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Home My WebLink AboutNovember 10, 2008 Executive Committee Meeting Agenda Monday, Novem ber 10, 2008 7:30 pm Council Chambers Chair: Councillor Johnson (I) DELEGATIONS 1. Gayle Clow Ian Cumming Re: Director, Operations & Emergency Services Report OES 33-08 Citizens Group for Traffic Calming on Fairport Road -Traffic Calminq Justification and Desiqn (II) MATTERS FOR CONSIDERATION PAGES 1. Director, Operations & Emergency Services Report OES 33-08 Citizens Group for Traffic Calming on Fairport Road -Traffic Calminq Justification and Desiqn 1-26 RECOMMENDATION 1. That Report OES 33-08 regarding the presentation form the Citizens Group for Traffic Calming on Fairport Road be received; 2. That Council, in recognition of the concerns voiced by the Citizens Group and area residents, support in principal the implementation of traffic calming measures on Fairport Road from Kingston Road to Finch Avenue; and 3. That staff be authorized to commence a community consultation process regarding the preparation of a traffic calming plan on Fairport Road and report back to Council with a proposed traffic calming plan and estimated construction cost for budget consideration. 2. Director, Operations & Emergency Services, Report OES 37-08 Dunbarton Indoor Pool Renovation Project -Tender No. T-17-2008 27 -45 RECOMMENDATION 1. That Report OES 37-08 regarding T-17-2008 for the Dunbarton Indoor Pool Renovation Project be received; Executive Committee Meeting Agenda Monday, November 10,2008 7:30 pm Council Chambers Chair: Councillor Johnson 2. That Council ratify the approval by the Chief Administrative Officer during Council's summer recess of proposal no. RFP-4-2008 for the supply of energy ventilation and pool dehumidification systems for the Dunbarton Pool; 3. That Tender T-17-2008 submitted by BWK Construction Company Ltd., at a cost of $1,782,900 (PST and GST included) be accepted; 4. That the total gross project cost of $1,995,000 (GST included) and a net project cost of $1,900,000 including the tender amount and other associated costs be approved; 5. That Council approve the re-allocation of the Federal Gas Tax funds associated with the 2008 capital project for the Frenchman's Bay - Master Plan Phase One (5410.0805.6182) and that these funds be re-submitted in the 2009 Capital Budget; 6. That Council authorize the Director, Corporate Services & Treasurer to finance the project as follows: a) the sum of $1,000,000, as provided for in the 2008 approved Capital Budget, to be funded from Federal Gas Tax Reserve Fund; b) the sum of up to $500,000, as provided for in the 2008 approved Capital Budget, to be financed by the issue of debentures through the Regional Municipality of Durham, over a period not exceeding fifteen (15) years, at a rate to be determined; c) the additional project costs estimated to be $400,000 be funded from the Federal Gas Tax Reserve Fund ($200,000) and from the funding the City will receive from the "Investing in Ontario Act, 2008" ($200,000) including any additional unanticipated costs; d) the annual repayment charges in the amount of approximately $49,800 be included in the annual Current Budget for the City of Pickering commencing in 2009, continuing thereafter until the loan is repaid, and any financing cost to be paid out of the Current Budget; e) the Director, Corporate Services & Treasurer has updated the City's 2008 Annual Repayment Limit and the repayment thereof falls within Executive Committee Meeting Agenda Monday, November 10,2008 7:30 pm Council Chambers Chair: Councillor Johnson the City's Annual Repayment Limit for debt and financial obligations, as established by the Province for municipalities in Ontario and would not cause the City to exceed the updated limit, and therefore, Ontario Municipal Board approval is not required prior to City Council's authorization; f) undertake the financing of this project or portions thereof that cannot be accommodated through the foregoing through internal loans, Infrastructure Ontario - OSIFA Loan Program, or a financial institution offering long term financing under similar terms and conditions; g) the Treasurer is authorized to take any actions necessary in order to effect the foregoing; 7. That the draft by-law attached to this report be enacted; and 8. That the appropriate City of Pickering officials be authorized to take necessary action to give effect thereto. 3. Director, Operations & Emergency Services, Report OES 39-08 Facility Snow Removal -Quotation No. Q-69-2008 46-49 RECOMMENDATION 1. That Report OES 39-08 regarding Facility Snow Removal be received; 2. That Quotation No. Q-69-2008 submitted by C&R Paving Inc. for Snow Clearing and Salting Service - Facility Parking Lots Schedule A in the amount of $89,000 plus GST for Year 1 and $95,500 plus GST for Year 2 and Schedule C (hourly rates) Year 1 and Year 2 be accepted; and 3. That the appropriate City of Pickering officials be authorized to take necessary action to give effect thereto. 4. Director, Operations & Emergency Services, Report OES 40-08 Building Canada Fund - Communities Component Intake One -Pickerino Museum Villaoe Restoration and Uporade Proiect 50-57 Executive Committee Meeting Agenda Monday, Novem ber 10, 2008 7:30 pm Council Chambers Chair: Councillor Johnson RECOMMENDATION 1. That Report to Council OES 40-08 regarding the Building Canada Fund - Communities Component (BCF-CC) Intake One be received; 2. That the Corporation of the City of Pickering participates in the BCF-CC Intake One through the submission of an application by the application deadline of November 21,2008; 3. That the City of Pickering's application to BCF-CC Intake One shall consist of various building restoration programs and upgrades to the infrastructure at the Pickering Museum Village, at a total estimated (gross) cost of $885,000 and a net estimated City cost of $295,000; 4. That the Council of the City of Pickering endorse the Pickering Museum Village Restoration and Upgrade Project as the City's Intake One BCF-CC application; 5. That the BCF-CC Intake One project be identified as a Capital priority in the 2009 Capital Budget, subject to receiving approval of funding by BCF-CC; and 6. That the appropriate officials of the City of Pickering be given authority to give effect thereto. 5. Director, Operations & Emergency Services, Report OES 41-08 City's Traffic & Parking By-law No. 6604/05 - Updatinq Amendment 58-61 RECOMMENDATION 1. That Report OES 41-08 of the Director, Operations & Emergency Services regarding proposed amendments to the City's Traffic & Parking By-law No. 6604/05 be received; and 2. That the attached draft by-law be enacted to amend Section 15 to By-law No. 6604/05 to provide for the prohibition of on street parking between the hours of 2:00 am and 6:00 am from December 1st to March 31st annually. Executive Committee Meeting Agenda Monday, November 10,2008 7:30 pm Council Chambers Chair: Councillor Johnson 6. Director, Corporate Services & Treasurer, Report CS 45-08 2008 Internal Loan and External Debentures 62-67 RECOMMENDATION 1. That Report CS 45-08 from the Director, Corporate Services & Treasurer be approved; 2. That Council approve an internal loan in the amount of $200,000 for a maximum term of ten (10) years, to be borrowed from the Development Charges Reserve Funds, for the External Subdivision Works-Roads: Brock Road, Third Concession Road to Taunton Road and furthermore, that the Director, Corporate Services & Treasurer be authorized and directed to take whatever actions necessary; and, 3. That the appropriate officials of the City of Pickering be given authority to give effect thereto. 7. Director, Corporate Services & Treasurer, Report CS 49-08 Formal Quotations - Quarterlv Report for Information 68-71 RECOMMENDATION That Report CS 49-08 of the Director, Corporate Services & Treasurer regarding Formal Quotations - Quarterly Report for information be received for information. 8. Director, Corporate Services & Treasurer, Report CS 50-08 Section 357/358 of the Municipal Act - Adiustment to Taxes 72-74 RECOMMENDATION 1. That Report CS 50-08 of the Director, Corporate Services & Treasurer be received; 2. That the write-offs of taxes in the amount of $40,283.47 as provided under Section 357/358 of the Municipal Act, 2001 be approved; and, 3. That the appropriate officials of the City of Pickering be authorized to take the necessary action to give effect hereto. Executive Committee Meeting Agenda Monday, November 10,2008 7:30 pm Council Chambers Chair: Councillor Johnson 9. Director, Corporate Services & Treasurer, Report CS 51-08 2008 Year End Audit 75-111 RECOMMENDATION 1. That the Audit Plan as submitted by Deloitte & Touche LLP, included as Attachment 1 to this report be received for information; and, 2. That the Chief Administrative Officer and the Director, Corporate Services & Treasurer be authorized to sign the Auditor's Engagement Letter on behalf of the City. 10. Chief Administrative Officer, Report CAO 07-08 Review of Appointments to Boards and Committees - Council Direction December 14.2006 112-138 RECOMMENDATION 1. That Report CAO 07-08 of the Chief Administrative Officer be received; 2. That Policy ADM 040 for Boards & Advisory Committees, included as Attachment # 1 to this report be approved; 3. That the Boards & Advisory Committees, included as Attachment # 2 to this report be formally closed based on project completion, dissolution and/or inactivity; 4. That the Boards & Advisory Committees, included as Attachment # 3 to this report be formally reconfirmed; 5. That the Public Library Board composition be increased by one member for a total of 10 members effective December 1, 2008; 6. That the Advisory Committee on Race Relations composition be increased by two community appointments for a total of five members and the Heritage Pickering Advisory Committee be increased by three community appointments for a total of eleven members; Executive Committee Meeting Agenda Monday, Novem ber 10, 2008 7:30 pm Council Chambers Chair: Councillor Johnson 7. That the term for the Property Standards/Fenceviewers be extended to December 31,2008 pending the outcome of a fence by-law review; 8. That a Special Meeting of Council (including an In Camera session) be held on Monday, November 24, 2008 at 7:00 pm for the purpose of review and appointment to Boards and Advisory Committees; and 9. That the City Clerk be directed to take the appropriate action. 11. Director, Planning & Development, Report PD 45-08 Draft Regional Transportation Plan (September 2008) Draft Investment Strategy (September 2008) Metrolinx EBR Reqistrv Number: 010-4717 139-190 RECOMMENDATION 1. That Report PD 45-08 of the Director, Planning & Development, regarding the Draft Regional Transportation Plan (RTP) and Draft Investment Strategy (IS), both dated September 2008 and released by Metrolinx, be received; 2. That Metrolinx be requested to revise the Draft Regional Transportation Plan: The Big Move: Transforming Transportation in the Greater Toronto and Hamilton Area, dated September 2008, as follows: a) implement the vision for Seaton as a "transit first" community by adding the following to the 15-Year Plan (2024): (i) resolution of the Steeles- Taunton traffic bottleneck as a priority; (ii) identify a new east-west rapid transit connection on the Steeles-Taunton Corridor to Brock Road on Figure 4; (iii) prioritize passenger rail service on the C.P. Bellville Rail Line to Brock Road as one of the 'Top 15 Priorities"; (iv) widen and improve Highway 7 west of Brock Road to four lanes through Seaton to support development and transit service; (v) extend the Brock Road rapid transit line (Other Rapid Transit (BRT/LRT/AGT) line) through Seaton to Highway 407 on Figure 4; b) support and invest in developing Transportation Master Plans (TMPs) addressing all modes of transportation and identifying policies and a course of action for implementing the RTP, as well as other critical Executive Committee Meeting Agenda Monday, November 10,2008 7:30 pm Council Chambers Chair: Councillor Johnson transportation infrastructure within Pickering's Urban Growth Centre by establishing an Eastern GTA Anchor Mobility Hub, including: (i) the City's planned pedestrian bridge over Highway 401; (ii) a full Highway 401 interchange at Liverpool Road; and (iii) a shared vehicle parking structure serving commuters and downtown visitors; c) support the easterly extension of Highway 407, its links and transitway by: (i) identifying the easterly extension of Highway 407 to Highway 35/115 by 2013 and transitway within the first 15 years in Figure 4 of the RTP; (ii) identifying the easterly extension of Highway 407 and its links and transitway as completed on Figure 5 (the 25-Year Plan) of the RTP; (iii) revising the text referring to the Highway 407 east extension on page 75 of the Draft RTP to reflect the Province's commitment to complete the highway and its links by 2013; d) correct Figures 4 and 5 by: (i) revising mapping of 'built-up' area for Pickering to reflect the approved Provincial built boundary; 3. That Metrolinx be requested to revise the Draft Investment Strategy: A Plan for Implementation Action, September 2008, by: a) developing an operating cost model for new infrastructure proposed under the RTP; b) considering the broader relative benefits of investments in key road infrastructure versus investments in improved transit operations; c) developing a financing plan for the operating, rehabilitation and capital infrastructure needs of the RTP, in consultation with municipalities; and 4. Further, that a copy of Report PD 45-08 be forwarded to Metrolinx, the EBR, the Ministry of Energy and Infrastructure, the Ministry of Transportation, the Ministry of Municipal Affairs and Housing, the Regional Municipality of Durham, and Durham Area Municipalities. (III) OTHER BUSINESS (IV) ADJOURNMENT Cw, 0/ REPORT TO EXECUTIVE COMMITTEE Report Number: OES 33-08 Date: November 10, 2008 () 1 From: Everett Buntsma Director, Operations & Emergency Services Subject: Citizens Group for Traffic Calming on Fairport Road - Traffic Calming Justification and Design File: A-1440 Recommendation: 1. That Report OES 33-08 regarding the presentation form the Citizens Group for Traffic Calming on Fairport Road be received; 2. That Council, in recognition of the concerns voiced by the Citizens Group and area residents, support in principal the implementation of traffic calming measures on Fairport Road from Kingston Road to Finch Avenue; and 3. That staff be authorized to commence a community consultation process regarding the preparation of a traffic calming plan on Fairport Road and report back to Council with a proposed traffic calming plan and estimated construction cost for budget consideration. Executive Summary: On January, 21, 2008, City Council received a resident delegation noting concerns regarding vehicular speeds and volumes on Fairport Road and was presented with a petition requesting traffic calming on Fairport Road. The issue was referred to staff through Resolution #11/08 to report back. Some residents formed a working group to further work towards the design of a traffic calming plan for Fairport Road (between Kingston Road and Finch Avenue). Forming a coalition referred to as the Citizens Group for Traffic Calming on Fairport Road, the working group generated a traffic calming plan for Fairport Road. The completed plan was presented to staff for information and preliminary comments on May 22, 2008 and to the Executive Committee on June 9, 2008. The Executive Committee thanked the coalition for their hard work and referred the issue to staff for review and a follow up report in the fall. Having completed the review, staff hereby present this report to the Executive Committee. Based on the traffic operations history of Fairport Road and the recent concerns raised and support generated by the Citizens Group for Traffic Calming on Fairport Road, staff are recommending, in principal, the use of traffic calming measures on Fairport Road. However, in order to move forward, a City driven community consultation process is required as there has been opposition to the plan received. Report OES 33-08 November 10, 2008 ; ,. . Subject: Citizens Group for Traffic Calming on Fairport Road o 2 Traffic Calming Justification and Design Page 2 Financial Implications: The conceptual plan as prepared by the Citizens Group for Traffic Calming on Fairport Road included a cost estimate of $250,000 based on their research. In conjunction with the review of their plan, staff estimated the construction cost of the group's plan of to be approximately $225,000 with the potential for an additional $200,000.00 cost associated with use of asphalt colorant and pattern imprint of the raised intersections for a total of $425,000. Although noted as optional, it's use provides both a decorative and driver advisor feature. A copy of the citizens group Traffic Calming plan and cost estimates are attached. Sustainability Implications: The implementation of traffic management measures on Fairport Road predominantly impacts the social lens of sustainability given it has the potential to enhance community living and impact traffic operations. Additionally, the process used by the Citizens Group for Traffic Calming on Fairport Road has demonstrated engagement by the community to work with the City to generate an action plan to address their concerns as well as those of the municipality as the road authority. However, the final traffic management design will be ultimately a balance of all three lenses as traffic operations impact environmental issues (noise/air quality and fuel consumption) as well as economics (cost). Background: Road Classification Early municipal Official Plans and Official District Plans utilized a Major and Minor Collector road classification and identified Fairport Road as a Major Collector Road. This designation (and subsequently all former Major Collector roads) was amended to a Type C Arterial designation to reflect the introduction and creation of a singular Collector Road designation and varying Type A, Band C Arterial roads within the 1993 Regional Official Plan. . The current Pickering Official Plan recognizes Type C Arterial roads as described in the Durham Regional Official Plan and identifies the following traffic characteristics: · carry lower volumes of traffic at slower speeds (than Type A or B Arterial roads) · provide access to properties · generally have a right-of-way width ranging from 26 to 30 metres A copy of the Pickering Official Plan - Transportation road class schedule and urban transportation system map is attached. CORP0227-07/01 revised Report OES 33-08 November 10, 2008 Subject: Citizens Group for Traffic Calming on Fairport Road Traffic Calming Justification and Design Page 3 03 As a Type C Arterial road, Fairport Road provides access between Kingston Road (at the south limit) and Third Concession Road (at the north limit) with major intersections at Dunbarton Road, Welrus Street, Strouds Lane, Glenanna Road, Finch Avenue and at Lynn Heights Drive. Additionally, it provides direct frontage access for approximately 1S0 residential properties (between Kingston Road and Finch Avenue). Via this classification, the intended primary service function of Fairport Road is to provide the movement of traffic with adjacent land access being a secondary consideration. Attached is a copy of Transportation Association of Canada (T AC) Geometric Design Guide for Canadian Roads Table 1.3.4.2 which outlines the specific "Characteristics of Urban Roads" details for all roadway classifications. Road Construction Fairport Road was initially constructed as a rural cross section road with gravel shoulders and ditches, with a 6.7m (22ft.) pavement width within a standard 20m (66ft) right-of-way. Given its arterial road classification, it has and continues to undergo expansion via right-of-way widenings taken in conjunction with adjacent development. In 1995, as a Capital Works Project intended to facilitate the installation of storm sewers, sanitary sewers and a watermain, Fairport Road was reconstructed to the current urban standard consisting of an 11 m (36ft.) pavement width with varying boulevard widths. The reconstruction accommodated the installation of a 1.Sm (Sft.) wide sidewalk along the east side of Fairport Road from Kingston Road to Finch Avenue. 40Km/h By-law Whereas the Ontario Highway Traffic Act R.S.O. 1960 provided that "No person shall drive a motor vehicle at a greater rate of speed than thirty miles per hour in a built up area; and whereas such built up areas are required to be designated and proper signs displayed, Pickering Council passed by-law 3832/70 thereby designating Fairport Road, (from Kingston Road to Finch Avenue - in addition to other city streets) as a 30 mph route. In 1976, the speed limit was changed from 30mph to SOkm/h with the Canadian adoption of the metric system. On November 16, 1987, the speed limit was changed from SO km/h to 40 km/h through the passage of By-law 1619/87 by Council. Given the arterial road classification of Fairport Road, the 40km/h speed limit is inconsistent with both the municipal Safer Streets Traffic Management Strategy which proposed to safeguard the service functionality of arterial roads from arbitrary and ineffective lowering of speed limits to 40 km/h, and the intent of the municipal By-law 6181/03 which designated all local and collector roads as 40km/h. Should staff be directed to proceed with a traffic calming plan for Fairport Road, the consultation process should include a component to re-establish a SOkm/h speed limit more appropriate for a Type C Arterial road. CORP0227-07/01 revised Report OES 33-08 November 10, 2008 Subject: Citizens Group for Traffic Calming on Fairport Road o 4 Traffic Calming Justific~:ition and Design Page 4 Traffic Operations As a Type C Arterial roadway, Fairport Road serves as a traffic conduit between Kingston Road (south limit) and Finch Avenue (midblock) and Third Concession Road (north limit). Additionally, it provides direct frontage access for approximately 150 newer conventional and older estate residential properties (between Kingston Road and Finch Avenue). In the past three years, staff have completed traffic studies along Fairport Road both in conjunction with the municipal City wide traffic count program and in response to various resident concerns and enquiries. Study results indicate a blended overall (non site specific) daily traffic volume of 6000 vehicles with 85%-ile speed of 61 km/h. The 85th%-ile speed is the maximum speed that 85% of traffic travels at and is a key factor used within the technical transportation industry to establish speed limits. Based on the premise that the majority of drivers are reasonable and responsible, they use good judgment to balance risk with travel efficiency and drive at comfortable pace or speed. Conversely, well established speed limits generate driver compliance, are self regulating and are judicially respected by police and the courts requiring minimal enforcement with punitive sanctions for the minority group of drivers who endanger others. The results indicate that Fairport Road is operating within the parameters and characteristics of a typical minor arterial road as identified by the Transportation Association of Canada. A diagram which identifies the various site specific study results is attached. In May, 2008, the City completed the 2008 traffic count program thereby generating vehicular volume, class and speed data on most collector and arterial roads in Pickering. Intended for traffic operational and maintenance purposes, the data allows staff to compare and generate a ranking based on the study results. Specifically, the data indicates that using the blended 85th%-ile speed of 61 km/h, Fairport Road is one of the top 10 roads with high vehicular speeds. Collision History A review of collision data for Fairport Road (between Kingston Road and Finch Avenue), indicates that save and except for the intersection of Fairport Road at Sheppard Avenue (which is problematic due to the vertical alignment and visibility constraints) no additional clear trends or high collision frequency areas exist which would indicate a need of further investigation and or corrective measures. A copy of the Collision History Diagram is attached. CORP0227-07/01 revised Report OES 33-08 November 10, 2008 Subject: Citizens Group for Traffic Calming on Fairport Road Traffic Calming Justification and Design Page 5 os Fairport Road Action Committee & Citizens Group for Traffic Calmina on Fairport Road To date, the City has been involved with two Fairport Road resident groups concerned with vehicle speeds and volumes. The Fairport Road Action Committee ("FRAC") was established in the late 1990's in response to resident concerns with various development projects along Fairport Road. During its tenure, the resident coalition assisted with the