s consultant has produced two draft reports that were reviewed by staff: the District Energy Feasibility Study and a site-specific District Energy Feasibility Study for Durham Live. Strategic Focus: Build environmental and infrastructure resilience through proactive climate change mitigation and adaptation measures Take action and work with partners on climate change mitigation and adaptation measures 9 A Community Climate Adaptation Plan. x Continued application of the ISDS. Council endorsed the City of Pickering Community Adaptation Plan on May 26, 2025. The Plan is a comprehensive, community-informed strategy that outlines how the City can proactively manage and adapt to the growing impacts of a changing climate (Report SUS 02/25; Res. 729/25). It identifies 64 adaptation actions across eight focus areas: Agriculture & Local Food, Nature & Biodiversity, Health, Social Well-Being & Emergency Preparedness, Local Economy, Planning & Policy, Transportation, Building & Energy, and Stormwater Infrastructure. The plan outlines a comprehensive strategy to address the growing impacts of a changing climate, including from severe weather events. Actions aim to enhance community safety and well-being, protect vulnerable populations, and support resilient infrastructure and ecosystems. Application of ISDS: The City earned national recognition from the Sustainable Housing Foundation for its forward-thinking approach with ISDS and commitment to working with the building community. While Bill 17 and the recently announced Bill 60 impacts the City’s ability to enforce specific performance measures within the ISDS, staff continue to work well with the development community to encourage sustainability in their design and construction. 44 Specific Actions Deliverables Status of Progress 2025 Details of Progress Identify opportunities to incorporate innovation, sustainability and resilience in the community design as well as municipal infrastructure (e.g. roads) 9 Complete the Pine Creek Erosion Assessment Study. 9 An updated Measuring Sustainability Report. x Continue to report on sustainability efforts annually through Sustainability Year-in-Review. x Design new buildings to Net-Zero Carbon standard. x Advance stormwater and asphalt design for resilience. The successful completion of the Pine Creek Erosion Municipal Class Environmental Assessment Study in 2024 highlights the City's commitment to addressing and mitigating erosion-related risks. By identifying high-priority sites for rehabilitation, the City not only enhances the resilience of its municipal infrastructure but also demonstrates innovation in environmental management practices. The 2026 budget contains funds for the design of the first of the Pine Creek Restoration projects identified in the Environmental Assessment. Construction would be in 2028. Council received for information the 2024 Measuring Sustainability Report for information on September 29, 2025 (Report SUS 5/25, Res. 840/25). The Measuring Sustainability Report tracks Pickering's progress toward becoming a more sustainable, resilient, and livable community. Now in its fourth edition, the report includes 33 indicators organized under five focus areas: Healthy Environment, Healthy Society, Healthy Economy, Responsible Development, and Responsible Consumption. The 2024 report continues to evolve by refining existing indicators and adding new ones, building on the progress and insights of earlier editions. These updates highlight a growing focus on connected, accessible, and engaged communities, economic diversity, sustainable mobility, natural assets, land cover, climate resilience, and sustainable lifestyles. Together, the indicators provide a high-level snapshot of local trends, feature collective efforts by the City and community partners, and identify areas for continued improvement. The RFPs for the Seaton Recreation Complex & Library and Fire Station 5 included Net-Zero design requirements. In addition, the City secured a federal grant to design the Dorsay Community & Heritage Centre as a Net-Zero facility. With Council’s adoption of the Asset Management Plan in 2025, the framework now incorporates specific climate resiliency considerations. These include climate risk assessment and data integration, lifecycle costing and climate-resilient design, as well as service level adjustments and performance monitoring to support informed decision-making. 45 Specific Actions Deliverables Status of Progress 2025 Details of Progress Recognize the important role of agriculture and tree canopy in carbon sequestration (carbon budgeting) 9 A modernized Tree Protection By-law. x Promote and explain new Tree Protection By-law to community members. x Advocate for Urban Forest Management Plan in 2027 Budget. In January 2024, the City Council approved a new, modernized Tree Protection By-law. The updated By-law revises fees and fines and modernizes definitions. It regulates trees in environmentally sensitive areas, including significant woodlands, which are crucial for carbon sequestration. To address tree protection issues more effectively, the City hired a second Coordinator for Forestry Management. The new modernized Tree Protection By-law was promoted at the City’s Booth at the Farmers’ Market. Larger poster boards were on display with staff from Municipal Law Enforcement and City Development. During 2025, the Engineering Services Department