implementation of the Safer Streets Traffic Management Strategy via the submission of comments based on traffic operations on Fairport Road. More recently, the Citizens Group for Traffic Calming on Fairport Road was formed by residents of Fairport Road (some of whom were former members of FRAC) as a means of presenting collective community concerns with the recent adjacent residential development proposals and its impact on traffic operations on Fairport Road. The group, working with the support of and in response to concerns raised by most residents of Fairport Road, has since focused on the current traffic operations along Fairport Road, ie. vehicular speeds and volumes and the impact of additional development in the area. On January, 21, 2008, City Council received a resident delegation noting concerns regarding vehicular speeds and volumes on Fairport Road and was presented with a petition requesting traffic calming on Fairport Road. As the issue was referred to staff to report (with no specific endorsement of the request), area residents formed a resident working group to further work towards the design of a traffic calming plan for Fairport Road (between Kingston Road and Finch Avenue). Forming a coalition referred to as the Citizens Group for Traffic Calming on Fairport Road, the working group generated a traffic calming plan for Fairport Road. The completed plan was presented to staff for information and preliminary comments on May 22, 2008 and to the Executive Committee on June 9, 2008. The Executive Committee thanked the coalition for their hard work and referred the issue to staff for review and a follow up report in the fall. Support and Opposition The initial petition for traffic calming on Fairport Road as submitted to Council by the Fairport Road Citizens for Traffic Calming noted support by 127 of 144 (88%) homes on Fairport Road (from Kingson Road to Finch Avenue). In addition to the numerous submissions from the Citizens Group for Traffic Calming on Fairport Road, it is important to note that the City has also received submissions from residents within and beyond the immediate Fairport Road area both in support and in opposition to the use of traffic calming on Fairport Road. The submissions and comments generated are summarized as follows: CORP0227-07/01 revised Report OES 33-08 Subject: D6 November 10, 2008 Citizens Group for Traffic Calming on Fairport Road Traffic Calming Justification and Design Page 6 Support · 75 Submissions noting · Traffic operational improvements . Public safety improvements · Address vehicular speeding · Address unsafe passing · Address aggressive driving · Address pedestrian crossing Conclusions Opposition · 26 Submissions noting · Unnecessary expenditures · Limited local benefit . Prioritize other areas · Oppose traffic calming As a result of the submission by the Citizens Group and the subsequent investigative review, staff, in principal, support the use of traffic calming on a Type C Arterial road (Fairport Road). However, given the proposed traffic calming plan: · was generated by and is in the interests of the Citizens Group for Traffic Calming on Fairport Road · has generated clear opposition (regardless of the justification) from residents both within and beyond the affected area · is deemed by staff to be "aggressive" via the inclusion of 25 physical elements and the removal of existing traffic signals which impact vehicular traffic in addition to emergency services, transit and road maintenance vehicles Staff recommend that the City build on the work completed by the Citizens Group and proceed with the development of a moderate balanced Traffic Calming plan via a full public community consultation process pursuant to the municipal Safer Streets Traffic Management Strategy with input from the public, municipal staff and affected services. Attachments: 1. Road Class Definitions - Pickering Official Plan, Transportation 2. Urban Road Classification Sketch - Pickering Official Plan, Transportation 3. TAC Urban Design Road Classification Details 4. Fairport Road Volume and Speed Data Diagram 5. Fairport Road Collision History Diagram. 6. Fairport Road Resident Traffic Calming Plan 7. Fairport Road Resident Traffic Calming Plan - Resident Construction Estimate 8. Fairport Road Resident Traffic Calming Plan - Staff Construction Estimate 9. Safer Streets Traffic Management Strategy Application 10. T AC Application 11. Conceptual Traffic Calming Design & Costing CORP0227-07/01 revised Report OES 33-08 November 10, 2008 Subject: Citizens Group for Traffic Calming on Fairport Road Traffic Calming Justification and Design Page 7 07 Evere Buntsma Director Operations & Emergency Services r'Richard . Ho om, P. Eng. Division Head, Municipal Property & Engineering RH:mp Copy: Chief Administrative Officer Recommended for the consideration of Pickering City un ,,/ CORP0227-07/01 revised ATTACHMENT #1 TO REPORT OES 33-08 08 1 0'1 CITY POUCY Rqaa' CakpJ 4.10 City Council shaJJ, (a) recognize Freeways as CODUOUed aceell roads desiped to carry the highest volumes of ttaflic at high speeds witbiJl and beyond the City and Region; (b) recognize Type A. Type B and Type C Arterial Roads .. described in the Durham Regional Official Plan, wherein, (I) 1:ype A Arr.eriAI Road.: are the highest order arterial road; arc desiped to carey large volumes of traffic at moderate to high speeds, over relatively long distances; have accc.. restrictions; and generally have a right-of-way width ranging &om 36 to 50 metres; (Ii) Type B Arterial Road.: are designed to carry moderate volumes of ttaflic at moderate speeds, within a municipality; have some accell restrictions; and generaJIy have a right-of-way width ranging &om 30 to 36 metres; and (ill) T}:pc C Arterial Roads: are designed to carry lower volumes of traffic, at slower speeds; provide acce.. to properties; and generally have a right-of-way width ranging from 26 to 30 metres; (c) recognize the foUowing municipal road categories, wherein, (i) CoDector Roads: generally provide access to individual Jm>perdes, to local road" to other eoUector roads and to Type C arterial roads; carry greater volumes of traffic than Ioc:al roads, includio& automobiles, pedestrians, bicycles and transit; and generally have a right-of..way width ranging from 20 to 22 metres; and (u) Local Roads: generally provide accell to individual properties, to other local road. and to coDector roads; carry local traffiC; and generaUy have a rigbt-of-WlI)' of up to 20 metres, with the exception of local road. serving industtial properties wbich may bave a right-of-way width of up to 23 metres. Hichway401 is an example ola freeway. I Bayly Street, Brock Road, Highway 7 aod Tauntoll Road are examples of Type A arterial roads. PIC(ERING OFFICIAL PLAN EDITION 4: Chapter Four - Transportation 88 3 u lL o t u FREEWAY TYPE A ARTERIAL 9.. ... 01! 01-... o TYPE B ARTERIAL TYPE C ARTERIAL COLLECTOR ROAD kf LOCAL ROAD OPERATIONS & EMERGENCY SERVICES DEPARTMENT MUNICIPAL PROPERTY & ENGINEERiNG DIVISION --"~'-.~~-l ORAWK DME:~--e--~-_.---l N.T.S. SEPT 18, 2008 i PICKERING OFFICIAL PLAN TRANSPORTATION SYSTEM - EDITION 5 ~ o ...... -L ~ :i ~ () :r s:: m z -f ll*= I\:l -f o :D m \J o :D -f o m C/) w W I o Ol '-0 ATTACHMENT #4 TO REPORT OES 33-08 1 1 1 0(1 APRIL 2004 NB 2288, AVE 53, 85TH 60 SB 2402, AVE 54, 85TH 62 TO 4695, AVE 53, 85TH 61 OPERATIONS & EMERGENCY SERVICES DEPARTMENT MUNIClAO.L PROPERTY & ENGINEERING D1V1S0N ICALI: DltAVlIIIWITI: N.T.S. OCT 2,2006 FAIRPORT ROAD VOLUME AND SPEED DATA DIAGRAM ATTACHMENT #5 TO REPORT OES 33-08 1 0(1 1 2 OPERATIONS & EMERGENCY SERVICES DEPARTMENT MUNICIPAl.. PROPERTY & J;N{;INEERING DMSION FAIRPORT ROAD COLLISION HISTORY DIAGRAM N.T.S. 0:\2006 DfS ~ecotd..i \0-2400 T/omc\Q..20C00-OO l-05 Concem3.\L~l!fpoaf poolng\Poomg Sctle.t"f)E'.ca 1 3 ATTACHMENT #6 TO REPORT OES 33-08 ~ W ~ ~ Z .J W tfJ ~ C ~ LEGEND I (QUANTITY) 0 . 0 PROPOSED (5) ~ TRAFFIC CONTROL Z STOP SIGN I- , - lL tfJ PROPOSED (10) 0 TRAFFIC ISLAND 0 l- I- -::;n-U W PROPOSED (5) RAISED INTERSECTION Z (SPEED TABLE) = ~ PROPOSED (7) RAISED .J CROSSWALK . tfJ PROPOSED (2) TRAFFIC C CIRCLE . :J POTENTIAL (1) ADDITlONAL 0 SPEED TABLE or HUMP (1) ~ I- tfJ OPERATIONS & EMERGENCY SERVICESDEAARTMENT MUNlCIIW. PROPERlY.. ENGINEERING DMSION -..'" N.T.S. JULY 7, 2008 1 0'1 FAIRPORT ROAD CITIZENS GROUP FOR TRAFFIC CALMING CONCEPTUAL TRAFFIC CALMING DESIGN ~ Costs DEVICE # OF DEVICES COST/DEVICE TOTAL COST 1. Roundabout or traffic circle 2 $ 9,000 $18,000 2. Raised median island 11 $ 4,000 $44,000 3. Raised cross walk 8 $ 2,600 $20,800 4. Raised intersection* 5 $ 10,400 $52,000 5. Stop sign (-1, +2) 1 $ 100 $100 6. Welcome signs 2 ? ? 7. School signs 1 ? ? 8. Shared road painting and signs 1 ? ? 9. Hanging baskets 12 ? ? 10. Trees TBD ? ? 11. Bonita Park Garden 1 ? ? 12. Maintenance ? ? ? TOTAL KNOWN EXPENSES $134,900 Missing Costs $40,000 Add inflation factor of 50% $242,350 *estimated at 4 times raised cross walk cost · Approx $250,000 based on research Fairport Road ljS$ed on Information from 'Top 10 Traffic Calming Devices' (2001) and VICtoria Transport Policy Institute's 'Traffic Calming. Benefits, Costs and Equity Impacts (1999). ~ )> (') :c 3: m z -l =#: """ ..... -l o 0 .... ..... ::D m "'0 o ::D -l o m (f) c.J c.J I o CXl --'" +>- 1 5 ATTACHMENT #8 TO REPORT OES 33-08 1 of1 RESIDENT TRAFFIC CALMING PLAN FairDort'Road Date: Sept 30 2008 ----------------------------------------------------------------------------------------------------------------------------------------- Item Description Unit Unit Total .~~:.........................................................................................................................~.......~.':'!!~.............~~!!?~......................~.~~~..........................~~!~............. 1.00 StoD Sian Installation 1.10 RA-1 (6Ocmx60cm) on PT Post - Direct Bury 2.00 2mx7m Traffic Islands (Raised Medians) 2.10 Saw Cut & Excavation (5m3 x 8 locations) 2.20 Granular A 150mm (12m2 x 8 locations) 2.30 Concrete Barrier Curb (16m x 8 locations) 2.40 Hot Mix HL3 - 40mm (16m2 x 8 locations) 2.50 Landscape Barrells & Material 2.60 Signage 2.70 Line Paint 3.00 3.5mx15m Traffic Gatewav Islands 3.10 Saw Cut & Excavation (18.0m3 x 2 locations) 3.20 Granular A 150mm (60.5m2 x 2 locations) 3.30 Concrete Barrier Curb (33.5m x 2 locations) 3.40 Hot Mix HL3 - 40mm (10.5m2 x 2 locations) 3.50 Interlock Brick (18.5m2 x 2 locations) 3.60 Topsoil & Landscape (24.0m2 x 2 locations) 3.70 Street Trees (2 locations) 3.80 Signage 3.90 Line Paint 4.00 Raised Intersection (Not ImDressed) 4.10 Hot Mix HL3 - 100mm - 125mm (Shaped placement on existing asphalt) 4.20 Line Paint 5.00 Raised Crosswalk (with Dura-Therm) 5.10 Hot Mix HL3 - 1 OOmm to 125mm (7 locations) (Shaped placement on existing asphalt) 5.20 Dura-therm Asphalt Pattern - (2m wide) 5.30 Line Paint (Approach Triangles) 6.00 4m Traffic Circle (Paint & 1m Dressed) 6.10 Saw Cut & Excavation (5m3 x 2 locations) 6.20 Granular A 150mm (16.5m2 x 2 locations) 6.30 Concrete Roll Curb (12m x 2 locations) 6.40 Impressed Asphalt Pattern 6.50 Hot Mix HL3 - 40mm (16.5m2 x 2 locations) 7.00 Remove Ex. Sianalized Intersection 7.10 Decommission existing signals 5 ea 40 m3 96 m2 128 m 128 m2 16 ea 8 ea 8 ea 36 m3 121 m2 67 m 21 m2 37 m2 48 m2 4 ea 4 ea 2 ea 1660 m2 5 ea 315 m2 160 m2 7 ea 10 m3 33 m2 24 m 21 m2 33 m2 $200.00 $50.00 $15.00 $100.00 $20.00 $300.00 $150.00 $500.00 $50.00 $15.00 $100.00 $20.00 $100.00 $30.00 $500.00 $500.00 $500.00 $50.00 $2,000.00 $1,440.00 $12,800.00 $2,560.00 $4,800.00 $1,200.00 $4,000.00 $1,800.00 $1,815.00 $6,700.00 $420.00 $3,700.00 $1,440.00 $2,000.00 $2,000.00 $1,000.00 $83,000.00 $1,000.00 $5,000.00 (Not Incl. Dura-therm) $50.00 $160.00 $1,000.00 $50.00 $15.00 $100.00 $100.00 $15.00 $15,750.00 $25,600.00 $7,000.00 $500.00 $495.00 $2,400.00 $2,100.00 $495.00 Is. $10,000.00 (Confirm Price) Note: Additional Cost to use Dura-Therm at Raised Intersections = $200,000 Total Value of Work 10"10 Contingency Total Estimate (No GST) $1,000.00 $28,800.00 $20,875.00 $88,000.00 $48,350.00 $5,990.00 $10,000.00 $203,015.00 $20,301.50 $223,316.50 1 6 ATTACHMENT #9 TO REPORT OES 33-08 1 of 3 Safer Streets Traffic Management Strategy - Application In February of 2003, the Pickering, Council passed resolution #13/3 endorsing the staff recommendations of Report OES 04-03 and the use of the Safer Streets Traffic Management Strategy (S.S.T.M.S.). The S.S.T.M.S. was created as a City guide for staff in ongoing efforts to improve the balance between the three components of safe traffic operations, Education, Enforcement, and Engineering. In addition to outing the historical initiatives and future strategies (ie Planning & Development of new roads, utilization of reconstruction activities) the S.S.T.M.S. established the specific programs and policies to address increasing resident concerns due to vehicular speeding, traffic infiltration, Stop controls non compliance and aggressive driving. The following examines their application to the concerns as raised by the Fairport Road citizens group. Neiahbourhood Traffic Watch Proaram Scope: Encouraging residents to directly assist in the resolution of community speeding concerns, the program (originally launched in 2000) empowers residents with the opportunity to utilize radar equipment to record and report vehicular speeders to Durham Regional Police. Application: Underutilized, the N.T.W. program has since been replaced by similar program administered by the Ajax Pickering Road Watch Committee. Road Watch annually operates several speed board campaigns on Fairport Road and will continue to offer assistance where when possible. Directly engaging both the offending vehicles and community, the program provides an ongoing service as per the City's Educational efforts. 40km/h Reduced Speed Policv Scope: Aiding in the protection of the operational and functional characteristics of the municipal roadway network within the classifications established by the City's Official Plan, the policy ensures a consistent and proper application of maximum speed limits on municipal streets by discouraging arbitrary and ineffective lowering of speed limits. Application: The current 40 km/h maximum speed limit on Fairport Road (as established by By-law 1619/87) is contrary to the S.S.T.M.S. which promotes the use of an investigative evaluation process to establish municipal speed limits. In comparison, the 40 km/h speed limit is consistent with other municipal type C arterial roads which provide for a 1 7 ATTACHMENT #9 TO REPORT OES 33-08 2 of 3 reduced 40 km/h speed limit in residential areas in response to site specific traffic operational concerns. Type C Arterial Roads Maximum Speed Limit Strouds Lane Rosebank Road (Rodd Ave to Granite Ct)* Fairport Road (Kingston Rd to Finch Ave)* Glenanna Road (Fairport Rd to Listowell Cres.)* Valley Farm Road Pickering Parkway Sheppard Avenue (Whites Rd to Edmund St)* Dixie Road (Glenanna Rd to Kitley Ave)* 40 km/h (40)* / 50 / 60 km/h mix (40)* / 50 km/h mix (40)* / 50 km/h mix 50 km/h 50 km/h (40)* / 50 km/h mix (40)* / 60 km/h mix Traffic Calming Policv & Standard Guidelines Scope: A large number of Canadian municipalities now have significant traffic calming experience, and many have developed guidelines to ensure a consistency in their traffic calming activities. City of Pickering has also developed its Traffic Calming Policy since January 2003 which provides an established process to fairly screen all neighborhood requests for the installation of traffic calming measures. The purpose of this policy is to establish an amended and recognized warrant system for investigating and evaluating and ranking requests for the use of traffic calming measures to mitigate traffic operational (typically, vehicular speeding and aggressive driving behavior) issues on municipal roads in Pickering. Application: To date, the City has initiated the following Traffic Calming projects: Location Rougemount Drive Dalewood Drive & Brookridge Gate Hamlet of Cherrywood Hamlet of Whitevale Hamlet of Greenwood Glendale Drive Calmina element Chicanes and median islands Speed humps Speed humps Speed humps Speed humps & Traffic Circle Chicanes Date 2006 1997 2001 2001 2001 2001 Given the previously onerous Environmental Assessment requirements associated with the implementation of Traffic Calming projects, invasive characteristics of devises on public, transit, maintenance and emergency 1 8 ATTACHMENT #9 TO REPORT OES 33-08 3 of 3 service vehicles, varying results achieved in addressing vehicular speeding concerns and the polarizing community response upon implementation, no new traffic calming initiatives have been undertaken. All-Way Stop Controls Scope: The Safer Street Traffic Management Strategy establishes a policy for the investigation and evaluation of requests for the installation of "Stop Signs" & "All-Way Stop Controls" utilizing a modified Ministry of Transportation warrant justification method better suited for municipal application. These warrants are based on vehicular and pedestrian volumes, collision history data and visibility requirements which are further based on the operating speeds, vehicular traffic speeds themselves are not a component of the evaluation process. Application: The conceptual traffic calming design proposed by the Fairport Road Citizens Group for Traffic Calming includes the use of All-Way Stop controls, specifically the conversion of the existing traffic signals . at Fairport Road and Strouds Lane to All-Way Stop controls. This. conversion seen by staff as regressive eliminating the efficiencies of the signal and the priority assigned to traffic on Fairport Road. Additionally, the intent to introduce a mandatory stop at the intersection for the purposes of speed control on Fairport Road is contrary to the current City policy. ATTACHMENT #10 TO REPORT OES 33-08 1 9 1 of1 Transportation Association of Canada - Application ITE: The Institute of Transportation Engineers defines traffic calming as a change in street alignment, installation of barriers, and other physical measures to reduce traffic speeds and/or cut-through volumes, in the interest of street safety, liveability, and other public purposes T AC: Canadian Guide to Neighbourhood Traffic Calming by the Transportation Association of Canada (T AC) defines traffic calming as an altering of motorist behaviour on a street or on a street network. It also includes traffic management, which involves changing traffic routes or flows within a neighbourhood. Traffic Calming Measures In recognition to the service function of arterial roads, traffic movement being the major consideration and land access secondary, traffic calming measures are generally applied to local and/or collector roads and not on arterial roads. More recently, traffic calming measures are being considered and used on arterial roads by municipalities across Ontario although given the typical higher vehicular volumes, use by transit and Iikelyhood of their designation as emergency service routes, only a limited number of measures are deemed as non aggressive and appropriate. The following is an outline of the various advantages and disadvantages with the use of traffic calming on arterial roads. Support Opposition . Reduction in vehicular speeds . Public safety improvements . Quality of Life improvements . Improves pedestrian safety . Reduce traffic capacity . Diverts traffic to other streets . Limit access . Degrades emergency response times . Polarize community spirit . Can challenge large vehicles . Provides neighbourhood identity . Improves community streetscape ATTACHMENT #11 TO REPORT OES 33-08 10f7 20 Conceptual Traffic Calming Design & Costing The conceptual traffic calming design proposed by the Citizen Group for Traffic Calming includes the following elements as a means of addressing vehicular speeding on Fairport Road (see diagram attached which illustrates the details): · All-Way Stop controls (2 intersection locations) . Traffic Islands (10 at midblock and intersection locations) · Raised Intersections/speed tables (5 locations) . Raised Crosswalks (7 at midblock and intersection locations) . Traffic Circles (2 intersection locations) The following is a staff evaluation of each of the various design elements with respect to its application and construction design on Fairport Road. Traffic Control Stop Siqns Scope: Resident Application: Road Class Application: The Ontario Traffic Manuals identify the purpose of the Stop sign is to clearly assign right of way between vehicles approaching an intersection from different directions when traffic signals are not warranted and it has been determined that a YIELD sign is inadequate. The Stop sign requires drivers to stop the vehicle before entering the intersection, yield to traffic in or approaching the intersection and then proceed when safe to do so. Additionaly, the Safer Street Traffic Management Strategy establishes a policy for the investigation and evaluation of requests for the installation of "Stop Signs" & "All-Way Stop Controls" utilizing a modified Ministry of Transportation warrant justification method better suited for municipal application. These warrants are based on vehicular and pedestrian volumes, collision history data and visibility requirements which are further based on the operating speeds. Vehicular traffic speeds themselves are not a component of the evaluation process. The conceptual traffic calming design proposed by the Fairport Road Citizens Group for Traffic Calming includes the use of All-Way Stop controls, specifically the conversion of the existing traffic signals at Fairport Road and Strouds Lane to All-Way Stop controls and as speed control devices at the intersection of Fairport Road and Glenanna Road. As per the Canadian Guide to Neighbourhood Traffic Calming by TAC, Stop controls are typically applicable on local and collector roads, although they can and do function effectively and efficiently on arterial roads in appropriate (warranted) circumstances. ATTACHMENT #11 TO REPORT OES 33-08 21 20f7 Benefits (Warranted) Oisbenefits (Unwarranted) . Reduce sideswipe collisions . Reduce operational speeds . Effectively regulate traffic · Less costly than signals · Cause intersection delays . Cause driver frustration . Promote stop noncompliance . Reduce traffic progression · Impact noise and air quality . . Promote route bypass . Delay emergency vehicles . Requires enforcement Staff Evaluation: Fairport Road is an arterial road falling under the domain of residential neighborhood and the additional traffic control signs proposed by the residents group are considered as short term remedial measures which would rarely work. As previous investigations have concluded that All-Way Stop controls are unwarranted at the intersection of Fairport Road and Glenanna Road, notwithstanding the noncompliance to the City's All-Way Stop control policy, staff do not support their use as speed control devices given the hazards and complaints generated as a result of driver noncompliance. Also, while the replacement of the existing traffic signals at the intersection of Fairport Road and Strouds Lane can be accommodated, traffic studies indicate that All-Way Stop control warrants at the intersection are not met due to an insufficient traffic volume on Strouds Lane. Consequently, should All-Way Stop controls be installed, it is likely that a large portion of drivers on Fairport Road will not encounter opposing traffic and fail to stop. Additionally, Durham Regional Works - Traffic Operations (whom administer traffic signal operations) have confirmed that the signals at that intersection operate on an actuated basis providing continuous priority to traffic on Fairport Road and cycling only upon detection of traffic on Strouds Lane or a pedestrian attempting to cross actuating the pedestrian crossing button. Cost: Approximately $100.00 per traffic control stop (see detail estimate prepared by staff). Traffic Islands Scope: ATTACHMENT #11 TO REPORT OES 33-08 22 3 of? The Geometric Design Guide for Canadian Roads define Traffic Islands as an area between traffic lanes for control of vehicle movements in intersection areas or for pedestrian refuge with an overall purpose of reducing vehicular speed on local and collector roads. Resident Application: Ten traffic islands (See Enclosure XX for locations) are proposed by the residents to be installed as part of the conceptual traffic calming exercise on Fairport Road. Road Class Application: The Canadian Guide to Neighbourhood Traffic Calming by TAC identifies traffic islands as applicable on local and collector residential streets only for all traffic volumes. Staff Evaluation: Cost: Benefits Disbenefits . 3km/h reduction in vehicular speed . 