commenced a Tree Canopy Cover Assessment and Urban Forest Study. An Urban Forest Management Plan will be requested in the 2027 budget. The 2027 budget forecast includes an Urban Forest Management Plan. Recognize the importance of internet connectivity and digital infrastructure in contributing to climate change mitigation x Complete the workplace modernization initiative to improve service delivery and efficiency. The City, particularly the IT Division, continues to recognize how important internet connectivity and digital infrastructure are to meeting our climate change commitments. The digital practices introduced through the Workplace Modernization initiative are now a regular part of how we work, allowing staff to be flexible while keeping sustainability front and center. Through the expanded use of SharePoint, OneDrive, and our Intranet, we have reduced our reliance on physical office resources and strengthened hybrid work models that help cut emissions from commuting. Our continued investment in secure, cloud-based collaboration tools is making the City more efficient, reducing our environmental footprint, and ensuring that our digital transformation directly supports our climate action strategy. 46 Priority 5: Strengthen Existing & Build New Partnerships Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Address community needs through collaboration and partnerships Advocate for funding to address community needs from upper levels of government and partners x Present community needs to government partners annually. x Actively seek funding opportunities available through the public and private sector. x Report on grant funding efforts on an annualized basis. The Mayor has also regularly met with key elected officials, including the local MP, MPP, and Ministers at both Provincial and Federal levels, through scheduled meetings and at conferences such as AMO, to advocate on behalf of the City’s needs. For example, advocacy to provincial and federal governments for funding support related to the acquisition of Frenchman’s Bay is ongoing. Additionally, in 2025, the Mayor sent four letters to upper levels of government seeking funding for a variety of services and projects across Pickering. Beyond this, the Mayor has written over five letters of support for local organizations, businesses, and community groups, helping to strengthen their applications for funding from provincial and federal governments. City staff also successfully submitted over 30 grant applications, securing over $1.6 million in funding to support major projects. Work more closely with members of the business community, and with the Ajax Pickering Board of Trade (APBOT), in particular x Conduct site visits for businesses to develop a relationship with City staff/ Mayor’s office. x Work actively with APBOT (committees, council, events, partnerships) In 2025, collaboration with the business community continued to grow, with efforts focused on fostering strong relationships through the City's Site Visit Program. This initiative, which has facilitated over 13 site visits, has allowed businesses to engage directly with City staff and the Mayor’s Office, strengthening ties and supporting local business development. Demonstrating a strong commitment to the community, the City has maintained a close relationship with the Ajax-Pickering Board of Trade (APBOT). This includes having dedicated meetings and supporting the business association as a Premier Partner Sponsor. The City has further strengthened its connection with the APBOT business community by actively participating over 10 of the Board's events throughout the year (including but not limited to: Mayors' Breakfast Address, New Year’s Levee, Golf Tournament, and the Business Excellence Awards). 47 Specific Actions Deliverables Status of Progress 2025 Details of Progress Work more closely with Advisory Committees, including the Anti-Black Racism Taskforce, the Heritage Advisory Committee and the PAC4Teens Activity Council to advance City priorities collaboratively x Lead the Community Safety & Well-Being Committee and Homelessness subcommittee in the implementation of the Community Safety & Well-Being Plan. x Lead the Accessibility Advisory Committee in the implementation of the Accessibility Plan. x Lead the Cultural Advisory Committee in consultation on public art initiatives, community events, the Pickering Museum Village, and the renewal of the Cultural Strategic Plan. x Lead PAC4Teens in developing programs, services and spaces for Pickering’s teens. City Departments continue to work closely with Advisory Committees, Boards, Committees, Taskforces, and groups on corporate projects and priorities: x The Community Safety and Well-Being Advisory Committee (CSWBAC) received presentations from staff on more than 10 City projects and priorities. x The Accessibility Advisory Committee (AAC) received presentations from staff on eight City projects and priorities. x The Cultural Advisory Committee (CAC) met nine times in 2025 staff engaged with the CAC at every meeting to advance cultural and other initiatives. PAC4Teen members are given opportunities to plan their own events and activities, helping them build workplace experience. Members receive training in HIGH FIVE, First Aid, Customer Service, and Accessibility, and can participate or volunteer in programs for ages 13–19. PAC4Teen’s annual food drive collected over 700 lbs. of food donations. 