8km/h reduction in vehicular speed with curb extensions . Serve as a pedestrian refuge . Reduce vehicle pedestrian conflicts . May require removal of on street parking . Have no effect on bicycle travel . Impact on road maintenance . May impact adjacent property (driveway) accessibility . No impact to noise and air quality Traffic islands impact (reduce) vehicular speeds as drivers avoid physical obstacles within the travel portion of the road and potentially encounter concurrent lane width reductions. Staff do not support their use on Fairport Road as motorists should be able to concentrate on the driving task without distractions. Approximately $21,000.00 per traffic island (See staff estimate attached) Raised Intersections (Speed Table) Scope: Raised intersections (speed tables) are intersections which have an increased asphalt thickness whereby the entire intersection area serves as an elongated speed hump. Canadian Guide to Neighborhood Traffic Calming by TAC defines a raised intersection as an intersection including crosswalks, constructed at a higher elevation than the adjacent roadways. 23 ATTACHMENT #11 TO REPORT OES 33-08 40f7 Resident Application: The conceptual traffic calming design proposed by the Fairport Road Citizens Group for Traffic Calming includes the use of raised intersections over five different locations. (See detailed 'plan attached). Road Class Application: The Canadian Guide to Neighbourhood Traffic Calming by TAC identifies the applicability of raised intersections on local and collector residential streets only with a maximum posted speed limit of 50 km/h for all traffic volumes and few large turning vehicles. Benefits Disbenefits . 5-10km/h reduction in vehicular speed . Reduced vehicular speeds through intersections . Pedestrian area better defined . Improved pedestrian safety . No effects on bicycles . Delays emergency vehicles (1-10 seconds) . May divert traffic to adjacent roads . Impact on road maintenance . May impact adjacent property (driveway) accessibility . No impact to cyclists at moderate speeds · Potential impact to roadway drainage in retro-fit application . High Cost Staff Evaluation: While recognizing their effectiveness, staff do not support the use of Raised Intersections on Fairport Road due to their high construction costs and given the vertical hump effect, large vehicles (i.e., emergency and transit) need to reduce speeds to 25km/h, well below the legal speed of 40km/h. Cost: Approximately $88,000 - $288,000 per raised intersection (See staff estimate attached). Raised Crosswalks Scope: Raised Crosswalks are elongated speed humps with pedestrian crosswalk markings used at emphasize pedestrian crossing locations and the need for a reduced vehicular speed in the immediate area. The Canadian Guide to Neighborhood Traffic Calming by TAC defines a raised crosswalk 50f7 ATTACHMENT #11 TO REPORT OES 33-08 "4 L as a marked pedestrian crosswalk at an intersection or mid-block location constructed at a higher elevation than the adjacent roadway. Resident Application: The traffic calming design proposed by the Citizen Group for Traffic Calming identifies the use of raised crosswalks at seven locations. (See copy of the resident plan attached). Road Class Application: The Canadian Guide to Neighbourhood Traffic Calming by TAC identifies raised crosswalks are applicable only on local and collector residential streets local and collector residential streets with a maximum posted speed limit of 50 km/h for all traffic volumes. Benefits . 10-20km/h reduction in vehicular speed . Reduced vehicular volumes as drivers use alternative routes . Pedestrian crossing area better defined . Improved pedestrian safety . Minimal effects on bicycles Staff Evaluation: Disbenefits . Delays emergency vehicles (1-10 seconds) . May divert traffic to adjacent roads . Impact on road maintenance . Impact community aesthetics requiring signs and roadway striping . No impact to cyclists at moderate speeds . Potential impact to roadway drainage in retro-fit application . Interferes with future road rehab pavement overlays . Non formalized pedestrian crossing - mid block sets a false sense of safety Again, while recognizing their effectiveness, staff do not support the use of Raised Intersections on Fairport Road due to their aggressive impact on vehicular traffic. Given the vertical hump effect, large vehicles (i.e., emergency and transit) need to reduce speeds to 25km/h, well below the legal speed of 40km/h. Additionally, roadway drainage considerations may impact location suitability to avoid ice and water buildup. Cost: Approximately $50,000 per raised crosswalk (see attached estimate prepared by the staff). 25 ATTACHMENT #11 TO REPORT OES 33-08 6 of? Proposed Traffic Circles Scope: Resident Application: Traffic Circles, as defined by TAC guidelines are raised (median) islands located in the centre of an intersection, which requires vehicles to travel through the intersection in a counter-clockwise direction around the island. Traffic Circles differ from roundabouts as roundabouts are larger, have medians on all approaches and can be used in multilane applications. The traffic calming design proposed by the Citizen Group for Traffic Calming includes the use of two traffic circles on Fairport Road, one at the intersection of Goldenridge Road and another at the intersection of Bonita Avenue. Road Class Application: The Canadian Guide to Neighbourhood Traffic Calming by TAC identifies the applicability of traffic circles on local and collector residential streets for all traffic volumes and few large turning vehicles. Staff Evaluation: Cost: Benefits Disbenefits . 5-10km/h reduction in vehicular speed . Reduced vehicular speeds through intersections . Reduce vehicle to vehicle conflicts at intersections . Safer than All-Way Stop controls . Whenlandscaped,can improve streetscape . May delay emergency vehicles . May divert traffic to adjacent roads . Impact on road maintenance . May impact area on street parking . May increase bicycle vehicle conflicts . May restrict large vehicle access Staff support the use of Traffic Circles on Fairport Road due to their effectiveness in reducing vehicular speeding and vehicular conflicts at intersections with relative low costs. Specific applicability would need to be determined by a detailed designs which investigates and ensures unrestricted turning movement at the proposed intersections Approximately $6,000.00 per traffic circle (See staff estimate attached). ATTACHMENT #11 TO REPORT OES 33-08 26 70f7 Operational/Maintenance Concerns on Proposed Plan: Staff recognizes that most of the traffic calming measures as identified in the conceptual traffic calming design proposed by the Citizens Group for Traffic Calming on Fairport Road have a large impact on municipal road maintenance operations. While none of the measures are deeded to be prohibitive, each of which will need to be investigated for specific location appropriateness via a detailed design. Notwithstanding, the following is a list of typical general issues which will impact efficiencies and increase operating costs: · snow removal and damage to the snow removal equipments, · street sweeping, leaf and debris buildup, · overhead and underground utilities, · landscaping, signage, pavement marking, · water ponding and ice formation on textured surfaces, · potential roadway surface damages due to textured or raised elements, · potential curb damages due to reduced roadway widths or tightened turn radii, etc. Cillf o~ REPORT TO EXECUTIVE COMMITTEE Report Number: OES 37-08 Date: November 10, 2008 I, I From: Everett Buntsma Director, Operations & Emergency Services Subject: Dunbarton Indoor Pool Renovation Project - Tender No. T-17-2008 File: A-1440 Recommendation: 1. That Report OES 37-08 regarding T-17-2008 for the Dunbarton Indoor Pool Renovation Project be received; 2. That Council ratify the approval by the Chief Administrative Officer during Council's summer recess of proposal no. RFP-4-2008 for the supply of energy ventilation and pool dehumidification systems for the Dunbarton Pool; 3. That Tender T-17-2008 submitted by BWK Construction Company Ltd., at a cost of $1,782,900 (PST and GST included) be accepted; 4. That the total gross project cost of $1,995,000 (GST included) and a net project cost of $1 ,900,000 including the tender amount and other associated costs be approved; 5. That Council approve the re-allocation of the Federal Gas Tax funds associated with the 2008 capital project for the Frenchman's Bay - Master Plan Phase One (5410.0805.6182) and that these funds be re-submitted in the 2009 Capital Budget; 6. That Council authorize the Director, Corporate Services & Treasurer to finance the project as follows: a) the sum of $1,000,000, as provided for in the 2008 approved Capital Budget, to be funded from Federal Gas Tax Reserve Fund; b) the sum of up to $500,000, as provided for in the 2008 approved Capital Budget, to be financed by the issue of debentures through the Regional Municipality of Durham, over a period not exceeding fifteen (15) years, at a rate to be determined; c) the additional project costs estimated to be $400,000 be funded from the Federal Gas Tax Reserve Fund ($200,000) and from the funding the City will receive from the "Investing in Ontario Act, 2008" ($200,000) including any additional unanticipated costs; Report OES 37-08 November 10, 2008 Subject: Dunbarton Indoor Pool Renovation Project Page 2 2 8 I It . d) the annual repayment charges in the amount of approximately $49,800 be included in the annual Current Budget for the City of Pickering commencing in 2009, continuing thereafter until the loan is repaid, 'and any financing cost to be paid out of the Current Budget; e) the Director, Corporate Services & Treasurer has updated the City's 2008 Annual Repayment Limit and the repayment thereof falls within the City's Annual Repayment Limit for debt and financial obligations, as established by the Province for municipalities in Ontario and would not cause the City to exceed the updated limit, and therefore, Ontario Municipal Board approval is not required prior to City Council's authorization; f) undertake the financing of this project or portions thereof that cannot be accommodated through the foregoing through internal loans, Infrastructure Ontario - OSIFA Loan Program, or a financial institution offering long term financing under similar terms and conditions; g) the Treasurer is authorized to take any actions necessary in order to effect the foregoing; 7. That the draft by-law attached to this report be enacted; and 8. That the appropriate City of Pickering officials be authorized to take necessary action to give effect thereto. Executive Summary: The Dunbarton Indoor Pool Renovation Project was approved by Council in the 2008 Capital Budget for the amount of $1,500,000. As an integral part of this project, and in order to expedite delivery of the required mechanical equipment, RFP-4-2008 was approved on August 7, 2008 in the amount of $277,000 plus GST to allow Engineered Air to commence the fabrication. The existing roof structure at Dunbarton Pool has reached the end of its useful life cycle, and the existing structural components are showing signs of failure. This needs to be repaired as soon as possible in order to protect the integrity of the facility. As well as the structural degradation, the internal mechanical, ventilation, filtering and dehumidification systems have also reached the end of their useful life cycle and need replacement. CORP0227-07/01 revised ReportOES 37-08 November 10, 2008 Subject: Dunbarton Indoor Pool Renovation Project 29 Page 3 The successful bidder is BWK Construction Company, with a bid of $1,698,000 (net of GST). Adding additional costs for consulting, miscellaneous and contingency translates to a final estimated cost of $1,900,000 (net of GST). The approved Capital Budget for this project is $1,500,000 resulting in an additional capital requirement of $400,000. The additional costs will be funded from two sources: 50% from Federal Gas Tax Funds and 50% from the funds the City will receive from the "Investing in Ontario Act, 2008". When the City prepared its 2008 Capital Budget, it utilized 100% of the available 2008 Federal Gas Tax funding. Staff have become aware that the Frenchman's Bay Master Plan Projects - Phase 1 funded 100% from Federal Gas Tax funding will be delayed this year. This project is delayed mainly due to Provincial staff concerns that are being addressed by City staff. Therefore staff are recommending that this project be re-budgeted in 2009 and that the 2008 Federal Gas Tax funds originally allocated to this project (Frenchman's Bay) now be transferred to fund the portion of the additional expenditure attributable to the Federal Gas Tax portion of the Dunbarton Pool project. As a result of other funding being available, awarding of this contract will have no financial impact on the 2008 Capital Budget. It is evident by the small spread between the three low tenders, that the low bid reflects the real cost given the current economy and market trends. It is recommended that the low tender be accepted and Council adopts the revised funding strategy for this project. Financial Implications: 1. TENDER AMOUNT T-17-2008 GST Total including GST GST Rebate Total $ 1,698,000 84.900 1,782,900 ( 84.900) $ 1,698,000 2. APPROVED SOURCE OF FUNDS Culture & Recreation Ca ital Bud et Location Project Code Dunbarton Indoor 5713.0804.6181 Pool Renovation 5713.0804.7505 Project Source of Funds 15 year debt Federal Gas Tax Budqet 500,000 1.000,000 Required 500,000 1.000.000 Funds Available 1,500,000 1, 500,000 CORP0227 -07/01 revised Report OES 37-08 November 10, 2008 Subject: Dunbarton Indoor Pool Renovation Project Page 4 30 3. ESTIMATED PROJECT COSTING SUMMARY Associated Costs T -17 -2008 - Dunbarton Indoor Pool Renovation Project Consultant Fees Tender & Miscellaneous Costs Construction Contingency Total Project Costs GST Total Gross Project Cost GST Rebate Total Net Project Cost $1,698,000 150,000 2,000 50,000 1,900,000 95.000 1,995,000 (95,000) $1,900,000 4. Project Costs under/(over) Approved Funds ($400,000) 5. FINANCING FOR OVER-EXPENDITURES Federal Gas Tax "Investing in Ontario Act, 2008" Provincial Grant $200,000 200.000 $400,000 The Director, Corporate Services & Treasurer has provided the funding recommendations and concurs with this report. Sustainability Implications: The existing roof structure and mechanical systems have reached the end of their useful life cycle, and currently are experiencing failure in several key areas. As a result of roof leaks, the brick veneer and structural elements are also experiencing failure and will need total replacement if not repaired soon. Replacement of the roof will resolve the leakage issues and improve the insulation factor, thus resulting in the reduction of maintenance costs. Background: Tenders have been received which closed on Wednesday, October 8, 2008 for the Dunbarton Indoor Pool Renovation Project. An advertisement was placed in the Daily CORP0227-07/01 revised Report OES 37-08 November 10, 2008 Subject: Dunbarton Indoor Pool Renovation Project 31 Page 5 Commercial News and on the City's website. Fourteen (14) companies picked up a tendering package. A mandatory site visit was held on Monday, September 29, 2008 and fifteen (15) general contractors attended of which seven (7) bidders responded and submitted a bid for this project and one (1) was unable to bid at this time. One (1) addendum was issued during this tender call. Our consultant, TSH Architects Ltd. (TSH) has undertaken the necessary reference checks related to the general contractor and their sub-contractors, and are recommending acceptance of the low bid, being BWK Construction. BWK Construction is currently working for the City of Pickering on the Recreation Complex Expansion. The consultant's letter also provides an explanation of the higher than expected construction costs. The bidding summary is attached. It is evident by the small spread between the three low tenders, that the low bid reflects the true cost given the current economy and market trends. It is recommended that the low tender be accepted and that Council adopts the revised funding strategy for this project. BWK Construction provided three (3) references; one being the City of Pickering as they are currently working on the Recreation Complex Expansion. Staff have no concerns recommending BWK Construction as they were a pre-qualified contractor previously and all references were checked. TSH's original budget estimate for this work was approximately $1,500,000. The majority of the cost increases can be attributed to the following items: · significantly more structural work is required to reinforce the mechanical room floor and adjacent roof areas to carry the weight of the new mechanical equipment · a new electrical service has to be brought in from the adjacent high school · existing light fixtures in changerooms need to be replaced · additional privacy change cubicles need to be added · four de-stratification fans to the Natatorium need to be added · handicapped lift to pool deck needs to be added · revisions are required to the gas service and an allowance has been included in the tender for this work · a number of existing conditions involving locations of pipe chases have been encountered requiring additional scope to deal with them · ceilings in washrooms and showers were not originally planned to be replaced,' however replacement will be necessary due to work in the mechanical penthouse · the tender for the supply of the mechanical equipment is slightly higher than originally budgeted for CORP0227-07/01 revised Report OES 37-08 November 10, 2008 Subject: Dunbarton Indoor Pool Renovation Project Page 6 32 , . The Dunbarton Indoor Pool operates seven (7) days per week, starting as early as 5:00 am and ending at 10:30 pm. Users of the facility include: 1. Pickering Swim Club 2. Durham Board of Education 3. Learn to Swim Programs 4. Masters Swim Club 5. Female Only Swim 6. Public Swimming Program 7. Durham Synchro 8. Pickering Dragonboat The Learn to Swim Programs alone have a total of over 700 participants, including 100 children in leadership programs that feed into our staff complement. Revenues from Learn to Swim lessons were approximately $256,000 in 2007 and other revenues from rentals, admissions and memberships was $115,000. It is important to note that, even through the cost on this project has increased; the overall cost of undertaking the. renovations is still far cheaper than the alternative of building a new facility, the cost of which would also include demolishing the old one. For comparison purposes, the cost of a total reconstruction of the existing pool facility on the same site was estimated to be approximately $7.8 million by our consulting and the cost a new small community centre with a pool was estimated to be $11.7 million excluding land and site development costs. A copy of this report is attached for information purposes. In May of this year, the Provincial Government passed the "Investing in Ontario Act, 2008" that allows the Province to allocate a portion of its surplus to address the Province's accumulated deficit and to fund municipal capital projects. Under this Act, the Province is going to allocate $1.1 billion to municipalities of which Pickering's share is $3,912,526. Ontario Regulation 277/08, made under the "Investing in Ontario Act," confirms that the funds can be used for capital expenditures. Due to the complexity of the project, and the ancillary need to provide a facility changeroom as part of the renovations, the total project cost is over the approved budget by the amount of $400,000. In addition, whenever a renovation OCCbJrs for a building that is over thirty-five years old, there is a small possibility that there may be additional unanticipated costs. If these additional costs occur, amounts exceeding the $50,000 construction contingency identified will be funded from the City's "Investing in Ontario" funds. CORP0227-07/01 revised Report OES 37-08 November 10, 2008 SUb~~: Dunbarton Indoor Pool Renovation Project Page 7 The Health & Safety Policy, Workplace Injury Summary Report, current WSIB Council Amendment to Draft #7 (CAD-7), Certificate of Clearance issued by Workplace Safety & Insurance Board and Certificate of Insurance as submitted by BWK Construction has been reviewed by the Coordinator, Health & Safety and is deemed acceptable. In closing, staff recommends the award of this contract to BWK Construction. This report has been prepared in conjunction with the Manager, Supply & Services and the Senior Financial Analyst. Attachments: 1. Supply & Services Memorandum dated October 14, 2008 2. Facilities Operations Memo dated August 5, 2008 3. Consultant's Report (TSH) dated October 15, 2008 4. Consultant's Memo (TSH) dated January 17, 2008 5. By-law to authorize the Dunbarton Indoor Pool Renovation Project and the issuance of debentures in the amount of $500,000. Prepared By: didJ Approved/Endorsed By: Tony Prevedel Division Head Facilities Operations Approved/Endorsed By: ~~ "-~,~ Gillis Paterson Director, corPR.....r rate Services & Treasurer i \ CORP0227-07/01 revised Vera A. Felgemacti , CPP, CPPO, CPPB,j PM, CMM III Manager, Supply &"Services Report OES 37-08 November 10, 2008 Subject: Dunbarton Indoor Pool Renovation Project Page 8 34 TP:mld Copy: Chief Administrative Officer Recommended for the consideration of Pickering Ci Co /I CORP0227-07/01 revised CiuJ o~ ATTACHMENT#J._..... TO REPORT# (.1[::; ."J__S/-O g / of~ MEMO I II ,. To: Tony Prevedel Division Head, Facilities Operations October 14, 2008 From: Vera A. Felgemacher Manager, Supply & Services Subject: Tender for Dunbarton Indoor Pool Renovations Tender No. T - 17 - 2008 Tenders have been received for the above project by the closing date of October 8, 2008. Ten bidders were invited to participate. An advertisement was placed in the Daily Commercial News and on the City's Website. Fourteen (14) companies picked up a tendering package for a non- refundable fee of $100.00. A mandatory site visit was held on Monday, September 29,2008 and 15 general contractors attended of which eight (7) bidders responded and submitted a bid for this project and one (1) unable to bid at this time. One (1) addendum was issued during this tender call. A copy of the Record of Tenders Opened and Checked used at the public tender opening is attached. Tenders shall be irrevocable for 60 days after the official closing date and time. Purchasing Procedure No. PUR 010-001, Item 10.03 (r) provides checking tendered unit prices and extensions; unit prices shall govern and extensions will be corrected accordingly, which has been done. All deposits other than the low three bidders may be returned to the applicable bidders as provided for by Purchasing Procedure No. PUR 010-001, Item 10.03(w). Three (3) bids have been retained for review at this time. SUMMARY PST included, GST included BWK Construction Charterhouse Pro'ects Inc. J.J. McGuire General Contractors A-Plus Contractors Ross Clair Contractin Tasis Contractors Inc. Ga Com an Limited D.J. McRae Contracting $1,782.900.00 $1,800,750.00 $1,857,450.00 $2,092.650.00 $2,225,475.00 $2,257,500.00 Unable to Bid Automatic rejection - Bid deposit not sufficient. Reference: Purchasing By-law No. 5900-01, Procedure No. PUR 010-001, 10.04, Item 9(d), IB Item 18, 19" 20; TS Item 1, 2, 3. $1,782.900.00 $1,800,750.00 $1,857,450.00 $2,092.650.00 $2,225;475.00 $2,257,500.00 t\TTACI1MENT#_L..u. TOREPORT# OES .":j'l-oi) , -' '- P-ursuant t~ Information to Bidders Item 21 ~the ~~g will ber~9uElste9 ofthe..I?IJV. bidd~rfor y?urL~vi.ew8~ri8~th.El evaluation stage of this tender call.f?l~qseCldvif)~wlierlyouwif)hustQ prQqggdvvitli~hif)tasl<.. ' " . 3 6 (a) a copy of the Health and Safety Policy to be used on this project; (b) a copy of the current Workplace Injury Summary Report issued by Workplace Safety & Insurance Board (in lieu of the Workplace Injury Summary Report document, a copy of the current CAD 7, NEER, or MAP reports may be submitted); (c) a copy of the current Clearance Certificate issued by Workplace Safety & Insurance Board; (d) the City's certificate of insurance completed by the bidder's agent, broker or insurer; (g) list of sub-contractors in accordance with GC Item 30, Form FT-2 Include the following items in your Report to Council: (a) if items (a) through (h) noted above, are acceptable to the Co-ordinator, Health & Safety (b) any past work experience BWK Construction Company Ltd. including work location; (c) without past work experience, if reference information is acceptable; (d) the appropriate account number(s) to which this work is to be charged; (e) the budget amount(s) assigned thereto; (f) Treasurer's confirmation of funding; (g) related departmental approvals; (h) any reason(s) why the low bid of BWK Construction Company Ltd. is not acceptable; and (i) related comments specific to the project. TSH Architects Ltd.' as the consultant on this project will be reviewing submissions and making recommendations to you. The consultant should also review all submittal information ~~S~9?n..t~~8Elringinstructions . qYringlhg.gvClIUCl~iQn, please contact a member of Supply & Services as soon as possible. . Please do not disclose any information to enquiries except you can direct them to the City's website for the unofficial bid results as read out at the Public tender opening. Bidders will be advised of the outcome in due course. If ~u require further information, please feel free to contact me or a member of Supply & SerVices. . ~ . ..i\.;r \;~ra A. Felgemacher vf Attachments October 8, 2008 Tender No. T-17-2008, Dunbarton Indoor Pool Renovations Page 2 APlus General Contractor t ._"s Clair Contracting Tasis Contractors Inc. BWK Construction J.J. McGuire General Contractors Charterhouse Projects Inc. .J. McCrae Contracting Ltd. CITY STAFF PRESENT &~~/J CITY OF PICKERING RECORD OF TENDERS OPENED AND CHECKED Tender Description: Dunbarton Indoor Pool Renovations Tender No. T-17-2008 Attended Mandatory Site Visit YES I /o~ - YES I /oOZ - y~% YES /0 ~ - YES I I~~ - YES I /O't - ~1. YES Date: Wednesday October 8, 2008 Agreement to Bond i/" ~ r- /' "".. ~ Time: Approx.2:15pm BIDDER'S SIGN IN Addenda No. 1 Acknowledged ,/' 001 c-' ( ~0'1~b5D. .