48 Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Act as a community connector and community builder through partnerships and collaboration Take the lead to connect sector representatives, community groups, and organizations (i.e., support urban agriculture, connect farming community and development industry, to address issues pertaining to topsoil for example) 9 Undertake an on-line urban farming/agriculture survey to examine the need for more education, programs, funding opportunities, and community garden project site selections. x Connect with businesses through site visit program and stakeholder engagement sessions. To advance the City’s commitment to fostering urban agriculture and strengthening connections among sector representatives, community groups, and organizations, several key actions were undertaken. The City operates two community gardens: the Valley Plentiful Community Garden (VPCG) in Diana Princess of Wales Park and the George Ashe Library & Community Centre’s “55+ Plot to Plate” program. Both gardens feature donation plots that support local food banks, promoting community engagement and shared responsibility. The Pickering Public Library’s Seed Library continues to provide free access to seeds for growing ornamental and edible plants, while the City’s award-winning Farmers’ Market connects residents with local farmers, bakers, artisans, and small businesses. Enhancements to VPCG included three new raised beds, accessible parking, bike racks, and landscaping improvements. To educate residents about food growing, three well-attended workshops were hosted during Pickering’s Earth Month, in partnership with We Grow Food and Durham Master Gardeners, who also participated in the Sustainable Home Expo. Urban agriculture opportunities remain a priority in the development review process, with one site under construction in Seaton (Taccgate Developments Inc.) and another nearing final approval in Duffin Heights (Lebovic). Considerations for urban agriculture have also been incorporated into the draft Northeast Pickering Secondary Plan policies. In addition, City representatives engaged with a wide range of advocacy groups and organizations, including OCNI, CANHC, AFCI, TIAO, CFIB, APBOT, DRABE, DEEF, Employment Ontario Partners, post-secondary institutions, and Ontario Creates, to explore business development opportunities and strengthen community partnerships. Partner with youth to identify additional opportunities for partnership with the City and community leaders x Lead PAC4Teens in developing programs, services and spaces for Pickering’s teens. x Expand the number and type of volunteer activities available to youth. The City has successfully partnered with youth to identify and create new opportunities for collaboration with both the City and community leaders. Through PAC4Teens, members are empowered to plan their own events and activities, helping them build valuable workplace experience. Members will receive training in HIGH FIVE, First Aid, Customer Service, and Accessibility, and are encouraged to volunteer or take part in City programs for ages 13 to 19. Demonstrating their commitment to community service, PAC4Teens organized an annual food drive that collected over 700 pounds of food donations. 49 Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Accelerate Pickering’s economy through partnerships and collaboration Collaborate with others to attract and retain the talent that Pickering’s economy and business require now and into the future x Work with key stakeholders such as Durham Region, post-secondary institutions and Employment Ontario agencies in Pickering. x Review the City’s recruitment and retention processes and create enhanced strategies and practices to attract skilled talent. x Foster relationships with educational institutions for co-operative education opportunities and internships. x Engage with students, recent graduates, and newcomers to Canada about employment opportunities in municipal government through employment fairs. In 2025, the City of Pickering worked closely with Durham Region, key stakeholders, and the community to attract and retain the talent essential for future growth. The City collaborated with the Region on two workforce development planning studies and continued efforts to secure a post-secondary campus in Pickering. Staff actively engaged with the innovation ecosystem through the Durham Entrepreneur Ecosystem Forum (DEEF). Internally, HR policies are under review, and a recruitment video is being explored to enhance hiring efforts. Job fairs remain ongoing, and the City formalized a co-op intake process with local high schools to promote municipal careers to students. Acting assignments are encouraged to cross-train staff and broaden skillsets across the organization. These initiatives reflect a comprehensive approach to workforce development and talent attraction. 