~-n,l1-~ ,/ ~ o. ~~.2..s:,~7S:- 0/ .- $~~S35"DO ,,/ .t>~ 732.;'7100 v ~ -j 3 5 7) ~S-O V" ~ I FOO..J 75"0 "/ . /' Unable to bid OTHER {)'" J~uJl/l !/ ' eD .... II"" eN -.....,J :r... ~ --I )> n - 1t I - ! 9... ;u rr; '"0 ;c> -4 +t ;~ !0.J "q 6- ~ -B ~-o.. .jJ:n 3 . ~ AlSuFr/c.lSl r .' CiUf 0# ~ ATTACH ME NTt+_::?:':- J of Tc; REPORT#l~~ 3'7 -CO J \.: )V~"f'r-.. ~ ' 38 MEMO To: Thomas J. Quinn Chief Administrative Officer August 5,2008 From: Tony Prevedel Division Head, Facilities Operations '.. .....~,.'~~~~iB~lm'''....''\ .....-..--.-__..._ . '.' ;'\. '... .' . ..~.~.,.~.l L~~{=.- . ~ ),:.fY1:?......f.9 p.':L..fifi r.:u L.A TE TO. ~. ~ f\.qvnR I' CO' 'NelLi ..,..f ...':. ;'.:~~;:,~---~~.--t-,_.,..~~_....~....~~.L_._~._~~-~~~ ; COUNCIL PK(i l I ClIO IVlGMT COI\.~ '; J;.m;'~.~Ti::~~!~~~':~'::l'='~h~f~~f; S~~TAi~~1 0~~{{tl;'"!%ijy.'.~;I~~.r~~~f~I:~~~~~':="-'[ 1.;tr;~.i:~..i.;E.E.. .....+_...H.;.,~:i;F:::;,T!~.~~;:~:;~. [ · ;,'.': ......_"..T~l\;\~~~\~~:~-f9.:; . Copy: Director, Operations & Emergency Services Director, Corporate Services & Treasurer Division Head, Culture & Recreation Subject: RFP-4-2008 Request for Proposal Supply of Energy Ventilation and Pool Dehumidification System . Dunbarton Indoor Pool File: 0-8000 The City Council approved budget for this overall project is $1.5 Million. A large component of the total project involves pre-ordering of ventilation and humidification equipment due to the large lead time required from ordering to delivery on site. Public tenders were issued on two separate occasions by Supply & Services. On the first deadline for submission, there was only one bid but it was late and therefore rejected. On the second deadline for submission, there was only one bid and it was rejected due to lack of a tendering deposit. Copies of the summary memoranda from Supply & Services is attached. . . As time was of the essence in processing the necessary equipment, Supply & Services initiated a process to obtain proposals directly from a shortlist of qualified suppliers, with the technical assistance of our consultants, TSH. A copy of the summary from Supply & Services is attached. Two proposals were received, and we recommend that the City issue a purchase order in the amount of $277,000 plus applicable taxes to Engineered Air in order to initiate the delivery process of the necessary equipment. Co-ordinator, Health & Safety has confirmed a WSIB certificate of clearance is not required from a supplier building the equipment on their own. site. What insurance coverage is required will be checked with Stan Karwowski or Gil Paterson. If required, this must be received prior to confirmation of a purchase order and work start. The two proposals have been reviewed by our consultant, who recommends the award to the low bid from Engineered Air. A copy of the consultant's recommendation is attached. .") ,-I ffQt;;~. '37~o [; I lit. 39 _..1--. .~,.3_ ~Jm TSH Architects Ltd. 300 Water Street Whitby, Ontario, Canada L 1 N 9J2 (905) 668-9363 Fax: (905) 668-0221 E-mail: tsh@tsh.ca www.tsh.ca October 15, 2008 Tony Prevedel, P .Eng. Division Head Facility Operations Division City of Pickering Pickering Civic Complex One the Esplanade Pickering, Ontario LIV 6K7 OCIICULA1'I' COUNCIL CLERK CORP SERVICES HUMAN "SOURCES LEGAL OFFICE SUSTAIN . :>! AN & !'lEV ..-..--.- '-' '.-.-...-.-.. Dear Mr. Prevedel Re: Tender for Dunbarton Indoor Pool Renovations Tender No. T -17 -2008 TSH Project No. 22-32135 TSH has been given copies of the three low bids received for the above project for review and evaluation. As requested we report herein. Bidders Amount Tendered GST Total Amount Tendered BWK Construction $1,698,000.00 $84,900.00 $,1,782,900.00 Charterhouse Projects Inc. $1,795,000.00 $85,750.00 $1,800,750.00 J.J. McGuire General Contractors $1,769,000.00 $88,450.00 $1,857,450.00 The above noted bidders had the three lowest tender submissions of the seven tenders that were opened on October 8, 2008. One other tender was received however it was deemed non-compliant by the Purchasing Department as the Bid deposit was not sufficient. Tendering for this project followed a general advertised tendering process. That is, bidders were not subject to a pre-qualification process resulting in an invited list of bidders. All Bidders were in attendance at the mandatory site visit held on September 29,2008. All tenders were received prior to the specified tender closing time. All bidders acknowledged receipt of the one addendum that was issued during the tender period. B.Knoll of TSH was in attendance at the tender opening along with the following individuals from the City of Pickering: Vera Felgemacher, June Karas and Christine Richardson. City of Pickering Dunbarton Pool October 15,2008 3 ".;,{.- " /1;':: C' '27 0 0 j,~d.. 0 .- 0 .3~"."_ 2 40 Several Unit Prices were requested of the Bidders. All three of the above bidders submitted comparable prices for unit prices for additional masonry work. These unit prices will be used during construction to evaluate additional masonry restoration work that may arise. Completion of the List of Subcontractors was not a mandatory requirement of the tendering process and only one of the above bidders completed this form at the time of tender submissions. The Tender Amounts include Cash Allowances per the following: Independent Inspection and Testing. $8,500.00 The Supply and installation of the Splash Aquatic lift to be installed On the pool deck, providing access to the pool by handicapped persons $8,000.00 Building Signage $2,000.00 For the services of a Pest Control Company to treat the length of the beam between the high school roof and the pool roof for carpenter ants while the roof is opened for roof repairs. $,2,500.00 Mechanical Allowances (Refer to Section 15000 Art. 17. the Mechanical Contractor to include in the tender Price to the General Contractor Cash Allowances of $339,100.00 Total Cash Allowances Included $369,100.00 It is noted that the above mechanical allowance includes an amount of $299,160.00 for the supply of the . mechanical units. These units were previously tendered and the City has issued a Purchase Order for this work. The City's Purchase Order will be assumed by the Mechanical Sub-contractor upon award of the contract. It is to be noted, that the Cash Allowances do not include for a contingency allowances for additional costs incurred during construction for unforeseen work. BWK provided three references; one being the City of Pickering as they are currently working on the addition to the Pickering Recreation Complex and the other two being two school boards for school additions. We contacted the school boards however, we have not yet had a response from these prior to completion of this letter. Recreation Complex project and all references were satisfactory at that time. TSH's original budget estimate for this work was approximately $1,500,000. The majority of the cost overruns can be attributed to the following items: · Significantly more structural work was required to reinforce the mechanical room floor and adjacent roof areas to carry the weight of the new mechanical equipment. · A new electrical service had to be brought in from the adjacent high school. . Existing light fixtures in Changerooms were replaced. . Additional privacy change cubicles were added. · New staff change/washroom facilities (not originally in budget) . Four de-stratification fans to the Natatorium were added City of Pickering Dunbarton Pool Oct~i 15,2008 3 PORntUCS 37~Og ~ ....;3 ... ....3_ 3 · Handicapped lift to pool deck was added · Revisions were required to the gas service and an allowance has been included in the tender for this work. · A number of existing conditions involving locations of pipe chases were encountered requiring additional scope to deal with them. · Ceilings in washrooms and showers were not originally planned to be replaced, however replacement became necessary due to work in the mechanical penthouse above the ceilings. · The tender for the supply of the mechanical equipment was slightly higher than originally budgeted for. Based upon the low tender submission of BWK Construction Company Ltd. we recommend that the city give consideration to this company for the award of Dunbarton Pool Project to them. Yo,urs very trol:, / ~ ~V Manager, Architecture J.d- REPORT# 1);;5 J 7~O~ ---1-.. 01 ;).. 'I . 42 MEMORANDU1VI TO: Len Hunter FROJ\.'l: Barry Knoll DATE: January 17, 2008 RE: DunbartoJl Pool TSH Project No. 22-32135 Re-Constrllction of DlInbarton Pool Option 1 Scope of\Vork · Demolition of entire building structure down to slab on gmde · Removal of entire Pool Filtmtion system, underwater lighting, piping etc. associated with Pool System including new drain line · Removal of existing ceramic tile from pool deck and pool tank · Construction of slightly enlarged Change Room/Lobby area (subject to negotiations to increase foot print with Durham District School Board) · Construction of state of the art Natatorium Area with windows new finishes and mechanical system. Natatorium constructed slightly enlarged towards the south and west (subject to negotiates with School Board) · Construction of new second level viewing area with second level meeting space · New elevator to second level · Include contractor overhead and profit, desi!,'11 fees, contingency aJlowance of $200,000. . Total Budget Estimate $7,757,000. OST not included Option No.2 Construction of a small community center having the 1)001 as the focus. Facility would include the following components: · Natatorium - 6 lane leisure style pool with separate therapeutic tank and hot tub/whirlpool. Co-cd sauna. · Gymnalonum, dividable full size single gym, spnmg wood /loor · Aquatic staff offices · Aerobic studio · Change Rooms · Smaller multi-purpose/community use rooms · Public Washroom · Pool Mechanical · Storage · Mechanical Mezzanine · Circulation space, Lobby, entrance viewing Total Building Area 12,350SF 6400 500 1800SF 8300 3500 750 1200 750 2200 6500 44,250. SF Q,\07J 1:\PROJECrS\22-l'rojccls\22-3213S\J -ClJENT CORHESI'ONDENCE\r.lEtliIORANDUM I I (,.oJ-oS.tloc Tnt 43 , " I L I\! \.' t,. ~:::r _~ _ ot rOREPORT# OES-J7-<J g (). rvicmol'undulIllO January 17,2008 2 Estimated Building Construction Cost Ball park Site Development Contrnctor OB & Profit Fees and Contingencies Fumishings and Equipment $8,500,000. $700,000, $800,000. $1,440,000, $300,000. Total Estimated Cost 11,740,000 Not included in the above is purchase of land, GST, extensive site development costs. I ' 1:WROJECTS\22.l'r(ljccts\.22.32135\I.CLlENT CORRI:S/'ONDENCE\MEI'vIORANDUM J I (,'{)).{18.dl-= till ~ . ".-'" ./l~37-o0 '\ ''''EN'l # --.> ' U K/::rUl\ i tt~_ D hi, -~-"., c9-. THE CORPORATI~~E CITY OF PICKERING 44 BY-LAW NO. Being a by-law to authorize the Dunbarton Indoor Pool Renovation Project in the City of Pickering and the issuance of debentures therefor in the amount of $500,000. WHEREAS Section 11 of the Municipal Act, 2001, as amended, provides that a lower- tier municipality may pass by-laws respecting matters within the spheres of jurisdiction described in that Section; and, WHEREAS Subsection 401(1) of the Municipal Act, 2001, as amended, provides that a municipality may incur a debt for municipal purposes, whether by borrowing money or in any other way; and, WHEREAS Subsection 401 (3) of the Municipal Act, 2001, as amended, provides that a lower-tier municipality in a regional municipality does not have the power to issue debentures; and, WHEREAS The Regional Municipality of Durham has the sole authority to issue debentures for the purposes of its lower-tier municipalities including The Corporation of the City of Pickering (the "City"); and, WHEREAS the Council of the City wishes construction to proceed in respect of the Dunbarton Indoor Pool Renovation Project; and, WHEREAS before authorizing the construction ,to proceed in respect of the Dunbarton Indoor Pool Renovation Project on the date hereof the Council of the City had the Treasurer update the City's Annual Repayment Limit, the Treasurer calculated the estimated annual amount payable in respect of such project and determined that such annual amount would not cause the City to exceed the updated Limit and, therefore, Ontario Municipal Board approval is not required as per Section 401 of the Municipal Act, 2001, as amended, and the regulations made thereunder; AND WHEREAS after determining that Ontario Municipal Board approval is not required, the Council of the City approved Report OES 37-08 on the date hereof and awarded Tender T-17-2008 for the Dunbarton Indoor Pool Renovation Project. BY-LAW NO ; , 4 5 "". <:"'""" r'E-POP~.0E5 37-06' Al"TAChMENl #_~ 1\. ,,' tt_. .. . ~ ~_ 01 "____ Page 2 NOW THEREFORE, THE COUNCIL OF THE CORPORATION OF THE CITY OF PICKERING HEREBY ENACTS AS FOLLOWS: 1. That the City proceed with the construction of the project referred to as "Dunbarton Indoor Pool Renovation"; 2. That the estimated costs of the construction In the amount of $1,900,000 be financed as follows: a) That the sum of $500,000 be financed by the issue of debentures by The Regional Municipality of Durham over a period not to exceed fifteen (15) years; b) That the sum of $1,200,000 be funded from the Federal Gas Tax Reserve Fund; and c) That the sum of $200,000 be funded from the Provincial grant under the "Investing in Ontario Act, 2008". 3. That the funds to repay the principal and interest of the debentures be provided for in the annual Current Budget for the City commencing in 2009 and continuing thereafter until the loan is repaid. BY-LAW read a first, second and third time and finally passed this 17th day of November, 2008. David Ryan, Mayor Debi A. Wilcox, City Clerk Ciiq 01 REPORT TO EXECUTIVE COMMITTEE 4 6 Report Number: OES 39-08 Date: November 10, 2008 From: Everett Buntsma Director, Operations & Emergency Services Subject: Facility Snow Removal - Quotation No. Q-69-2008 File: A-1440 Recommendation: 1. That Report OES 39-08 regarding Facility Snow Removal be received; 2. That Quotation No. Q-69-2008 submitted by C&R Paving Inc. for Snow Clearing and Salting Service - Facility Parking Lots Schedule A in the amount of $89,000 plus GST for Year 1 and $95,500 plus GST for Year 2 and Schedule C (hourly rates) Year 1 and Year 2 be accepted; and 3. That the appropriate City of Pickering officials be authorized to take necessary action to give effect thereto. Executive Summary: Quotations have been received for the provision of Snow Clearing and Salting services at the Facility Parking Lots for a two year term to commence November 18, 2008. Staff recommend acceptance of the low bid submitted by C&R Paving Inc. for the 2008- 2009 winter season. Financial Implications: 1. QUOTATION AMOUNT Q-69-2008 GST Total including GST GST Rebate Total $184,500 9,225 193,725 ( 9,225) $184,500 Report OES 39-08 Subject: Facility Snow Removal 4 7 - Quotation No. Q-69-2008 November 10, 2008 Page 2 2. APPROVED SOURCE OF FUNDS Facilities Operations Current Budget Year 1 (November 18, 2008 - April 30, 2009): Civic Complex East Shore (Seniors) Don Beer Community Centres Recreation Complex - Central Core - Pool - Arena Year 1 Total Year 2 (November 1, 2009 - April 30, 2010): Civic Complex East Shore (Seniors) Don Beer Community Centres Recreation Complex - Central Core - Pool - Arena Year 2 Total $184,500 maximum over 2 years 2124-2435 $ 8,000 2572-2435 6,750 2715-2435 10,500 2719-2435 21,250 2731-2435 14,200 2733-2435 14,100 2735-2435 14.200 $89,000 2124-2435 $ 9,000 2572-2435 7,000 2715-2435 11 ,000 2719-2435 23,500 2731-2435 15,000 2733-2435 15,000 2735-2435 15.000 $95,500 The total annual cost of the current contract for Year 1 amounts to $89,000 plus GST. Year 2 has an increase in annual costs in the amount of $6,500 plus GST, which will be reflected in the annual operating budget for the 2010 forecast. The extension of Year 2 of the contract to the contractor is contingent upon satisfactory performance in Year 1, budget, City's requirement and acceptable rates to be reviewed by the City in 2009. Sustainability Implications: Not Applicable. Background: Quotations for Q-69-2008 were received on October 14, 2008. Twelve (12) companies were invited to participate, and four (4) have responded by the closing deadline. Quotations shall be irrevocable for 60 days after the official closing date and time. CORP0227-07/01 revised Report OES 39-08 November 10, 2008 Subject: Facility Snow Removal Quotation No. Q-69-2008 48 Page 3 The quotation summary is as follows: P' . 5 h d I A F Tf GST E t r1cmg - c e ue - aCI lies - x ra Bidder Facilities Year 1 Year 2 C&R PavinQ $89,000.00 $95,500.00 CSR Services $93,500.00 $93,500.00 Gerrits Property Service $91,775.00 $96,165.00 Lloyd's LandscapinQ $152,613.75 $160,244.00 References for the low bidder have been checked and are determined to be satisfactory. The Health and Safety Policy, Clearance Certificate issued by Workplace Safety and Insurance Board and the WSIB Cost and Frequency Record as submitted by C&R Paving Inc. have been reviewed by the Coordinator, Health & Safety and are deemed acceptable. This year's' service contract for snow removal and salting has been significantly re- worked to better represent a "best practice" approach. Two of the major revisions to the contract are as follows: 1. The provision of salting has been incorporated with the snow removal contractor. In this way, the one contractor is responsible for the site and this eliminates coordination issues with the Operations Centre. 2. The contract has been revised from a "per event" basis to a flat rate seasonal contract. This provides a firm revenue stream for the contractor, and allows the contractor to assume the risk on the number and severity of storm events. As a result of the seasonal contract approach, the City actually attracted four contractors to bid this contract, three of whom were very competitive. On a go forward basis, this type of service contract arrangement will provide the City with an accountable method of monitoring this work. It is difficult to compare previous budgets, as they were based on "call-outs". This contract method represents a marginal increase of $14,000 annually but also includes the salting which was not budgeted for previously. This methodology will also provide the City with a fixed annual cost which is not affected by uncertainty due to varying winter conditions. The proposed 2009 draft current budget has been revised to reflect these costs. The Manager, Supply & Services concurs with this recommendation. Attachments: Not Applicable. CORP0227-07/01 revised Report OES 39-08 November 10, 2008 Subject: I;. 49 Facility Snow Removal Quotation No. Q-69-2008 Page 4 Prepared By: r;t?J Tony Prevedel Division Head, Facilities Operations Everett Buntsm Director, Operations & Emergency Services ~~. Gillis Paterson Directo Corporate Services & Treasur r I Vera A. Fe emacher, CPP, CPPO, CPPB, CPM, CMM III Manager, Supply & Services TP:lg Copy: Chief Administrative Officer Recommended for the consideration of Pickering City \ /1 CORP0227-07/D1 revised Ciiq o~ REPORT TO EXECUTIVE COMMITTEE 50 Report Number: OES 40-08 Date: November 10, 2008 From: Everett Buntsma Director, Operations & Emergency Services Subject: Building Canada Fund - Communities Component Intake One Pickering Museum Village Restoration and Upgrade Project File: A-1440 Recommendation: 1. That Report to Council OES 40-08 regarding the Building Canada Fund _ Communities Component (BCF~CC) Intake One be received; and 2. That the Corporation of the City of Pickering participates in the BCF-CC Intake One through the submission of an application by the application deadline of November 21,2008; and 3. That the City of Pickering's application to BCF-CC Intake One shall consist of various building restoration programs and upgrades to the infrastructure at the Pickering Museum Village, at a total estimated (gross) cost of $885,000 and a net estimated City cost of $295,000; and 4. That the Council of the City of Pickering endorse the Pickering Museum Village Restoration and Upgrade Project as the City's Intake One BCF-CC application; and 5. That the BCF-CC Intake One project be identified as a Capital priority in the 2009 Capital Budget, subject to receiving approval of funding by BCF-CC; and 6. That the appropriate officials of the City of Pickering be given authority to give effect thereto. Executive Summary: The Governments of Canada and Ontario launched "Intake One" of the Building Canada Fund - Communities Component (BCF-CC) in Ontario on September 12, 2008. The Communities Component is focused on projects in communities with populations of less than 100,000 (based on the 2006 census). In the first intake, federal and provincial governments are providing a combined total of $200 million for Ontario communities. Through this program, municipalities will also contribute one-third of project costs. Projects will be evaluated by a federal-provincial committee through a competitive application-based process. Report OES 40-08 November 10, 2008 Subject: Building Canada Fund - Communities Component Intake One Page 2 ~ 1 The City of Pickering has an opportunity to apply for funding for a project meeting the criteria by the deadline date of November 21, 2008, subject to a Council Resolution. Report OES 40-08 briefly discusses the details of the program and recommends a project for Council's approval. The submission will consist of various building restorations and upgrades at the Pickering Museum Village which are to be included in the 2009 Capital Budget. Financial Implications: The City of Pickering's project consists of various building restoration programs and upgrades to the infrastructure at the Pickering Museum Village is estimated at $885,000 of which, if approved for funding, Pickering's share would be $295,000 representing one third of the cost of the project. The Pickering Museum Village Foundation (PMVF) have indicated their willingness to partner with the City on this project. PMVF currently have $180,000 on hand to contribute towards this project. The City would be required to finance the remaining $115,000. Exhibit One below provides a breakdown of the cost sharing. Exhibit One Project (Gross) Cost Less: Fed/Prov. Contribution Municipality Share $ 885,000 590,000 $ 295,000 Allocation of Municipality Share City PMF Total $115,000 180,000 $295,000 Operations & Emergency Services Department and the Corporate Services Department staff will work together on this application to obtain the additional funding of $590,000. Sustainability Implications: This project ensures the sustainability of Pickering's Built Heritage as described within the mandate of Pickering Museum Village. Stabilizing and restoring the Log Barn, restoring the Hotel, and creating a year round usable workspace for Restoration Projects will preserve and conserve irreplaceable buildings and artifacts that tell Pickering's story. Site works will provide improvements and upgrades that will make the Pickering Museum Village more accessible. CORP0227-07/01 revised Report OES 40-08 November 10, 2008 Subject: Building Canada Fund - Communities Component Intake One Page 3 52 Background: Through 2014, the governments of Canada and Ontario have each committed $362 million toward the Building Canada Fund - Communities Component (BCF-CC) program, for a total joint investment of $724 million. For Intake One, $100 million will be available from both the federal and provincial governments, for a joint investment of $200 million. Each partner; federal, provincial and local municipalities, will share the cost of the project equally at one third each. The Communities Component (CC) of the Building Canada Fund (BCF) will assist those communities, across Canada, with a population of less than 100,000, as per the 2006 Census. (Pickering's population is 87,838 based on this census). The BCF-CC selects projects for funding through a