50 Specific Actions Deliverables Status of Progress 2025 Details of Progress Leverage the City’s role in Durham Region by supporting the work of the Durham Economic Development partnership x Continue to participate in Durham Economic Development Partnership (DEDP). The City has been actively leveraging its role in Durham Region by supporting the work of the Durham Economic Development Partnership (DEDP). The City collaborated with DEDP to showcase in Hannover Messe Conference (a leading global trade fair) to highlight Durham's value proposition in the advanced manufacturing sector and identify trade diversification opportunities. Durham municipalities continue to meet bimonthly, focusing on collaborative projects and addressing key challenges and opportunities within the community. DEDP is also hosting an annual networking event to allow staff across Durham to engage and collaborate. Leverage partnerships with academic, health care and environmental institutions and organizations, the business community and the Ajax Pickering Board of Trade x Regularly participate in APBOT events. x Meet with post- secondary institutions to promote and advocate for resources for local businesses. By leveraging partnerships with academic, health care, and environmental institutions, as well as organizations within the business community and the Ajax-Pickering Board of Trade, the City of Pickering is dedicated to fostering a collaborative environment. City is a premier sponsor of the Ajax-Pickering Board of Trade and meets monthly to discuss updates and concerns from the business community. Staff continue to work with Lakeridge Health to identify a suitable location for a Post-Acute Rehabilitation Centre with an announcement planned for 2026. Through Resolution #588/24, Lakeridge Health has secured a license agreement to utilize space in the Chestnut Hill Developments Recreation Complex. This initiative provides a free Chronic Obstructive Pulmonary Disease Community Exercise Clinic, offering weekly sessions to support the health and well-being of our community members. Additionally, the City continues to partner with the Toronto and Region Conservation Authority on a variety of environmental initiatives. Strategic Focus: Build Relationships Identify opportunities to build relationships with community members, stakeholders, Advisory Committee Members, and upper levels of government, including Indigenous Government x Develop an Indigenous Engagement Guide. x Build and expand relationships with sporting organizations to increase use of City amenities during non-peak times. x Build and expand relationships with arts, heritage & cultural In 2025, the City advanced several initiatives to strengthen relationships with stakeholders and community partners. With respect to Indigenous engagement and reconciliation, City staff carried out the following: x Partnered with other Durham Region municipalities to prepare an Indigenous Engagement Guide for Durham Area Municipalities (Report PLN 17-25; Resolution #844/25). x Delivered leadership training on Indigenous relationship building through the CSWB Plan (October). x Initiated a Reconciliation Audit of City policies, programs, and practices. x Held an engagement meeting between the Mayor and Chief Kelly LaRocca of the Mississaugas of Scugog Island First Nation (MSIFN) in October. 51 Specific Actions Deliverables Status of Progress 2025 Details of Progress organizations to program the exhibit gallery at the DCHC. x Build and expand relationships with community organizations in planning the Seaton Recreation Complex & Library, and supporting events. x Develop policies, programs and/or services that will encourage active participation and collaboration with municipal government. x Lead Planning staff engaged MSIFN approximately every two months during the Official Plan Review to exchange information and gather input. x Received comments from Alderville First Nation and MSIFN on circulated development applications. x The Seaton Landowners Group engaged experts to liaise with MSIFN regarding Seaton projects. x For Northeast Pickering, the project coordinator reached out to the seven Williams Treaty First Nations, inviting them to meet with staff and consultants. Comments were received from MSIFN and Curve Lake. x Entered into a funding agreement with MSIFN (representing other Williams Treaty First Nations) to provide comments on the Official Plan Review. On the advocacy and government relations front, staff: x Participated in the annual AMO conference to advocate for priority areas, including transportation and energy. x The Mayor and staff continued regular meetings with MP Nathan and MPP Bethlenfalvy to discuss priority projects such as: o Frenchman’s Bay acquisition; and o Seaton Recreation Centre & Library. Additionally, in the City’s efforts to build relationships with community members, the Ratepayer Association Policy was developed and approved by Council on April 22, 2024. The dedicated Webpage, launched June 17, 2024, lists Registered Ratepayer Associations and their contact information as well as pertinent information concerning Associations. To date, a total of six Ratepayer Associations have registered. The City will continue to ensure that Ratepayer Associations meet the eligibility requirements, continue to meet their responsibility in accordance with the Policy and to administer the applicable benefits outlined in the Policy. 52 Priority 6: Foster an Engaged & Informed Community Specific Actions Deliverables Status of Progress 2025 Details of Progress Strategic Focus: Make information and services readily accessible and available to all community members Identify opportunities to enhance digital platforms including social media platforms to share information, provide updates and gather feedback 9 Launch eScribe. 9 Continue to improve access and ease of use of ActiveNet registration software for recreation and culture programs. x Enhance digital media and video content production to support corporate priorities and initiatives. x Create short, plain language Mayor’s Recap videos of Council Meetings. x Create plain language written recap summaries of Council Highlights. x Focus on design and video production for rich and regular content creation across all social platforms. x Find opportunities to live stream Mayor’s Town Halls/Speaker Series and other key information sharing This year, Legislative Services successfully implemented new Meeting Management Software to enhance efficiency and transparency in the City of Pickering’s meeting processes. The adoption of eScribe, an end-to-end meeting management system, enables the City to digitally create and manage public meetings, automate workflow and approval processes, effectively distribute paperless agendas to meeting attendees, and improve citizen transparency through web-streaming with closed captioning and digitally accessible agendas. The City of Pickering also identified ways to improve digital platforms for sharing information, providing updates, and collecting feedback. In 2025, this included: • Completed 6 Interactive polls on social media.. • Scheduled 52 designs across the City's digital sign network, promoting key events, services and initiatives. • Produced 65 videos in total, including 30 short form and 35 long form. • Published monthly Council Meeting recap articles for staff and members of the public. • Hosted 3 social media contests. • Hosted 33 photo shoots, including a variety of groundbreakings, events and significant announcements. • Achieved a 10.3 percent growth rate for the City's social media following (includes X, Instagram, Facebook and YouTube). • Developed new online applications for facility bookings and wedding reservations at the Dorsay Community & Heritage Centre. • Revamped website content for programs and facility bookings to make navigation easier. • Streamlined and refreshed the ACTIVENET customer interface, adding features such as: o Language selection options o Enhanced wish list for program registration o More inclusive gender options o Apple Pay and Google Pay as payment methods • Launched online self-service program registration for the new Dr. Nelson F. Tomlinson Community Centre. • Created, printed, and distributed a new accessible Facility Booking Guide. 53 Specific Actions Deliverables Status of Progress 2025 Details of Progress events live to Facebook and YouTube. x Review existing systems to determine innovative ways to engage the public and potential areas for improvement. x Launch new digital content, including exhibit-based webpages that support school group participation in museum programs. x Expand reach and engagement of social media with new content development and staff resources to support. Promote and support a range of engagement methodologies to address the needs of all community members x Host information pop-up opportunities as it relates to projects/plans/studies as well as enhancing access to Customer Care and resident service requests. x Prepare multi-pronged engagement strategy for individual planning projects. LetsTalkPickering.ca continued to serve as a centralized tool to coordinate and promote all the City’s engagement opportunities: x Registered users: 3,469 x Total Visits – # times a user visited or stayed on the site > 30 minutes: 37,800 x Aware Visitors: visitor that has made one single visit to site or project: 27,378 x Informed Visitors: visitor who sought more information by clicking on something: 11,478 x Engaged Visitors: visitor that has contributed or provided feedback to an active tool on consultation page: 5,247 A number of facilitated in-person outreach efforts and digital engagement were conducted related to the following projects in 2025: x eScooter Rental Program 54 Specific Actions Deliverables Status of Progress 2025 Details of Progress x Assess new and existing methods of engaging the business community in City matters. x Anti-Litter/Illegal Dumping Campaign. As part of this campaign, staff developed a printed litter and illegal dumping educational pamphlet featuring multilingual explanations in Pickering’s top eight languages. The full guide is also available online with translation options in over 100 languages. Distributed to key community groups, City facilities, new developments, and areas impacted by chronic littering to promote civic responsibility in an accessible way for those who may not speak English or rely on the internet. x Pickering City Centre CentreCourt Construction x City Centre Park x Planning and Development - reimagining Pickering City Centre Speaker Series x Ward Boundary Review x 2026 Budget Process x Cultural Strategic Plan x Northeast Pickering x Official Plan Review (Pickering Forward) x Frenchman's Bay Resident Support Campaign Customer Care staff have also expanded community outreach by attending events throughout the year, providing residents with information on City initiatives and opportunities for face to face engagement. In the City Development Department, Notices of Public Open House and Public Meetings for Development Applications and Projects have been redesigned to be more reader friendly. They include a QR code which takes the reader to the City's web page with the details of the application or project for which they received the notice. For the Official Plan