competitive, online application-based process. The deadline for eligible applicants to submit an application under Intake One of the program is Friday, November 21, 2008. For Intake One, eligible municipalities can only submit one application. The Building Canada Fund, Communities Component will fund 17 categories of infrastructure: drinking water, wastewater, public transit, green energy, disaster mitigation, solid waste management, culture, sport, connectivity, local roads, the core national highway system, short-sea shipping, shortline railways, local and regional airports, tourism, brownfield redevelopment, and capacity building projects. Proposed City of Pickering Project Staff from the Operations & Emergency Services Department and Corporate Services Department met with the Chief Administrative Officer to discuss potential projects that were a best fit for the criteria and priorities established by BCF-CC. It was decided that a project consisting of various building restoration programs and upgrades to the infrastructure at the Pickering Museum Village at a total cost of approximately $885,000 would be recommended to Council, as a project of this nature under the "Culture" category would have a higher probability of success. The Pickering Museum Village building restorations and upgrades of infrastructure are eligible for BCF Communities Component funding in the Culture category. Funding in this category is directed towards projects that support arts and/or designated heritage facilities and help communities express, preserve, develop and promote their culture and/or heritage within Canada or Ontario. The Pickering Museum Village is situated on the banks of Duffin's Creek in the Hamlet of Greenwood and serves to illustrate the historical founding, settlement and development of the City of Pickering (formerly Pickering Township). The Pickering Museum Village is owned and operated by the City of Pickering and consists of sixteen (16) heritage buildings that include hotel, general store, schoolhouse, blacksmith shop, CORP0227-07/01 revised Report OES 40-08 November 10, 2008 ~b.iect: Building Canada Fund - Communities Component Intake One ~) J Page 4 woodworking shop, town hall, chapel, homes, barns and sheds that date between 1830 and 1910. As with many Canadian Museums, the demands for the restoration of heritage buildings outweigh the financial resources available. There is a need to ensure these facilities are restored and continue to be available to our local and provincial visitors. In addition, this museum also represents the Canadian historic mosaic. Museums are the key conservator of Canada's history; taking great care to preserve and share our national heritage. Currently, the Pickering Museum Village has two heritage buildings that require immediate restoration, and one facility that requires an addition to sustain restoration work by our volunteer group, the Woodwrights Guild. With the City being in a unique financial situation due to low assessment growth and its developable land frozen, the City does not have sufficient financial resources to meet all of the proposed future capital financial commitments. This grant funding will help the City in its 2009 and 2010 capital budget plan. Without this grant funding, the projects outlined below would require City financing over several years. In addition several buildings require new foundations and the access from the Museum Administration Building to the site requires major improvements. Exhibit Two provides a summary of project's financial cost. Exhibit Two Brougham Hotel Restoration Log Barn Restoration Woodwrights Workshop Addition Site Works Upgrade Foundations & Side Porch - Redman House Project Design & consulting Contingency costs Total (Gross) Costs $585,000 50,000 15,000 55,000 50,000 80,000 50.000 $885,000 The.above costs exclude GST and include PST where applicable. Brougham Central Hotel Restoration In December 2001, the Pickering Museum Village Foundation commissioned a Brougham Central Hotel Conservation Study to examine and evaluate the historic and architectural data associated with the Brougham Central Hotel and derive a plan for its use, restoration and interpretation. The findings of the Brougham Central Hotel Conservation Study suggest that the restoration of the Brougham Central Hotel is important for many reasons: CORP0227 -07/01 revised Report OES 40-08 November 10, 2008 Subject: Building Canada Fund - Communities Component Intake One Page 5 5 4 · Encompasses a wide range of rare vernacular construction technologies · Good example of mid 19th century hinterland coach inn and tavern · Good example of mid 19th century Temperance Hotel · Retains examples of early finishes · First hotel in Brougham and formed part of a node around which the village was formed · The center of Township social political life particularly for 1850-1865. When restored, the Brougham Central Hotel will be the only restored pre-Confederation Hotel that will be interpreted as a Temperance Hotel in Ontario. The estimated cost to undertake this work is $585,000. Log Barn Restoration: The Log Barn was assessed by a Log Restoration specialist in 2007 who determined that the Log Barn at the Pickering Museum Village circa 1820 was one of less than 50 remaining log barns of this time period in Ontario. As such, he recommended that the work to replace rotting logs around its perimeter be completed but only after a foundation was placed underneath the entire structure so the problem would not recur. Due to the unique nature of this structure, the Pickering Museum Village understands that immediate restoration of the Log Barn must take place with the support of a foundation. The estimated cost to undertake this work is $50,000. Woodwrights Workshop Addition to Gas & Steam Barn The City of Pickering has limited resources dedicated to the restoration and repair of buildings on site. One part time Maintenance Person, Museum Site is responsible for this work but cannot keep up with all of the demands of the 16 heritage buildings. The Woodwrights' Guild is a volunteer group of the Pickering Museum Village made up of experienced and dedicated carpenters. They meet weekly to work with staff and repair, restore, and in some cases, reproduce period wooden artifacts. They work to maintain the period buildings on site under the guidance of staff. This volunteer group requires a dedicated space, equipped with necessary tools and equipment, to continue to do their work all season long. Currently, they are using outdoor space in the Pickering Museum Village which is not always suitable during school tours or cramped space in the Gas & Steam Barn. The problem with working in the barn is that work with wood and work with water, steam and metal tools are not compatible and should be separated. After consultation with staff and volunteer groups, it was decided that an addition to the Gas & Steam Barn would provide the Woodwright's Guild with an ideal location to conduct their work. The estimated cost to undertake this work is $15,000. CORP0227-07/01 revised Report OES 40-08 November 10, 2008 Su9.i~t: Building Canada Fund - Communities Component Intake One . J J Page 6 Other Improvements & Upgrades Site Works to include stair replacement and ramp at the Museum Administration Building, walkway repair and drainage improvements, lighting improvements near Gate 3, general site and grading improvements. The estimated cost to undertake this work is $55,000. Construction of Side Porch for Redman House and new Foundations for Museum Buildings. The estimated cost to undertake this work is $50,000. Consulting fees for this project are estimated to be $80,000. Contingency costs are estimated to be $50,000. Other Projects Considered When considering projects that would meet the criteria and priorities set for Intake One, road reconstruction and bridge projects were also considered. Intake One includes museum projects as a priority area, and in past years museum projects have not been eligible for joint federal and provincial infrastructure funding. Currently there are other funding sources specific to road and bridge projects which the City has and will continue to take advantage of to address our infrastructure needs. Application Process The BCF-CC application is an "online" process that staff will undertake after direction from Council is received. One of the requirements of the application is to provide Council resolution endorsing the project as the municipality's Intake One BCF-CC application. Attachments: 1. Location Map CORP0227-07/01 revised Report OES 40-08 November 10, 2008 Subject: Building Canada Fund - Communities Component Intake One Page 7' 56 ;;~yl ~ ........... d''7~:' .' Stephen old~ Division Head, Culture & Recreation ~ Tony Prevedel, P. Eng. Division Head, Facilities Operations By: Everett tsm Director, Operations & Emergency Services ~ - Gillis Pa er --.. - ~ Director, Corporate Services & Treasurer SRlg Attachments Copy: Chief Administrative Officer Recommended for the consideration of Pickering Ci nCI ,\ // CORP0227 -07/01 revised r:) 7 ..H....I.. ...... ...t. Im'OPf~~11~~S~i~~~f~iY I MUNICIPAL PROPERTY & ~_.. ENGINEERING DIVISION i ',eN [ DATE N.T.S OCT. 27/2008 ATTACHMENT #..J.- TO REPORT # __Ot;-; S L-\-O-- 03 LJ [,. . /'/ I / ,/",/"//'''/~/ ///1 /// p...-< // 0~ /// 0\0 /07-1/ ~/ // / / // // / / //// / / / i 1 I I r- ;- PICKERI MUSEU l i..--- i \--- 10: <er-- ~'-- r-- DRIVE ;--- ! rl LLli Z' 1--' IJI' W, s' ! J e I I ,..-- ATTACHMENT FOR OPERATIONS & EMERGENCY SERVICES REPORT OES 40-08 BUILDING CANADA FUND - COMMUNITIES COMPONENT INTAKE ONE Citlf o~ REPORT TO EXECUTIVE COMMITTEE Report Number: OES 41-08 5 8 Date: November 10, 2008 From: Everett Buntsma Director, Operations & Emergency Services Subject: City's Traffic & Parking By-raw No. 6604/05 Updating Amendment File: A-1440 Recommendations: 1. That Report OES 41-08 of the Director, Operations & Emergency Services regarding proposed amendments to the City's Traffic & Parking By-law No. 6604/05 be received; and . 2. That the attached draft by-law be enacted to amend Section 15 to By-law No. 6604/05 to provide for the prohibition of on street parking between the hours of 2:00 am and 6:00 am from December 1st to March 31st annually. Executive Summary: As part of ongoing efforts to update and ensure appropriate legislative governance with respect to municipal traffic and parking matters, staff propose to amend By-law 6604/05. The proposed amendment would enact a City wide prohibition on overnight (2:00 am to 6:00 am) on street parking from December 1st to March 31st annually, thereby aiding both municipal winter road maintenance operations and municipal by-law enforcement associated with winter control. Financial Implications: The amendments to the Traffic By-law recommended in this report do not present any major financial implications. Staff estimate the acquisition and installation cost for approximately 20 advisory signs at City limit entry points to be $2000.00 which can be accommodated within the Roads current budget account 2320.2409. Sustainability Implications: The changes proposed by staff are relevant to the social lens of sustainability by addressing traffic operations, the governance of municipal roads via appropriate by-laws and the timely and efficient delivery of road maintenance services. Report DES 41-08 November 10, 2008 Subject: City's Traffic & Parking By-law No. 6604/05 5 9 Updating Amendments Page 2 Background: As part of an ongoing effort to ensure effective roadway management and appropriate regulatory enforcement capabilities, staff continue to update and amend the municipal Traffic and Parking By-law 6604/05. As a result of continued difficulties associated with municipal winter road maintenance operations, compliance with legislative hours of service, and associated by-law enforcement of vehicular on street parking, staff are recommending an amendment to the By-law to prohibit on street parking on all municipal roads within the City of Pickering between the hours of 2:00 am to 6:00 am (overnight) between December 1st and March 31st of each year. The existence of parked vehicles during snow clearing operations reduces the efficiency and effectiveness of removing snow and ice from roadways during the initial pass of salt trucks and snow plows. Some streets may not be able to be plowed due to the amount and location of parked vehicles which results in a disservice to the residents of that street. This results in additional hours spent on winter control in order to complete routes and to come back for additional clean up operations. Attachments: 1. Draft Amending By-law /~ Richar . H Ib rn, P. Eng /. Division Head, I Municipal Property & Engineering ions & Emergency Services RH:mp/ks Report OES 41-08 November 10, 2008 Subject: City's Traffic & Parking By-law No. 6604/05 Updating Amendments Page 3 6 0 Copy: Chief Administrative Officer Manager, By-law Services Superintendent, Municipal Operations Recommended for the consider Pickering Ci "I 1/ ;/ 61 J]_J REPORT# OB.S Lfl-og _-1_ oj -.--L THE CORPORATION OF THE CITY OF PICKERING BY-LAW NO. /08 Being a by-law to amend By-law No. 6604/05 WHEREAS By-law No. 6604/05 provides for the regulation of traffic and parking on highways, private property and municipal property within the City of Pickering; and WHEREAS the City wishes to amend By-law No. 6604/05. NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE CITY OF PICKERING HEREBY ENACTS AS FOLLOWS: 1. By-law No. 6604/05 shall be amended as set out in this by-law. 2. The following clause is added to Section 15: (n) between the hours of 2:00 a.m. and 6:00 a.m. commencing on December 1st of each year and ending on March 31st of each year. 3. This by-law shall come into force on the day that it is passed. BY-LAW read a first, second and third time and finally passed this 2008. day of David Ryan, Mayor Debi A. Wilcox, City Clerk Citq c~ REPORT TO EXECUTIVE COMMITTEE 62 Report Number: CS 45-08 Date: November 10,2008 , .t . From: Gillis A. Paterson Director, Corporate Services & Treasurer Subject: 2008 Internal Loan and External Debentures Recommendation: 1. That Report CS 45-08 from the Director, Corporate Services & Treasurer be approved; 2. That Council approve an internal loan in the amount of $200,000 for a maximum term of ten (10) years, to be borrowed from the Development Charges Reserve Funds, for the External Subdivision Works-Roads: Brock Road, Third Concession Road to Taunton Road and furthermore, that the Director, Corporate Services & Treasurer be authorized and directed to take whatever actions necessary; and, 3. That the appropriate officials of the City of Pickering be given authority to give effect thereto. Executive Summary: In 2007, a project budgeted to be debt-financed proceeded without any formal tendering process by the City due work undertaken by the Region. As the work has proceeded, we are unable to borrow externally. As an alternative, internal borrowing will be undertaken to finance this project. Council approval is required to undertake the internal loan of $200,000 in 2008. For auditing purposes, a summary of the previously approved 2008 debentures requests is also included in this report. Financial Implications: Internal Loans In the 2007 Capital Budget, this project was to be financed $200,000 debt and $200,000 development charges. The current internal loan request is merely a change in the method of financing due to the inability to borrow externally as the project has commenced by the Region before debt financing had been approved by Pickering Council. Therefore, debt financing is no longer an option. This loan will be borrowed Report CS 45-08 November 10, 2008 Subject: 2008 Internal Loan & External Debentures 63 Page 2 from the Development Charges Reserve Fund in the amount of $200,000 on December 31, 2008 and repaid through an allocation in the annual current budget commencing in 2009. The annual repayment will be budgeted under the current budgets. A further detail on this loan is as follows: Description Project Terms Loan Dev. Charges Total No. Amount Reserve Financing Fund Ext.Subdivision 5321.0707 10-Year $200,000 $200,000 $400,000 Works-Brock Rd, 3rd Cone. Rd to Taunton Rd The internal borrowing rate is normally determined by using the Ontario Strategic Infrastructure Financing Authority's (OSIFA)'s rates and other comparable municipal borrowing as a guideline or benchmark. The table below provides a comparison of what is available in the market at this time. Terms Region's Last OSIFA-As of Sept. 22, Other Municipal Issue-Feb. 2007 2008 Serial Debentures Benchmark- Averages Sept. 2008 10-Year 4.50% 4.56% 4.58% At the time of writing, the financing market is going through uncertain times due to the financial crisis occurring in the United States. The current state of credit market would suggest that the rates for the internal loans not be officially determined at this time. The official rates will be determined based on either any forthcoming fall debenture issue by the Region or market rates at the time of official borrowing in December 2008. External Debt For auditing purposes, previous approved 2008 debt financed projects are being summarized here. Attached 1 provides the detailed breakdown of all projects approved by Council with specific reference to the report to Council authorizing the debenture issue. The total of all external debentures identified and required for 2008 is $5,727,000, of which we have officially requested the Region to borrow on our behalf in the amount of $4,096,000. Due to timing issue, the City's is unable to include the balance of $1,631,000 with the Region's fall 2008 issue. It may be necessary for the City to resort to Infrastructure Ontario or a financial institution to finance the remaining $1,631,000. Formal documents are in place for the $1,631,000 debentures request. The external borrowing rate will be determined by the capital markets at the time of the issuance of the debentures. Report CS 45-08 November 10,2008 Subject: 2008 Internal Loan & External Debentures Page 3 64 In 2007 we requested the Region to borrow on our behalf the debentures in the amount of $4,410,000. These requests have been reported to Council in 2007 under reports to Council CS 08-07 and CS 44-07. The Region has not had an official issue during this time period, however is anticipated to proceed with a debenture issue in the fall of 2008. The annual charges for the 2007 debentures requests have been included in the 2008 Current Budget -General Government. The combined anticipated fall 2008 issue will be $8,506,000 ($4,410,000 + $4,096,000). Financial Burden The annual loan and debt repayment charges are funded through the general property tax levy in the annual Current Budgets. The projected total of internal loans and debentures outstanding for December 31, 2008 is $20,963,948. Please refer to Attachment 2. Sustainability Implications: This financing is necessary to provide the financial means to sustain the City's capital investments in infrastructure. Background: Continuous growth has created a need for capital infrastructure to maintain the level of services provided to residents and businesses. Funding sources for capital projects are identified and approved by Council in the annual capital budget prior to the comr:nencement of the projects. The continuous growth coupled with aging capital infrastructure calls for expansion to new facilities, repairs, and increased replacement. This prompted the need for more borrowing to fund the capital projects. Total borrowings from the reserve funds to finance 2008 and prior years' capital projects are projected at $3,221,585 for the year end 2008. Such internal borrowings require appropriate approvals and documentation in accordance with the Municipal Act 2001, S401 (1) and the Development Charges Act 1997, S36 OReg. 82/98 s.12 (2) 3,4,5. Corporate Services will complete the necessary documentation including Promissory Note indicating the amount, term, interest rate and other relevant information relating to the internal loan and its repayment. Under Pursuant to Resolution 144/99 the Mayor and Treasurer has the authority to sign the Promissory Notes. In the past we have always provided an annual formal report to Council on the capital projects requiring debt financing, together with the required debenture by-laws to be enacted with terms and conditions being specified in detail. In order to ensure that all proper documentation is ready and available whenever the Region proceeds with any debenture issue, effective 2008, the City has incorporated the debenture by-law with the report to Council when reporting on the results of the tendering process. For auditing purposes, this annual report to Council also serves as a report for information; providing Report CS 45-08 November 10, 2008 Subject: 2008 Internal Loan & External Debentures ". r: b.... Page 4 a summary of all 2008 debentures approved by Council with details indicated on Attachment 1. Attachments: 1. 2008 External Debentures through The Regional Municipality of Durham 2. Total Projected Internal Loans & External Debentures Outstanding as at December 31 , 2008 Prepared By: Approved I Endorsed By: Q~ Caryn Kong Senior Financial Analyst "~~~? -Gillis A. Paterson -.... Director, Corporate SeNices & Treasurer GAP:ck Copy: Chief Administrative Officer Recommended for the considerati i. Pickering Cit ncil \ Proiects awaitina Reaion's fall 2008 debenture issue: Roads Roads-Supply & Delivery of a 4-Ton 2008 5320.0801. 5-Year OES 22-08 Dump Truck Ext.Subdiv 2008 5321.0812. to-Year Storm Water-City Road Reconstruction & Storm Water Sewer Works-Sheppard OES 19-08 Av/Altona to Rosebank Rd Don Beer Arena 2008 5715.0805. 15-Year Don Beer Arena-Ice Rink 2 OES 10-08 Renovations Rec Complex 2008 Pickering Rec Complex Doubles 5731.0808. 15-Year OES 24-08 Squash Courts & Aerobics Studios Proiects unfinanced as at October 31, 2008: Roads 2008 5321.0801. 10-Year OES 27-08 Sideline 4/Conc.5 Rec.Complex 2007 5731.0706. 5-Year 2008 5731.0816. 5-Year OES 25-08 Tennis Court Roof Replacement OES 25-08 Tennis Court Roof Replacement Dunbarton Pool 2008 5713.0804. 15-Year OES 37-08 Dunbarton Indoor Pool Renovation 2008 5780.0817.5-Year OES 23-08 Kinsmen Park Artificial Turf Field Notes a Development Charges Reserve Fund b Financial contribution from the Pickering Soccer Club C Portion reimbursed by the Region d Federal Gas Tax Reserve Fund e Combination of Pickering Squash Club & funds in Squash Courts Reserve Fund CS.45ck A#1 $ 171,000 514 $ 171,514 1,295,000 279,000 a 2,557,083 882,467 c 100,000 616 630,000 3,200 633,200 2,000,000 800,000 d 4,000,950 200,000 e 1,000,000 950 $ 427,000 $ 122,650 a 350 $ 550,000 100,000 100,000 105,000 243 105,243 500,000 1,200,000 d - 200,000 - 1,900,000 499,000 200,000 b 783 699,783 0"- 0\ ""!.;> n :c ~ m /' :::j ~ d ;;x:J m ~ ~ ~ ~ ~ # -2- TO REPORT # f.S...!:}G; 0 f 67 City of Pickering Total Projected Internal Loans & External Debentures Outstanding As at December 31, 2008 2001-2004 2005 2006 2007 2008 Dec. 31,2008 Original Principal Principal Principal Principal Principal Outstanding Amount Repayment Repayment Repayment Repayment Repayment Balance Internal Loans 2001 Issue $7,677,000 ($2,907,406) ($857,543) ($861,392) ($746,111 ) ($758,027) $1,546,521 2002 Issue 1,224,000 (202,016) (195,095) (120,236) ( 125,427) (123,509) 457,717 2003 Issue 349,071 (27,495) (29,963) (31,233) (189,906) (10,526) 59,948 2004 Issue 267,000 (28,125) (29,245) (30,442) (52,500) 126,688 2005 Issue 287,000 (53,275) (55,262) (57,323) 121,140 2006 Issue 352,000 (78,801 ) (82,183) 191,016 2007 Issue 597,000 (78,445) 518,555 2008 Issue 200,000 0 200,000 Total Internal Loans $10,953,071 ($3,136,917) ($1,110,726) ($1,095,381) ($1,225,949) ($1,162,513) $3,221,585 External Debentures 2002 Issue $4,278,000 ($518,000) ($280,000) ($294,000) ($311,000) ($328,000) $2,547,000 2003 Issue 3,494,000 (351,000) (369,000) (387,000) (408,000) 1,979,000 2004 Issue 1,537,000 (176,000) (184,000) (192,000) (200,000) 785,000 2006 Issue 2,792,000 (242,989) (254,648) 2,294,363 2008 Issue' 4,410,000 0 0 4,410,000 2008 Issue" 4,096,000 0 0 4,096,000 2008 Unfinanced ^ 1,631,000 0 0 1,631,000 Total Ext. Debentures $22,238,000 ($518,000) ($807,000) ($847,000) ($1,132,989) ($1,190,648) $17,742,363 Total Projected Loans & Debentures $33,191,071 ($3,654,917) ($1,917,726) ($1,942,381) ($2,358,938) ($2,353,161) $20,963,948 . Requested in 2007 .. Requested in 2008 ^ Await Region's next debenture issue CS 45ck A#2 CS 45-08 A#2 CiUI o~ REPORT TO EXECUTIVE COMMITTEE 6 8 , Report Number: CS 49-08 Date: November 10,2008 From: Gillis A. Paterson Director, Corporate Services & Treasurer Subject: Formal Quotations - Quarterly Report for Information Recommendation: That Report CS 49-08 of the Director, Corporate Services & Treasurer regarding Formal Quotations - Quarterly Report for Information be received for information. Executive Summary: CounCil approved the Purchasing By-law on November 5, 2001 which includes a request to have a summary of contract awards arising from the formal quotation process be forwarded to Council as information only on a quarterly basis. This report is for the period July 1, 2008 to September 30, 2008. Financial Implications: Not applicable Sustainability Implications: The City's participation in cooperative purchasing initiatives reduces paper and administrative costs. Background: In accordance with Purchasing Policy Item 04.06, a summary of contract awards arising from the formal quotation process is provided herein for the information of Council. J II! i iUII: ; U II.fJI~ IIIIII~I'~ ~ ! i llil. i I I 1 , I 11 I S (II I I J i III! ~ ill~; : ilf ~f~ Ii 11111 ~ ~ hi i II r r B ~ lj I" n III !!i! ~ It I, · ~ II i Sl I If I ;II! III iU1 ~ ~ · J!. ~ f I 1il UI!I' II : r : ~ ! I H 1111ui .