Review, inserts were placed into the June Tax bills, distributed to every household; newspaper; advertisements in Toronto Star, on Web Page; used WebEx Signs; handed out post cards at meetings and events such as the Farmers' Market; offered both in-person public meeting and virtual public meetings; explained Planning Hierarchy in Discussion Papers. Additionally, Community Services used a variety of engagement methods, including surveys, focus groups, community pop-ups, and school presentations, to gather input from residents and stakeholders on the development of the Culture Plan, Public Art Plan, and Museum Strategy. Regular meetings were held with key stakeholders as needed. Additional outreach included consultations with residents and stakeholders regarding Northern Community Centres, as well as 55 Specific Actions Deliverables Status of Progress 2025 Details of Progress targeted engagement with Greenwood and Seaton residents to shape programs and services offered at the Dorsay Community & Heritage Centre. Looking ahead, the development of a comprehensive Engagement Framework is planned for 2026. Continue to monitor trends and emerging technologies to ensure the City is engaging with community members in ways that are meaningful and relevant x Leverage innovative tools and platforms to strengthen resident interaction and engagement. x Continue to invest in Pickering’s online engagement platform, Let’s Talk Pickering. The City continues to leverage innovative tools and platforms, such as social media polls, digital signage, and video content, to strengthen communication and engagement with residents. Key Highlights from 2025 included: x Published a 47-page glossy magazine showcasing major City projects, programs, and services, mailed to every household in Pickering. x Developed and distributed a multilingual litter and illegal dumping pamphlet in the City’s top eight languages, with an online version offering translation into 100+ languages. This initiative promotes civic responsibility and ensures accessibility for residents who may not speak English or rely on the internet. x Hosted an in-person Speaker Series in partnership with CentreCourt and other stakeholders to educate the public on the Pickering City Centre project, one of the City’s most transformational developments, while fostering collaboration and community engagement. x Delivered accessible document training for staff to ensure compliance with provincial accessibility standards and support an inclusive City. x Introduced Augmented Reality exhibits at the museum to enhance visitor experience. Looking Ahead, staff are: x Exploring Virtual Reality for GIS mapping and future building visualization. x Piloting technology to detect potholes and road anomalies for timely repairs. Explore opportunities to make the planning process more readily understandable by interested community members 9 Update the City’s website to address the transfer of authority to approve land division applications from the Region to the City. x Film updated versions of Planning 101 and Building 101, and post on City’s website; The City’s website has been updated to reflect the transfer of authority for land division applications from the Region to the City. The update includes detailed information on the process, application forms, fees, and other resources to ensure easy access for applicants. Through Mayoral Decision #03-2025 and amendments to the City’s Procedure By-law, a new dedicated meeting format for Statutory Public Meetings under the Planning Act was established. This change created a focused space for sharing information about proposed developments and gathering public feedback, making it easier for residents to engage meaningfully in shaping their neighbourhoods. The changes included the development of a new agenda template to improve 56 Specific Actions Deliverables Status of Progress 2025 Details of Progress document, including speaking notes, should be downloadable. x Create a simplified “we are here in the planning application process timeline” graphic, for inclusion on notices, reports to committees and council, and on the dev\app website page. clarity and consistency for these meetings and provided one-on-one training for all Committee chairs to ensure they were well-prepared to lead the meeting effectively. In addition, preliminary discussions are underway to develop a “Planning 101” video for the website, with a targeted completion date of 2026. This initiative aims to provide residents with a clear and accessible overview of planning processes. Develop and implement a digital strategy to improve the delivery of City services to the community 9 A digital strategy endorsed by Council. 9 Undertake a website refresh to ensure website remains responsive to evolving digital requirements and resident needs. x Advance the digital strategy through Microsoft Dynamics 365. In February 2024, Council endorsed the Digital Readiness Assessment and Strategy, establishing an investment and implementation framework to leverage digital technology for improved operational efficiency and service delivery. Phase 1 of the Digital Strategy advanced in 2025, with the following key initiatives: x Website Refresh (2025): The new pickering.ca features simplified navigation, a clean layout, enhanced site search, stronger security, and single sign-on for staff. x Technology Governance (2025): A new coordinated approval process for technology projects ensures stronger cybersecurity, data privacy, and system integration, with involvement from IT, Finance, and Clerks. x SharePoint Migration (2025): Departmental files transitioned from J-drives to Microsoft SharePoint, enabling remote access, real-time collaboration, and eliminating version control issues. x Phone System Transition (2026): The City is migrating all phone lines from Mitel to Microsoft Teams Voice, with completion targeted by the end of 2025. x Microsoft Dynamics 365 (2026): This modern platform will transform resident interactions and cross-departmental workflows, offering a single online portal with self-service capabilities. Key modules include: o Customer Relationship Management (CRM): Residents can connect via phone, email, chat, or social media, streamlined into one system with a 24/7 chatbot for common inquiries. 57 Specific Actions Deliverables Status of Progress 2025 Details of Progress o Work Order Management: Automates service requests, improves reporting, and reduces reliance on paper-based systems. o Resident Portal: Allows resident to submit service requests, track request status and receive proactive notifications, improving transparency and overall service experience. Strategic Focus: Promote Transparent Decision Making and Report on Results Continue to measure and report on engagement progress x Promote transparent decision making and report on results. x Report on engagement with business community (events, in-person, social media). The City’s YouTube channel recorded 74,294 views in 2025, reflecting the total number of times public videos, livestreams, and shorts were watched. This includes all live-streamed Executive, Committee, and Council meetings, enabling residents to follow discussions and decisions in real time. City staff also published monthly Council Meeting recap articles for staff and members of the public Invest Pickering strengthened its digital presence, engaging over 800 followers on X and 1,700 on LinkedIn, showcasing business opportunities and growth in the City. Invest Pickering also connects with the community through monthly newsletters featuring updates on projects, grants, events, and local business milestones. With over 1,300 subscribers and an average open rate exceeding 50%, the newsletter has become a vital engagement tool for both residents and the business community. Through the Lobbyist Registry program, the Registry ensures that the public can view lobbying activity between Lobbyists and Public Office Holders – which emphasizes a culture of open, transparent and accountable government. To date, a total of 49 lobbying activities have been registered. Identify opportunities for elected officials to meet more regularly, and more informally with community members x Invite elected officials to attend a wide range of community events and functions. x Host in-person pop up Mayor’s Town Halls. City staff take a proactive approach by sending a calendar of events to elected officials, ensuring a continuous stream of engagement opportunities. From public art unveilings to provincial/federal announcements to cultural celebrations and everything in between, these events provide elected officials with dozens of opportunities each year numerous occasions to connect with the community in an informal setting. Additionally, the Economic Development Department extends invitations for conferences, tradeshows, groundbreakings, ribbon-cuttings and grand opening ceremonies that support local businesses while offering elected officials further platforms for engagement with residents in an informal context. The Mayor has actively engaged with residents, community groups, and local organizations through phone calls, virtual meetings, and in-person discussions on important local issues. In 58 Specific Actions Deliverables Status of Progress 2025 Details of Progress addition, the Mayor has participated in hundreds of community events in Pickering and across Durham, fostering direct engagement with residents. In 2025, Mayor Ashe hosted an informal Speakers Series in collaboration with CentreCourt and other panelists, where he discussed the redevelopment of Pickering’s City Centre and answered questions from residents. The Mayor also organized a Community Corn Roast, creating an informal setting for residents to interact with him. Pickering's three Regional Councillors and three City Councillors held over 10 individual or joint Town Hall meetings and/or community gatherings throughout the year. Strategic Focus: Promote civic education and pride Identify opportunities to increase community understanding of municipal government 9 Facilitate the completion of the Pickering Magazine, to be published and mailed to all households. 9 Introduce budget highlights document annually, containing high-level financial information and summary of the City’s accomplishments from the previous year and an outline of priorities for the upcoming year in a succinct manner. 9 Support Take Your Kids to Work Day initiative annually. x Build community’s understanding of municipal government In 2025, Pickering celebrated 25 years of becoming a City. To honour this momentous occasion, residents and visitors were invited to celebrate, reflect on, and explore the vibrant history and dynamic evolution of Pickering, a place so many are proud to call home. Celebrations included website and social media content and storytelling, the Mayor’s New Year Levee, 25th Anniversary art banners displayed at both City Hall exterior and Chestnut Hill Developments Recreation Complex exterior, and a spring planting of 25 silver maple trees. To further enhance community understanding of municipal government, the City implemented several initiatives, including: x Produced a 47-page glossy magazine highlighting major City projects, programs, and services, mailed to every residential household in Pickering. x Developed a printed litter and illegal dumping educational pamphlet featuring multilingual explanations in Pickering’s top eight languages. The full guide is also available online with translation options in over 100 languages. Distributed to key community groups, City facilities, new developments, and areas impacted by chronic littering to promote civic responsibility in an accessible way for those who may not speak English or rely on the internet. x Hosted a Speakers Series aimed at breaking down Planning in Pickering, including topics such as downtown development, mall redevelopment, and an overview of the City’s planning process. x Conducted two media relations training sessions for staff. x Published monthly Council Meeting recap articles for staff and the public on the City’s website. 59 Specific Actions Deliverables Status of Progress 2025 Details of Progress through education campaigns (i.e. Municipal Election Process). x Released Council recap videos through Mayor Ashe’s “Keeping Up with Council.” x The Mayor and CAO spoke with students participating in “Take Our Kids to Work” Day. x Released a Proposed Budget Highlights publication summarizing key achievements from 2025 and outlining strategic priority projects for 2026. This document complements the Mayor’s proposed 2026 Budget and provides residents with clear, concise information on how initiatives align with the Council-approved Corporate Strategic Plan, along with key financial highlights for the upcoming fiscal year. In accordance with Council’s direction on January 27, 2025, the City undertook a renewed review of its ward boundaries to reconsider the findings of the Ward Boundary Review conducted in June 2021. This reassessment was based on updated population data and aimed to ensure continued fair and equitable representation for all residents. The review focused on evaluating the boundaries established under By-law 7875/21 and determining whether adjustments were warranted. To support this process, Watson & Associates Economists Ltd. and Dr. Robert Williams, the consultants who led the original 2021 review, were retained. Under their guidance, a robust public engagement campaign was launched to gather meaningful community input. This included two public consultation sessions, a city-wide survey, a dedicated webpage, social media outreach, digital signage across the municipality, and the distribution of posters and media releases through local libraries and community groups. Following the review and consultation process, a minor adjustment to the ward boundaries was recommended. By-law 8196/25 was adopted by Council on July 15, 2025 to give effect to the revised ward boundaries. These new ward boundaries will come into effect for the 2026 Municipal Election. Public education on the new ward boundaries will take place in 2026 ahead of the Municipal Election. Through Mayoral Decision #03-2025 and amendments to the City’s Procedure By-law, a new dedicated meeting format for Statutory Public Meetings under the Planning Act was established. This change created a focused space for sharing information about proposed developments and gathering public feedback, making it easier for residents to engage meaningfully in shaping their neighbourhoods. The changes included the development of a new agenda template to improve clarity and consistency for these meetings and provided one-on-one training for all Committee chairs to ensure they were well-prepared to lead the meeting effectively. 60 Specific Actions Deliverables Status of Progress 2025 Details of Progress Provide enhanced opportunities for community members to become more actively involved in City government (e.g. youth) x Promote opportunities for board, advisory committee and taskforce vacancies. x Promote opportunities for information sharing and participation in major plans, projects and studies. x Utilize Mayor and Council networks for sharing information. The City of Pickering has demonstrated its commitment to providing enhanced opportunities for community members, particularly youth, to become more actively involved in City government through various initiatives: x Participation in the "Take Our Kids to Work" program for Grade 9 students, exposing students the opportunity to experience a wide range of potential career paths. x The Pickering Activity Council for Teens (PAC4Teens) advises on municipal programs and services, offering a platform for youth to voice their opinions and contribute to the community. x Project leads regularly schedule presentations to inform and gather feedback from the Youth. For example, more than 450 students contributed valuable input on the development of the City’s Cultural Plan, Public Art Plan, and Museum Strategy. Additionally, 20 students enrolled in a not-for-profit business course participated in a creative ideas workshop, providing feedback on strategies to attract visitors to the Pickering Museum Village.