~ J I i Ii ~ "I I I I ill Iii I~ Ii it ~ II: : · I i ~ I u : U i I lit. l~ I II I . I I I I J1l ~ I', I ~ "i ! I I II 1111 f, ~ ~ ! 'I ! : I ~ I R : Ut! I q1ili!IIiil i ~ .,. , ' u i I I' I ] Iii f ~ t ~ ~ ! i I I 'I ! II ! j I ~ ~ II II Ii ~ I R 2 lit] { t !illl! ! II! · Ii i!lln "IIIJlb f .111 rl~ 11 Ii' Ii II J 1 'I t N ~ ~ - .! .0 {! ATTACHMENT #3 TO REPORT OES 33-08 1 of1 September 1999 1 0 " C IV. i II :aii ci~ g- fii I~ _E C 8 :8~ &0 ~i .Ii -8 . J,! C ~ t ::Ill IE ~1I ~ g~ -..c:- tOIl> ('I) C J!!l NOjiJ: a;!'U~ 'S.0J!... .!~.~ o co,s 'J c..o_ -i~~ liii a.S ~ a ';1 ~; 'G'!.S~ !.Q."E .. III e e s ffr- j::ji c: Eo... .- 0 II ... a N,ii ~ I ff~ el>ou. ...JJ...ci1 .e~""c .5 -2' a 'a. -c: ~ ~li-8 .f;f~j "'=NM Page 1.3.4.3 Report CS 49-08 November 10, 2008 Subject: Formal Quotations - Quarterly Report for Information Page 2 . " i 69 Reference No. Award Date T-279A-2008 July 24,2008 T -283-2006 August 19, 2008 RFP2007-1 August 15, 2008 C1152-06 August 26, 2008 Formal Quotations Summary July 1, 2008 to September 30, 2008 PST Included / GST Extra (unless stated otherwise) I I Award Status . Cooperative tender for Delivery of Sodium Chloride Host: Region of Durham Ongoing Participants: Durham, Oshawa, Ajax, Whitby, Pickering, Unit prices operating costs 2008- Clarington 2009 Vendor: Shepstone Haulage Effective to May 31,2010 - 2 vear firm pricing contract Cooperative tender for Mixing of Sand and Salt Host: Region of Durham Ongoing Participants: Durham, Oshawa, Unit prices operating Whitby, Pickering, Clarington costs 2008- Vendor: Miller Paving Limited 2009 Effective to May 31, 2009 - year 3 of 3 vear contract Cooperative RFP for Janitorial and Sanitary Paper Supplies Host: Clarington Ongoing Participants: Clarington, Whitby, Various prices operating Pickering costs 2008- Vendor: Swish Maintenance 2009 Effective to June 30, 2009 - year 2 of 3 year contract Cooperative tender for Supply & Delivery of Culvert Host: City of Pickering Participants: Ajax, Pickering, Ongoing Whitby, Oshawa, Clarington, Various prices operating costs Region, Scugog 2008-2009 Vendor: Armtec Effective to May 31,2009 -Year 3 of 3 year contract Report CS 49-08 November 10, 2008 Subiect: Formal Quotations - Quarterly Report for Information Page 3 '70 Reference No. '.. " Award Status I t Award Date Cooperative tender for Supply & Delivery of Winter Sand Host: Region of Durham T -282-2007 Participants: Durham, Ongoing Clarington, Oshawa, Whitby, Unit price Operating costs August 28, 2008 Pickering, Scugog 2008-2009 Vendor: Lafarge Canada Inc. Effective to July 31,2009, Year 2 of 3 year contract Cooperative tender for Supply, Delivery & Stockpiling of Crushed Gravel T -206-2007 Host: Region of Durham Ongoing Participants: Region of Durham, Various prices operating costs September 3, 2008 Oshawa, Pickering 2008-2009 Vendor: C.D.R. Young's Aggregates Effective to July 31,2009, Year 2 of 3 year contract Cooperative tender for Pool Chemicals & Supplies T06036 Host: Town of Ajax Ongoing Participants: Ajax, Whitby, Various prices operating costs September 12, 2008 Pickering, Clarington 2008-2009 Vendor: Glen Chemicals Ltd. Effective to September 30,2009, Year 3 of 3 year contract Q-29-2008 Electrical Services Ongoing July 7, 2008 Vendor: MDK Electric Hourly Rates operating costs Year 1 of 2 year term 2008-2009 Plumbing Repair Services Ongoing Q-30-2008 Vendor: Don Valley Mechanical Hourly Rates operating July 10,2008 Limited costs 2008 Year 1 of 2 year term Supply and Delivery of Ice/Water Q-36-2008 Rescue Equipment September 11, 2008 Vendor: Area-Fire, A.J. Stone $32,802.30 Complete Company and Canadian Safety Equipment Inc. Q-41-2008 Kitchen Renovation - Fire Hall #5 $24,950.00 Complete July 9, 2008 Vendor: J.W Contractina Supply, Delivery & Placement of 0-42-2008 Sod $35,640.00 Complete July 17, 2008 Vendor: Wintermere Sod Growers Report CS 49-08 November 10, 2008 , t; Subject: Formal Quotations - Quarterly Report for Information -M Page 4 Reference No. Description AWard Status AwardDate Storm Sewer Flushing Video Ongoing Q-47-2008 Camera Inspection, August 12, 2008 Stormsceptor Cleaning $28,500.00 operating costs Vendor: Multi-Vac Service Ltd. 2008-2009 Q-48-2008 Two (2) Hybrid SUV $71,334.00 Complete July 30,2008 Vendor: Donway Ford Sales Provision of Materials Testing Ongoing Q-58-2008 Vendor: AGS & Associates and September 17, 2008 Geo-Logic Inc. Various prices operating costs Year 1 of 2 year term 2008-2009 Q-59-2008 Supply & Delivery of High Angle September 11, 2008 Rescue Equipment $9,552.35 Complete Vendor: M & L Supply Attachments: Not applicable Approved I Endorsed By: ra A. elgemacher Manager, Supply & Services C.P.P., CPPO, CPPS, C.P.M., CMM III ,~ Gillis A. Paterson Director, Corporate Services & Treasurer -.., Copy: Chief Administrative Officer Recommended for the consider Pickering City Council 1/ '/ Citlf 01 REPORT TO EXECUTIVE COMMITTEE Report Number: CS 50-08 '7 2 Date: November 10,2008 From: Gillis A. Paterson Director, Corporate Services & Treasurer Subject: Section 357/358 of the Municipal Act - Adjustment to Taxes Recommendation: 1. That Report CS 50-08 of the Director, Corporate Services & Treasurer be received; 2. That the write-offs of taxes in the amount of $40,283.4 7 as provided under Section 357/358 of the Municipal Act, 2001 be approved; and, 3. That the appropriate officials of the City of Pickering be authorized to take the necessary action to give effect hereto. Executive Summary: Not Applicable Financial Implications: If approved, the write-off of taxes as contained in this report represents a gross cost of $40,283.47 with a net cost to the City of approximately $7,731.48 the balance being charged back to the Region of Durham and the School Boards. Pickering's share of the costs will be charged to the 2008 Current Budget allocation under General Government - Provision for Uncollectable Taxes. The 2008 budget provision is $277,000 and $121,045.78 including the above has been spent to date. Sustainability Implications: implications. This report does not contain any sustainability Background: The Municipal Act provides the Treasurer with various tax tools regarding the administration and collection of property taxes. Under the provisions of Section 357 of the Municipal Act, reduction of taxes due to fire, demolition, exemption, assessment change or error is allowed for the current year only. Section 358 of the Municipal Act, allows for the reduction of taxes due to assessment error and this section can be applied to property taxes for the two preceding years. Report CS 50-08 Date: November 10, 2008 . Subject: Section 357/358 of the Municipal Act - Adjustment to Taxes , I' I '7 3 Page 2 Change in realty tax class can translate into lower property taxes if the property went from industrial to commercial tax class or commercial to residential tax class. Demolitions, and other physical changes to a property, such as removing or filling in a swimming pool, or damage caused by fire result in a reduction in assessment and taxes. Municipal Property Assessment Corporation has conducted a review of those lands adjoining the 407 roadway. They have reviewed records and have determined that those land listed on Schedule "A" should be considered as 407 property and is therefore exempt from property taxation as per subsection 3.8.1 of the Assessment Act. Four properties reflects "no change" or reduction in their property taxes. These changes are shown as having zeros in the corresponding columns. Municipal Property Assessment Corporation or MPAC staff have investigated the assessment reduction request. After completing their investigation, they have reached the conclusion that the property does not warrant a reduction in assessment and corresponding adjustment in property taxes. If the property owner does not agree with MPAC's recommendation, they have the right to appeal to the Assessment Review Board under section 357(7) of the MunicipalAct, 2001. Attachments: 1. Section 357/358 Adjustment to Taxes Prepared By: Approved I Endorsed By: < ~.~~ ::::>- Gillis A. Paterson Director, Corporate Services & Treasurer ~4fl00tLJ Tracy Pars ns Acting, Coordinator Taxation Services GAP:tp Copy: Chief Administrative Officer Recommended for the considerati Pickering City Co iI /1' I CITY OF PICKERING 1 SECTION 357/358 ADJUSTMENTS TO TAXES Nov-08 APP# NAME REASON FOR ADJUSTMENT YEAR ROLL NUMBER CITY REGION EDUCATION TOTAL 07/08 CMC HOMES INC GAS STATION DEMOLISHED 2007 010.oJ8.19500 1,361.89 2,769.04 3,892.93 8,023.86 08/08 CANADIAN PROPERTY HOLDINGS BUILDING DEMOLISHED 2007 020.022.06050 1,743.76 3,545.40 4,233.09 9,522.25 09/08 CANADIAN PROPERTY HOLDINGS BUILDING DEMOLISHED 2008 020.022.06050 1,845.07 3,746.44 4,217.23 9,808.74 14/08 KEVIN LINDSAY MCNEILL UNUSABLE DUE TO CONTAMINATION 2007 020.022.05741 327.86 666.60 937.16 1,931.62 15/08 KEVIN LINDSAY MCNEILL UNUSABLE DUE TO CONTAMINATION 2008 020.022.05741 346.91 704.40 937.16 1,988.47 29/08 COUGS (BROCK RD) L TD BUILDING DEMOLISHED 2008 030.011.21900 490.67 996.30 341.10 1,828.07 30/08 DEREK/ELIZABETH LAPPER SWIMMING POOL FILLED IN 2008 010.026.15500 20.08 40.77 13.96 74.81 39/08 ANTONI NO/NANCY PICCIOLO BUILDING DEMOLISHED 2008 010.039.07600 275.63 559.67 191.61 1,026.91 40/08 PAULlVINCE/SAM CALLERI BUILDING DEMOLISHED 2008 030.011.16300 257.38 522.61 178.92 958.91 41/08 DAN FANELLI BUILDING DEMOLISHED 2008 010.021.18200 331.50 673.13 230.45 1,235.08 45/08 WORD OF TRUTH CHRISTIAN BECAME EXEMPT 2008 020.022.05392 730.73 1,483.80 1,670.22 3,884.75 7,731.48 15,708.16 16,843.83 40,283.47'i . ~ .. -I ~ d ~ C3 ~ :tt '..J ,~ ~ U\ ~ I 8\ Citq o~ REPORT TO EXECUTIVE COMMITTEE Report Number: CS 51-08 Date: November 10, 2008 ! 7i I From: Gillis A. Paterson Director, Corporate Services & Treasurer Subject: 2008 Year End Audit Recommendation: 1. That the Audit Plan as submitted by Deloitte & Touche LLP, included as Attachment 1 to this report be received for information; and, 2. That the Chief Administrative Officer and the Director, Corporate Services & Treasurer be authorized to sign the Auditor's Engagement Letter on behalf of the City. Executive Summary: In accordance with generally accepted auditing standards the audit plan is prepared to communicate the auditor's approach and reporting responsibilities to the Executive Committee, who has oversight responsibility for the Financial Reporting Process. This plan is submitted prior to the ,commencement of the year end audit. Financial Implications: The audit fee, for City & Library, of $66,900 represents an increase of approximately 4% over the prior year. Sufficient provision was included in the 2008 Current Budget. Sustainability Implications: implications. This report does not contain any sustainability Background: In the Committee's role as the body responsible for oversight of the Financial Reporting Process, the Committee is to review the audit plan for the upcoming 2008 year end audit. The audit plan provides the scope of the audit services to be provided, the auditor's formal reporting responsibilities and an outline of the audit approach. It is included as Attachment 1 to this report. At the Council meeting of October 10, 2006 Resolution 154/06 appointed Deloitte & Touche as the City's external auditors for a period of 5 years which would encompass the 2006 to 2010 audits inclusive. However Deloitte & Touche require an Engagement Letter be signed annually with each audit which summarizes their role as external Report CS 51-08 Date: November 10, 2008 Subject: 2008 Year End Audit Page 2 76 auditor, management's responsibilities and provides the estimate of the audit fees. The audit fee for the 2008 year end audit increased overall, including City & Library, by $2,650 or approximately 4% which is deemed acceptable. Attachments: 1 . Audit Plan 2. Engagement Letter Prepared By: ~-{aR S:?~A~ Kristine Senior Manager, Accounting Services Approved I Endorsed By: .~~z:~ Gillis A. Paterson Director, Corporate Services & Treasurer GAP:vw Copy: Chief Administrative Officer ,," '. t '7 7 , I I ATTACHMENT.#--L. TO REPORT#..c..~ -51- u'j! Deloitte The Corporation of the City of Pickering Au.dit Plan Year Ending December 31, 2008 Audit. Tax .Consulting . Financial Advisory. Deloitte 78 I \. :! . Deloitte & Touche LLP 5140 Yonge Street Suite 1700 Toronto, ON M2N 6L7 Canada Tel: (416) 601 6150 Fax: (416) 601 6151 www.deloitte.ca October 24, 2008 Private and Confidential The Members of the Executive Committee The Corporation of the City of Pickering 1 The Esplanade Pickering ON LlV 6K7 Dear Executive Committee Members: Weare pleased to submit for your review our 2008 audit plan for the audit of the consolidated financial statements of the Corporation of the City of Pickering (the "City") for the year ending December 31, 2008. The key objectives of this document are to: Outline our services to be provided; Outline our formal reporting responsibilities; Outline our audit approach; Introduce the professional resources we will employ on the audit; Provide you with the opportunity to review our audit plan and ask any questions you might have; and · Assist you in discharging your responsibilities relative to the external audit ofthe City of Pickering. The objective of an audit of the consolidated financial statements in accordance with Canadian generally accepted accounting standards ("GAAS") is to express an opinion on the fairness of the presentation of the consolidated financial statements in accordance with Canadian generally accepted accounting principles ("GAAP") for local governments. This audit plan is intended solely for the use of the Executive Committee, to assist you in discharging your responsibilities with respect to the consolidated financial statements and should not be used for any other purpose. Any use that a third party makes of this report is the responsibility of such third party. Yours sincerely, dJ~ 0/- f~e., LLI Chartered Accountants Licensed Public Accountants Member of Deloitte Touche Tohmatsu ',. 79 Table of contents Client service objectives Financial reporting responsibilities Communications plan The Deloitte audit approach Auditor independence Appendices Appendix I - Audit team Appendix II - Accounting update and other developments (Public Sector) @ Deloitte & Touche LLP and affiliated entities. Page 3 4 5 7 12 City of Pickering - 2008 Audit Plan 2 80 CJient service objectives In serving you/ we develop client service objectives that strive to meet the expectations of both the Executive Committee and management. Our client service objectives for 2008 are: · Develop an audit plan for the City to fulfill all professional requirements and provide timely, value added services. · Deliver professional services to assist the Executive Committee in meeting the current requirements of Canadian Generally Accepted Accounting Principles ("GAAP") and financial reporting requirements. · Assign an audit service team specific to the City's needs. · Maintain and demonstrate our commitment to the Municipal sector. · Regularly communicate with management so that they are fully informed of the status of our audit work and issues detected through such work on a timely basis. · Provide regular communication to the Executive Committee and management on our findings. · Assist the Executive Committee and management in the early identification of changing professional requirements regarding Canadian GAAP for local governments and other reporting requirements. · Review with the Executive Committee and management identified areas of risk or focus and develop the appropriate audit response. · Proactively keep the Executive Committee and management informed as to current business, financial and other developments, which are relevant to the City. In summary, we will provide: · Timely communications on the results of our audit work to management and the Executive Committee; and · The statutory auditors' reports for the City (Consolidated financial statements, Trust Funds and Public Library). Integral to our plan is an understanding of the respective financial reporting roles and responsibilities of each of management, the Executive Committee and Deloitte. These have been documented in the following section. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 3 8 1 Financial Reporting Responsibilities Executive Committee - Review the audit plan and audit results documents - Review, recommend and approve the annual consolidated financial statements - Follow up on audit recommendations - Understand, discuss and address fraud and error risk factors with management - Maintain oversight of the systems of internal control - Oversight in managing and monitoring financial risks - Review external financial com mu n ications Management - Maintain appropriate controls and accurate financial records - Report financial results on a fair, consistent and timely basis in accordance with GAAP for local government - Select appropriate accounting and disclosure policies - Maintain compliance with reporting and regulatory requirements - Identify principal risks and establish and maintain a cost- effective control environment - Prepare financial statements - Provide management representations D.eloitte - Perform a cost- effective audit in accordance with Canadian generally accepted auditing standards - Assess accounting principles and financial statement disclosures - Understand key management control systems and processes and assess risk - Report opportunities for improvements in control processes - Express an opinion on the fairness of presentation of the financial statements · We believe the optimal client relationship is one in which there is an open line of communication between the Executive Committee, City Management and Deloitte. · In order to achieve a balanced relationship, each party must have the opportunity to meet with each of the other two parties on a timely basis. · Commitment from, and interaction between, all three parties lead to continual improvement in the quality of the financial reporting process. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 4 Communications plan 82 As external auditors to the City we are accountable to the Executive Committee We have been engaged to perform the following statutory audits for the year ending December 31, 2008: · Consolidated financial statements of the Corporation of the City of Pickering (the "City"); · Financial Statements of the City of Pickering Public Library Board; and · Financial Statements of the City of Pickering Trust Funds. Our formal communications will include: · The audit plan; including the level of responsibility assumed in performing an audit under Canadian generally accepted auditing standards; · The audit results document, including any managelTlent letter comments as applicable; · Our auditors' report on the financial statements; · Report on matters requested by the Executive Committee; and · Confirmation of our independence (including disclosure of any relationships that bear on our independence) and reporting on all services. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 5 83 Communications plan (continued) · We are also required to report on: - Whether there were any limitations placed on our audit scope; and any difficulties encountered during the audit; - Appropriateness of significant accounting policies and the application thereof, effect of significant changes in accounting policies and existence of alternative acceptable accounting policies; - Management judgments and accounting estimates; and - All significant unadjusted differences as well as significant adjustments made as a result of our findings. · Should any of the following matters be noted during the audit we will bring them to the attention of the Executive Committee: - Evidence of fraud, or possible fraud, misstatements or illegal acts; - Significant weaknesses in internal control relating to the preparation of the financial statements; - Significant or unusual transactions; - Related party transactions which are not in the normal course of operations; - Disagreements with management; - Consultation by management with other accountants about any significant auditing or accounting matters; - Actions that if they become public, might cause embarrassment; - Non-compliance with regulatory requirements; and - Major issues discussed with management that influenced the audit appointment. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 6 The Deloitte audit approach :! , 84 The Deloitte audit approach is a systematic methodology used to tailor our audit scope and plan specifically for the unique issues facing the City. The Deloitte audit approach has the following key attributes. It is: · Partner-led - The audit plan is driven by our partners' experience and detailed knowledge of the City's business. Significant input is obtained from the partners at all stages of the audit engagement. · Focused - We identify and design appropriate audit procedures that focus on risks associated with the City, the audit engagement, and potential errors in significant account balances or disclosures. · Interactive - We interact with the City's management and the Executive Committee and respond to their needs and expectations. · Dynamic - We tailor our audit plan to respond to changing circumstances. Perform pre-engagement activities Plan Perform preliminary planning Perform audit plan ~ Perform Perform post-engagement activities Conclude Conclude and report These five steps are not necessarily chronological and are not mutually exclusive. For example, once the audit plan has been developed and is being performed, we may become aware of a risk that was not identified during the planning phase. Based on the new information, we will reassess our planning activities and adjust the audit plan accordingly. The Deloitte audit approach interweaves our year-round involvement, the use of specialists, and a focus on continuous communication with management and the Executive Committee throughout the audit process. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 7 85 The Deloitte audit approach (continued) The key elements of the audit approach are as follows: Planning · Review results from prior year's audit · Understanding of governance processes and expectations · Assess areas of risk and exposure in financial statement reporting . Assess the design and implementation of entity wide controls and significant business cycle controls j · Update our understanding of the business · Establish materiality guidelines! .-r~~~~--<-~^'~--"~ Testing of systems & Substantive testing controls . Test significant · Assess operating effectiveness of transactions and account key control activities, upon which balances we intend to rely, in ensuring the . Consider appropriateness integrity of financial reporting and and relevance of risk management monitoring accounting policies processes · Evaluate results based on · Consider reliability and integrity of materiality guidelines technology that supports key processes and controls . Consider the control and governance processes underlying all significant transactions · Evaluate audit results . Consider impact of new accounting pronouncements · Assess compliance with Canadian GAAP for local governments · Conclude and report Review of financial statements and related disclosures 1 Materiality is an essential element of Canadian generally accepted auditing standards. In the context of financial reporting, materiality refers to the magnitude of an omission or misstatement of accounting information that, in light of the surrounding circumstances, makes it probable that the judgment of a reasonable person relying on the information would have been influenced, or a decision changed, by the omission or misstatement. Quantitative Guidelines for Not-for-Profit Entities are generally .5 to 2% of total expenses or total revenues. We will base the quantitative considerations of our materiality for the consolidated financial statements of the City on 1.5% of budgeted expenditures. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 8 86 The Deloitte audit approach (continued) Auditor's responsibility to consider fraud and error In response to CICA Assurance Handbook Section 5135, "The Auditor's Responsibility to Consider Fraud", we will perform audit procedures to address fraud risks. The Executive Committee should recognize that every organization has inherent fraud risks due to internal and external conditions such as size, dispersed locations, general economic conditions, nature of various operations, and the like. There are three common fraud risk factors, the existence of which can increase the likelihood that fraud could occur. These include: · pressures and incentives; · attitudes/rationalization; and · opportunity. The Executive Committee's oversight and understanding of fraud and error risks helps to ensure that management fulfills its responsibility to facilitate a strong internal control environment to minimize fraud opportunities and can also deter management from committing fraud. It should be noted that the objective of an audit of financial statements is to enable the auditor to express an opinion whether the financial statements present fairly, in all material respects, the financial position, results of operations and cash flows in accordance with Canadian generally accepted accounting principles. Due to the inherent limitations of an audit, there is an unavoidable risk that some material misstatements of the financial statements will not be detected, even though the audit is properly planned and performed in accordance with generally accepted auditing standards. The assurance an auditor provides concerning lack of misstatements arising from fraud is necessarily lower than the assurance provided concerning those arising from error. Specific Inquiries to be addressed by the Executive Committee · Any knowledge of any actual, suspected or alleged fraud and error affecting the City? . What role, if any, does the Executive Committee exercise over the oversight of: 1 Management processes for identifying and responding to the risks of fraud and error in the City? 2 The internal controls that management has established to mitigate these risks? . What are your views about the risks of fraud in the City? @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 9 87 The Deloitte audit approach (continued) Areas of audit focus We have identified the following areas of focus, based on our review of prior years' files, awareness of current year activities and discussions with management. Account balance/ Description of issue Audit response business issue Year-end cut- . Determine if cut-off of revenues . Focused substantive testing on accounts off and expenditures is appropriate. payable, accrued liabilities, deferred revenue and accounts receivable. . Test disbursements and cash receipts subsequent to year-end. . Test supporting assumptions for accrued . liabilities, deferred revenue and accounts receivable. Actuarially . Accuracy and completeness of . Review actuarial report, including related Determined certain liabilities such as assumptions. Liabilities Workplace Safety and Insurance ("WSIB") and post-employment . Ensure appropriate accounting treatment has benefits. been applied. . Review related financial statement note disclosure for accuracy and completeness. . Communicate with actuary on our reliance on their report for audit purposes. Reserves and . Approval of transfers to and from . Substantive testing of the continuity and of Reserve Funds reserves and reserve funds. material transactions to determine if transfers are in accordance with Council approvals and/or legislative requirements. Capital Fund . Revenue Recognition. . Substantive testing to ensure restricted contributions (Le. development charges, gas . Capital expenditures- year end tax, conditional grants) have been cut-off. recognized as revenue in the appropriate period. . Substantive testing to ensure appropriate accruals for capital expenditures incurred before the year-end. <9 Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 10 B8 The Deloitte audit approach (continued) Areas of audit focus (continued) Account balance/ Description of issue Audit response business issue . Compliance with PS3070 . Review accounting for Investment in "Investment in Government Veridian Corporation and related disclosures. Business Enterprise". Investment . Review financial statements of Veridian in Veridian Corporation. Corporation · Communication with Veridian Corporation's auditor on our reliance on their auditor's report for purposes of the City's audit. Management . Estimates require management . Focused review of calculations and support. estimates judgment (i.e. allowance for ., Discussion with management. significant property tax appeals, . Analytic review of related accounts. contingent liabilities, etc.) . Public Sector . Selection of appropriate . Review of significant accounting policies, Accounting accounting policies, adequacy of implementation of new standards and any Standards disclosures and treatment of non- unusual transactions. routine transactions. Impact of any new or upcoming . Work with City staff to determine if . appropriate implementation plans are in accounting standards (e.g. segmented information fiscal place to enable compliance with the new 2008 (PS 2700); tangible capital standards. assets disclosure 2008, (PsG#7), recognition and measurement fiscal 2009 (PS 3150)). @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 11 89 Auditor independence The rules of professional conduct require that we communicate with you on an annual basis all relationships between the City (including its related entities), and Deloitte that, in our professional judgment, may reasonably be thought to bear on our independence. In determining whether a relationship exists that may be thought to bear on our independence, we must consider the following matters: . whether a financial interest, either directly or indirectly exists; · whether a position, either directly or indirectly is held by us, gives us the right or responsibility to exert significant influence over the financial or accounting policies of the City; · economic dependence on the City; . services provided to the City in addition to the audit engagement; and · any personal or business relationships of immediate family, close relatives, partners or retired partners, either directly or indirectly with the City. We continue to be independent with respect to the City. We formally confirmed our independence as auditors of the City in a letter dated May 18, 2008 and we will formally report again at the conclusion of the 2008 audit. <9 Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 12 Appendix I Audit team 90 @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 13 91 Appendix II - Accounting update and other developments (Public sector) The information included in this appendix was obtained primarily from the CICA Public Sector Accounting Board (PSAB) Web site (http://psab-ccsp.ca). New effective standards Tangible Capital Assets of Fiscal years beginning on The purpose of this Guideline is to provide Local Governments, or after January 1, transitional guidance to a local government on Public Sector Guideline 2007. reporting information related to tangible capital PSG- 7 assets in notes or schedules to its financial statements. When, during the period of transition, a local government has information on some but not all categories of its tangible capital assets, the local government would disclose information in accordance with TANGIBLE CAPITAL ASSETS OF LOCAL GOVERNMENTS, PSG-7 and, in addition, disclosure of those categories of tangible capital assets excluded from that disclosure until the relevant information about the complete stock of tangible capital assets can be provided. Segment Disclosures, Fiscal years beginning This Section establishes standards on how to define Section PS 2700 on or after April 1, and disclose segments in a government's 2007. consolidated financial statements. These standards apply to the summary financial statements of federal, provincial, territorial and local governments. Other government organizations that apply the standards of the CICA Public Sector Accounting Handbook (CICA PSA Handbook) are encouraged to provide the disclosures established in this Section when their operations are diverse enough to warrant such disclosures. Transitional provisions From fiscal years This Section has been amended to add transitional to Government beginning on or after provisions that allow a government, in limited Reporting Entity, April 1, 2005 until cases, to choose to record the newly included Section PS 1300 fiscal years beginning government organizations in the financial on or after April 1, statements on a modified equity basis, rather than 2008. fully consolidating, from the date of initial application until fiscal years beginning on or after April 1, 2008. For fiscal years beginning on or after April 1, 2008, the government will be required to fully consolidate these government organizations, in accordance with paragraph PS 1300.27. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 14 . Appendix II - Accounting update and other developments (Public sector) ( continued) 92 Tangible Capital Assets, Section PS 3150 Financial statement concepts, Amendment - Section PS 1000 Financial statement objectives, Amendment - Section PS 1100 Financial statement presentation, Amendment - Section PS 1200 Currently effective for federal, provincial and territorial governments. Effective for fiscal years beginning on or after January 1, 2009 for local governments only. Earlier adoption is encouraged. Currently effective for federal, provincial and territorial governments. Effective for fiscal years beginning on or after January 1, 2009 for local governments only. Earlier adoption is encouraged. @ Deloitte & Touche LLP and affiliated entities. The revisions to Section PS 3150, Tangible Capital Assets, focus primarily on local governments recognizing and amortizing all their tangible capital assets. They are applicable for fiscal years beginning on or after January 1, 2009. Additional revisions to Section PS 3150, which affect all governments, include: · The definition of cost has been amended to clarify that cost is the gross amount, and that capital grants are not to be netted against the cost of the related tangible capital asset. Guidance on the cost of leased tangible capital assets is also provided. · There is additional guidance on the commencement and cessation of capitalizing carrying costs. · During the period of transition, local governments should follow PUBLIC SECTOR GUIDELINE PSG-7, Tangible Capital Assets of Local Government. The Section now applies to all levels of government. It applies to local governments for fiscal years beginning on or after January 1, 2009. In November 2006, after extensive consultation with the local government community and with only minor amendments to the existing standards for senior governments, the Public Sector Accounting Board (PSAB) approved revised Sections PS 1000, Financial Statement Concepts, PS 1100, Financial Statement Objectives, and PS 1200, Financial Statement Presentation, a single conceptual framework and reporting model for all levels of government in Canada. The revisions focus primarily on local governments applying the same reporting model currently adopted by senior governments for fiscal years beginning on or after January 1, 2009. Beginning on or after January 1, 2009, all governments in Canada will be reporting on a full-accrual basis of accounting. In addition, the PS 1700 and PS 1800 for local governments required a modified accrual basis of accounting, and as such, these Sections will be withdrawn. City of Pickering - 2008 Audit Plan 15 93 Appendix II - Accounting update and other developments (Public sector) ( continued) Introduction to Public Sector Accounting Standards N/A In November 2007 ,the introduction was revised to deem government business enterprises and government business-type organizations publicly accountable and to continue to follow the generally accepted accounting principles for publicly accountable enterprises in the CICA Handbook - Accounting. Therefore, paragraph 06 and appendix A of the introduction and appendix A of Section 2500 (Basic principles of consolidation) were amended. PSAB has approved a Phase II to the Introduction to Public Sector Accounting Standards which will continue to assess the effect of the Accounting Standards Board (AcSB) strategies on government not-for-profit organizations and other government organizations that currently apply the CICA Handbook - Accounting. Government Not-for-Profit Organizations: In September 2008, PSAB agreed to work in conjunction with the Accounting Standards Board's efforts toward the issuance of a collaborative Invitation to Comment that will seek views on the sources of GAAP that could be applied by various types of not-for-profit organizations in both the private and public sectors. Government Organizations: In September 2008, PSAB considered the response to letters received from stakeholders. PSAB agreed to seek additional information relating to the application of the current definitions of and the source of GAAP used by government organizations. @ Deloitte & Touche LLP and affiliated .entities. City of Pickering - 2008 Audit Plan 16 94 Appendix II - Accounting update and other developments (Public sector) ( continued) Introduction to Statements of Recommended Practice Assessment of Tangible Capital Assets PSAB approved revisions to the "Introduction to Statements of Recommended Practice". It reviewed several suggestions for changing the name of SORPs and concluded that the alternatives did not sufficiently reflect the nature of SORPs. Revisions to the Introduction make it abundantly clear that SORPs do not constitute GAAP and that they are intended to provide general guidance but are not mandatory or prescriptive. The main features of this SORP are as follows: . A government can choose to report only on individual, specific categories or groups of tangible capital assets. . Reporting on the physical condition of tangible capital assets is information that does not necessarily have to accompany the financial statements. It could be included in a standalone report or in other public reports such as a budget document. . Information should, at a minimum, include the overall average physical condition rating, average age and useful life and the nature and extent of tangible capital assets in each category. . Narrative information would include discussion of trends in changes in the physical condition and identify the basis of measurement and measurement scale used to assess and report on the physical condition of tangible capital assets. PSAB has approved Assessment of Tangible Capital Assets, as a new Statement of Recommended Practice (SORP). The SORP applies to all governments and government organizations that choose to prepare and present a report on the physical condition of their tangible capital assets. PSAB expects the final SORP to be released in November 2008. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 17 95 Appendix II - Accounting update and other developments (Public sector) ( continued) Environmental Liabilities In June 2006, PSAB approved a Project Proposal. This project will focus on providing guidance for the recognition, measurement and disclosure of those environmental obligations that result in environmental liabilities. Environmental liabilities can represent a significant cost to all levels of government. They have some unique characteristics that challenge financial statement preparers and auditors, i.e.: . there are increasing obligations under laws and regulations and a growing concern over environmental issues; . there may be multi-year activities and various courses of action necessary to address this concern; . identifying when a government has, and is responsible for, an environmental liability is uncertain; . measuring the environmental liability can be difficult as the full costs may not be known until well into the future; and . the timing of the settlement is not always clear. Without accounting standards specific to environmental liabilities, diverse accounting practices may evolve regarding recognition and measurement. Next steps: The work of the task force continues, with a view to issuing a new standard in March 2010. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 18 96 . Appendix II - Accounting update and other developments (Public sector) ( contlnued) Entity-level Financial Statements At its June 2008 meeting, PSAB approved a new project to address those issues specific to entity-level financial statements that are not currently addressed in the Handbook. Next steps: The first step in the project will be to identify those issues. Foreign Currency Translation The objective of this project was to review the current provisions in Section PS 2600, Foreign Currency Translation, to eliminate the deferral and amortization provisions and apply immediate recognition for foreign-denominated monetary items. Next steps: Exposure of proposed changes has been deferred. Financial Instruments Presently, guidance in the Public Sector Accounting (PSA) Handbook in respect of accounting for derivative financial instruments is limited to their application in hedging foreign currency items. Derivative financial instruments are increasingly being used by governments to manage other financial exposures such as interest rate exposures. The scope of the project provides for consideration of public sector reporting implications of the breadth of guidance offered by the recently approved CICA Handbook - Accounting Sections addressing the reporting of financial instruments and related hedge accounting provisions. In March 2008, PSAB discussed the responses received to date on the Statement of Principles (SOP) issued in June 2007. Alternatives to respond to the issues raised relating to accounting for, and presenting information about, financial instruments in government financial statements are being considered. Next steps: PSAB expects to have an exposure draft approved by March 2009, and a final Handbook Section by September 2009. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 19 97 Appendix II - Accounting update and other developments (Public sector) ( continued) Government Transfers This project was started to develop amendments to Section PS 3410, Government Transfers, to address application and interpretation issues raised by the government community. The major issues in the project include: . resolving the debate over the appropriate accounting for multi-year funding provided by governments; . clarifying the nature and extent of the authorization needed to be in place for a transfer to be recognized; . clarifying the degree to which stipulations imposed by a transferring government should impact the timing of . recognition of the transfer by both the transferor and recipient governments; and . addressing the appropriate accounting for capital transfers received under an expense-based accounting regime. In March 2008, PSAB discussed the responses received on the first Re-Exposure Draft issued in April 2007. The first Re-Exposure Draft proposed a different approach to recipient accounting for transfers. It describes when a recipient government would recognize a liability for a transfer. The proposed approach considers the views of the majority of respondents to the ED, builds on the transfers' principles in IPSAS 23 and incorporates elements from the two previous PSAB Associates' Drafts. In September 2008, PSAB received an update on the comments received on the 2007 Re-Exposure Draft as well as proposals being considered by the Government Transfers Task Force. PSAB directed the task force to continue to explore all alternatives and report back. Next steps: PSAB expects to issue a second Re-Exposure Draft in late 2008 once it considers the feedback received and a final Handbook Section by March 2009. <9 Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 20 98 Appendix II - Accounting update and other developments (Public sector) ( continued) Identifying and Reporting Performance Indicators The objective of this project is to provide guidance on the factors to consider for identifying and reporting performance indicators. It will not identify specific indicators for governments, but will enhance and support the Statement of Recommended Practice SORP-2, Public Performance Reporting. Both the type and level of performance indicators varies from government to government as there is no generally accepted guidance to assist selecting particular performance indicators. Performance indicators prepared using a consistent approach across governments will increase credibility and confidence in those reported leading to increased understanding and acceptance of them as a useful tool for assessing accountability. Next steps: This project has been deferred. Indicators of Government Financial Condition In June 2008, PSAB approved a draft SORP on "Indicators of Financial Condition." The draft provides a framework of elements of financial condition and proposes, but does not require a core set of indicators for each element. A draft SORP was published on September 4, 2008. The comment period ends on October 24, 2008. Next steps: PSAB expects to have a final SORP by November 2008 @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 21 99 Appendix II - Accounting update and other developments (Public sector) ( continued) Service Concession Arrangements The International Public Sector Accounting Board (IPSASB) has issued a Consultation Paper "Accounting and Financial Reporting for Service Concession Arrangements" that explores accounting and financial reporting issues for a subset of public-private partnerships from the perspective of the grantor (typically a public sector entity). The IPSASB has identified the following Specific Matters for Comment . It is proposed that a grantor report the property underlying a Service Conc~ssion Arrangement (SCA) as an asset in its financial statements if it is considered to control the property. Criteria for determining control are proposed in the Consultation Paper. . It is proposed that the underlying property reported by the grantor as an asset and the related liability (reflecting any obligation to provide compensation to the operator) is initially measured based on the fair value of the property other than in cases where scheduled payments made by the grantor can be separated into a construction element and a service element. In such cases, the present value of the scheduled construction payments should be used if lower than the fair value of the property. . It is proposed that contractually determined inflows of resources to be received by a grantor from an operator as part of an SCA should be recognized as revenue by the grantor as they are earned over the life of the SCA beginning at the commencement of the concession term, that is, when the underlying property is fully operational. These inflows generally should be considered earned as the grantor provides the operator access to the underlying property, and amounts received in advance of providing a commensurate level of access to the property should be reported as a liability. Next steps: The comment period ended on August 1, 2008. IPSASB is deliberating on the comments received. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 22 1 00 Appendix II - Accounting update and other developments (Public sector) ( continued) Tax Revenue (formerly Revenue) The original Revenue Project was intended to address a strategic gap in government GAAP in - most notably the absence of a definition of revenue for governments in the CICA Public Sector Accounting (PSA) Handbook. That project proposed to address the accounting for numerous revenue types covering both exchange and non-exchange transactions. Developments in accounting for government transfers resulted in PSAB starting a separate Government Transfers Project to address this issue. Further, PSAB's review of its government reporting model (see the Reporting Model and Tangible Capital Assets project summary) resulted in a proposed definition of revenue. In relation to the accounting and reporting guidance for various types of government tax revenues, PSAB used the work done by the International Public Sector Accounting Standards Board (IPSASB) on revenues from non-exchange transactions as a basis for determining how to accou.nt for government tax revenues. PSAB approved an Exposure Draft in December 2007 and the responses to the Exposure Draft were reviewed by PSAB at its June 2008 meeting. The task force expects to analyze the comments in detail and recommend next steps for the project. Next steps: PSAB approved an Exposure Draft in December 2007 and the responses to the Exposure Draft were reviewed by PSAB at its June 2008 meeting. The responses to the exposure draft are currently being analyzed and the task force expects to recommend next steps for the project. @ Deloitte & Touche LLP and affiliated entities. City of Pickering - 2008 Audit Plan 23 1 01 eloitte Deloitte, one of Canada's leading professional services firms, provides audit, tax, consulting, and financial advisory services through more than 7,600 people in 56 offices. Deloitte operates in Quebec as Samson Belair/Deloitte & Touche s.e.n.c.r.1. The firm is dedicated to helping its clients and its people excel. Deloitte is the Canadian member firm of Deloitte Touche Tohmatsu. Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms, and their respective subsidiaries and affiliates. As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms have any liability for each other's acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names "Deloitte," "Deloitte & Touche," "Deloitte Touche Tohmatsu," or other related names. Services are provided by the member firms or their subsidiaries or affiliates and not by the Deloitte Touche Tohmatsu Verein. @ Deloitte & Touche LLP and affiliated entities. 50EST E'dPLOYERS . IN CANADA 2008 r:'" ,t~ ~~1__ :5~,~."~s~;: Member of Oeloitte Touche Tohmatsu ATTACHMENT#L.. TO REPOl\T# (5' 6/' Df' Deloitte Deloitte & Touche LLP 1 0 2 5140 Yonge Street Suite 1700 Toronto ON M2N 6L7 Canada Tel: 416-601-6150 Fax: 416-601-6610 www.deloitte.ca October 20, 2008 Mr. Thomas Quinn Chief Administrative Officer The Corporation of the City of Pickering 1 The Esplanade Pickering ON L1 V 6K7 Mr. Gillis Paterson Director, Corporate Services and Treasurer The Corporation of the City of Pickering 1 The Esplanade Pickering ON L1 V 6K7 Dear Mr. Quinn and Mr. Paterson: Deloitte & Touche LLP ("Deloitte" or "we" or "us") is pleased to serve as your auditors for the year ending December 31,2008. Ms. Paula Jesty will be responsible for the services that we perform for The Corporation of the City of Pickering (the "City"). She will, as considered necessary, call upon other individuals with specialized knowledge, either in this office or elsewhere in our firm to assist in the performance of our services. In addition to the financial statement audit we are engaged to provide under this engagement letter, we would also be pleased to assist the City on issues as they arise throughout the year. Hence, we hope that you will call Ms. Paula Jesty whenever you believe Deloitte can be of assistance. We will perform this engagement subject to the terms and conditions set forth herein and in the accompanying appendices. Audit of financial statements Our engagement is to perform an audit of the City's consolidated financial statements for the year ending December 31, 2008 in accordance with Canadian generally accepted auditing standards ("Canadian GAAS"). In addition, we will perform a financial statement audit of the City of Pickering Public Library Board and of the City of Pickering Trust Funds. The objective ofa financial statement audit conducted in accordance with Canadian GAAS is to express an opinion on the fairness of the presentation, in all material respects, of the City's financial statements for the year ended December 31, 2008 in accordance with Canadian generally accepted accounting principles ("Canadian GAAP"). Appendix A contains a description of a financial statement audit in accordance with Canadian GAAS. . . 1 03 The Corporation of the City of Pickering October 20, 2008 Page 2 Our ability to express an opinion and the wording of our opinion will, of course, be dependent on the facts and circumstances at the date of our report. If, for any reason, we are unable to complete the audit or are unable to form or have not formed an opinion, we may decline to express an opinion or decline to issue a report as a result of this engagement. If we are unable to complete our audit or if our auditors' report requires modification, the reasons therefore will be discussed with the Executive Committee and the City's management. Management's responsibilities Appendix B describes management's responsibilities for (1) the financial statements and the effectiveness of internal control over financial reporting, (2) the representation letter, (3) independence matters as a result of restrictions on providing certain services, (4) independence matters relating to hiring, and (5) fraud and error. Auditor communications with those having oversight responsibility for the financial reporting process In accordance with Canadian GAAS, we are required to communicate with those having oversight responsibility for the financial reporting process about various matters in connection with our audit. Appendix C describes such communications. Inclusion of Deloitte reports in documents and public oral statements or references to Deloitte in other documents and on electronic sites If the City intends to publish or otherwise reproduce in any document our report on the City's financial statements, or otherwise make reference to Deloitte in a document that contains other information in addition to the audited financial statements, thereby associating Deloitte with such document, the City agrees that its management will provide Deloitte with a draft of the document to read and obtain our written consent for the inclusion or incorporation by reference of our report, or the reference to Deloitte, in such document before the document is printed and distributed. The inclusion or incorporation by reference of our report in any such document would constitute the re-issuance of our report. Management agrees to provide adequate notice of the preparation of any such public documents. The City also agrees that it will notify us and obtain our written approval prior to including our report or financial statements with which we are associated on an electronic site. Further, it is agreed that in any electronic distribution, for example on the City's web site, management is solely responsible for the accurate and complete reproduction of our report and the subject matter on which we reported. Our engagement to perform the services described above does not constitute our agreement to be associated with any such documents published or reproduced by or on behalf of the City. Any request by the City to re-issue our report, to consent to its inclusion or incorporation by reference in an offering or other document, or to agree to its inclusion on an electronic site, will be considered based on the facts and circumstances existing at the time of such request. The estimated fees outlined herein do not include any services that would need to be performed in connection with any such required services; fees for such services (and their scope) would be subject to our mutual agreement at such time and would be described in a separate engagement letter. '104 The Corporation of the City of Pickering October 20, 2008 Page 3 Fees We estimate that our total fees for this audit will be as follows, plus applicable taxes (such as Goods and Services Tax): The Corporation of the City of Pickering (including Trust Funds) Pickering Public Library Board $61,500 $5,400 Appendix D includes circumstances affecting timing and fee estimates. Other matters This engagement letter, including the appendices attached hereto and made a part hereof, constitutes the entire agreement between the parties with respect to this engagement and supersedes all other prior and contemporaneous agreements or understandings between the parties, whether written or oral, relating to this engagement. This engagement contract will continue in force for subsequent audits unless amended by the mutual consent of ourselves and the City. If the above terms are acceptable and the services described are in accordance with your understanding, please sign the copy of this engagement letter in the space provided and return it to us. Yours truly, dJ~ cf tiw:Ae.- LLI Chartered Accountants Licensed Public Accountants Enclosure The services and terms set forth in this contract are accepted and agreed to by The Corporation of the City of Pickering: Signature Title Date 1 05 Appendix A Description of a financial statement audit in accordance with Canadian GAAS The Corporation of the City of Pickering December 31, 2008 Components of a financial statement audit A financial statement audit includes the following: . Obtaining an understanding of the entity and its environment, including internal control, sufficient to identify and assess the risks of material misstatements of the financial statements, and sufficient to design and perform further audit procedures. This understanding is not sufficient for, and should not be relied upon for, any other purpose; . Examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements; . Inquiring directly of those responsible for oversight of the financial reporting process regarding their views about the risk of fraud and whether they have knowledge of any fraud or suspected fraud affecting the City; . Assessing the accounting principles used and significant estimates made by management; and . Evaluating the overall financial statement presentation. Reasonable assurance We will plan and perform the audit to obtain reasonable assurance about whether the financial statements present fairly, in all material respects, the financial position, results of operations and changes in financial position in accordance with Canadian GAAP. Accordingly, we will design our audit to provide reasonable, but not absolute, assurance of detecting material misstatements whether caused by error or fraud. It is important to recognize that there are inherent limitations in the auditing process. Material misstatements, if they exist, may not be detected because offactors such as the use of judgment, the concept of selective testing of the data underlying the financial statements, and the persuasive rather than conclusive nature of much of the evidence. Because of the nature of fraud, including attempts at concealment through collusion and forgery, an audit designed and executed in accordance with Canadian GAAS may not detect a material fraud. Furthermore, while effective internal control reduces the likelihood that misstatements will occur and remain undetected, it does not eliminate that possibility. For these reasons we cannot guarantee that fraud, error or other illegal acts, if present, will be detected. Internal control over financial reporting We obtain an understanding of internal control relevant to the audit however, not all controls are relevant to every audit. We evaluate the design of c<;mtrols relevant to the audit and determine whether they have been implemented. We are not, however, required to determine whether relevant controls are operating effectively. Although it is not required by generally accepted auditing standards, we may decide that for a particular engagement, it makes sense to rely on the effective operation of some controls in determining the substantive procedures we will perform. In this case, we would go beyond evaluating the design of relevant controls and determining whether they have been implemented, to also test whether the controls on which we intend to rely are operating effectively. Accordingly, while generally accepted auditing standards require us to report to the Executive Committee any significant weaknesses that have come to our attention, we may not be aware of all material weaknesses in internal control that do, in fact, exist. While we are not obligated to report other control matters coming to our attention we will endeavour to report to management, and if requested the Executive Committee, other control deficiencies that we believe may be of interest to management. '] 06 Appendix B Management's responsibilities The Corporation of the City of Pickering December 31, 2008 Financial statements and the effectiveness of internal control over financial reporting The preparation and overall accuracy of the financial statements and their conformity with Canadian GAAP is the responsibility of the City's management. In this regard, management has the responsibility for, among other things: 1. Establishing and maintaining effective internal control over financial reporting and informing Deloitte of weaknesses identified in the design or operation of internal control over financial reporting; 2. Informing Deloitte of any changes in the City's internal control over financial reporting that occurred during the current fiscal year that have materially affected, or are reasonably likely to materially affect, the City's internal control over financial reporting; 3. Identifying and ensuring that the City complies with the laws and regulations applicable to its activities and informing us of any known material violations of such laws or regulations; 4. Adjusting the financial statements to correct material misstatements; 5. Safeguarding assets; and 6. Making available to us complete information relating to the engagement including, but not limited to, all financial records and related data including information on the recognition, measurement and disclosure of specific items, and copies of all minutes of meetings of council, and committees of council. Representation letter We will make specific inquiries of the City's management about the representations embodied in the financial statements and internal control over financial reporting. As part of our audit procedures, we will request that management provide us with a representation letter acknowledging management's responsibility for the preparation of the financial statements and affirming management's belief that the effects of any uncorrected financial statement misstatements aggregated by us during the current audit engagement and pertaining to the latest period presented are immaterial, both individually and in the aggregate, to the financial statements taken as a whole. We will request that management confirm certain significant representations made to us during our audit on matters that are: 1. Directly related to items that are material, either individually or in the aggregate, to the financial statements; 2. Not directly related to items that are material to the financial statements but are significant, either individually or in the aggregate, to the engagement; and 3. Relevant to management's judgments or estimates that are material, either individually or in the aggregate, to the financial statements. The responses to inquiries and related written representations of management required by Canadian GAAS are part of the evidential matter that we will rely on as auditors in forming our opinion on the City's financial statements. Independence matters For purposes of the following two paragraphs, "Deloitte" shall mean Deloitte & Touche LLP, Deloitte Touche Tohmatsu, its member firms and the affiliates ofDeloitte & Touche LLP, Deloitte Touche Tohmatsu and its member firms. . .Appe~dh , Independence matters as a result of restrictions on providing certain services In connection with our engagement, Deloitte, management, and the Executive Committee will assume certain roles and responsibilities in an effort to assist Deloitte in maintaining independence and ensuring compliance with Canadian independence rules. Deloitte will communicate to its partners and employees that the City is an attest client. Management of the City will ensure that the City, together with its boards and other entities that comprise the City for purposes of the consolidated financial statements, has policies and procedures in place for the purpose of ensuring that neither the City nor any such board or other entity will act to engage Deloitte or accept from Deloitte any service that either has not been subjected to their pre-approval process or that under Canadian independence rules or other applicable rules would impair Deloitte's independence. All potential services are to be discussed with Ms. Paula Jesty. Independence matters relating to hiring Deloitte must assess threats to independence created when a former Deloitte partner or member of the engagement team is employed by management. In order to assist Deloitte in maintaining independence, management should notify Ms. Paula Jesty where substantive employment conversations have been had with a former or current Deloitte partner or engagement team member. Fraud and error Management is responsible for: 1. Designing and implementing programs and controls to prevent and detect fraud and error; 2. Informing us about all known or suspected fraud affecting the City involving (a) management, (b) employees who have significant roles in internal control, and (c) others where the fraud could have a material effect on the financial statements; 3. Informing us of its knowledge of any allegations of fraud or suspected fraud affecting the City received in communications from employees, former employees, analysts, or others; 4. Informing us of any information it might have regarding any concerns or allegations of potential errors in the selection of accounting policies or the recording of transactions affecting the City that have been communicated to it by employees, former employees, analysts, or others, whether written or oral; 5. Informing us of its assessment of the risk that the financial statements may be materially misstated as a result of fraud; and 6. Communicating its belief that the effects of any uncorrected financial statement misstatements aggregated during the audit are immaterial, both individually and in the aggregate, to the financial statements taken as a whole. '1 08 Appendix C Auditor communications The Corporation of the City of Pickering December 31, 2008 Independence communications In accordance with Canadian GAAS, we will disclose to the Executive Committee, in writing, all relationships between Deloitte and the City and its related entities, that in our professional judgment may reasonably be thought to bear on our independence and confirm to the Executive Committee in such letter whether, in our professional judgment, we are independent of the City within the meaning of the Rules of Professional Conduct of our profession. For purposes of this paragraph, "Deloi tte'; shall mean Deloitte & Touche LLP, Deloitte Touche Tohmatsu, its member firms and the affiliates ofDeloitte & Touche LLP, Deloitte Touche Tohmatsu and its member firms. Fraud, error and illegal acts If items of the following nature come to our attention, and in our judgment need to be reported to those charged with governance, we will report them directly to the Executive Committee: 1. Any fraud that involves management; 2. Any fraud (whether caused by management or other employees) of which we become aware that has resulted or could result in a non-trivial misstatement of the financial statements; 3. Any fraud involving employees who have significant roles in internal control; 4. Uncorrected misstatements aggregated by us during the audit that were determined by management to be immaterial, both individually and in the aggregate, to the financial statements taken as a whole; 5. Questions regarding the honesty and integrity of management; 6. Matters that may cause future financial statements to be materially misstated; 7. Significant misstatements resulting from error that were corrected by management; 8. Significant weaknesses in internal control; and 9. Related party transactions that are not in the normal course of operations and which involve significant judgments made by management concerning measurement or disclosure. We will inform the appropriate level of management of the City and determine that the Executive Committee is adequately informed with respect to illegal acts that have been detected or have otherwise come to our attention in the course of our audit, unless the illegal acts are clearly inconsequential. We will inform the appropriate level of management where we have identified a misstatement resulting from an error, other than a trivial error. The matters communicated will be those that we identify during the course of our audit. Our audit would not identify all matters that may be of interest to management in discharging its responsibilities. Communication with the appropriate level of authority in the organization's management and with those charged with governance will be determined by the type and significance of the matter to be communicated. , I. 109 Appendix D Circumstances affecting timing and fee estimate The Corporation of the City of Pickering December 31, 2008 The fees quoted for the audit are based on certain assumptions. Circumstances may arise during the engagement that may significantly affect the targeted completion dates and our fee estimate. As a result, additional fees may be necessary. Such circumstances include, but are not limited to, the following: Audit facilitation I. Changes to the timing of the engagement at the City's request. Changes to the timing of the engagement usually require reassignment of personnel used by Deloitte in the performance of services hereunder. However, because it is often difficult to reassign individuals to other engagements, Deloitte may incur significant unanticipated costs. 2. All audit schedules are not ( a) provided by the City on the date requested, (b) completed in a format acceptable to Deloitte, (c) mathematically correct, or (d) in agreement with the appropriate City records (e.g., general ledger accounts). Deloitte will provide the City with a separate listing of required schedules, information requests, and the dates such items are needed. 3. Significant delays in responding to our requests for information such as reconciling variances or providing requested supporting documentation (e.g., invoices, contracts, and other documents). 4. Deterioration in the quality of the City's accounting records during the current year engagement in comparison with the prior-year engagement. 5. A completed trial balance, referenced to the supporting analyses, schedules and financial statements, is not provided timely by the City. 6. Draft financial statements with appropriate supporting documentation are not prepared accurately and timely by the City's personnel. 7. Electronic files in an appropriate format and containing the information requested are not provided by the City on the date requested for our use in performing file interrogation. Deloitte will provide the City with a separate listing of the required files and the dates the files are needed. 8. The engagement team, while performing work on the City's premises, is not provided with access to the Internet via the City's existing network or through a n, DSL, or cable connection for purposes of conducting the engagement. Significant issues or changes 9. Significant weaknesses are identified in the City's internal control that result in the expansion of our audit procedures. 10. A significant level of proposed audit adjustments is identified during our audit. 11. A significant number of drafts of the financial statements are submitted for our review or we identify a significant level of deficiencies in the draft financial statements. 12. Significant new issues or changes arise as follows: a. New accounting issues. b. Changes in accounting policies or practices from those used in prior years. c. Events or transactions not contemplated in our budgets. d. Changes in the City's financial reporting process or IT systems. e. Changes in the City's accounting personnel, their responsibilities, or their availability. f. Changes in auditing standards. g. Change in the City's use of specialists, or the specialists and / or their work product does not meet the qualifications required by Canadian GAAS for our reliance upon their work. 13. Changes in audit scope caused by events that are beyond our control. Appendix E Standard terms and conditions The Corporation of the City of Pickering December 31, 2008 , t \ 1 1 0 The following general business terms (the "Terms") apply to the engagement except as otherwise provided in the specific engagement letter agreement (the "engagement letter") between De10itte & Touche LLP ("De10itte") and The Corporation of the City of Pickering (the "Client") to which these Terms are attached. 1. Timely performance - Deloitte will not be liable for failures or delays in performance that arise from causes beyond Deloitte's control, including the untimely performance by the Client of its obligations as set out in the engagement letter. 2. Right to terminate services - If the Client terminates the engagement or requests that De10itte resign from the engagement prior to its completion, the Client will pay for time and expenses incurred by De10itte up to the termination or resignation date together with reasonable time and expenses incurred to bring the services to a close in a prompt and orderly manner. Deloitte will not be responsible for any loss, cost or expense resulting from such termination or resignation. Should the Client not fulfill its obligations set out herein or in the engagement letter, and in the absence of rectification by the Client within thirty (30) days of notification in writing by De1oitte, upon written notification Deloitte may terminate its services immediately and will not be responsible for any loss, cost or expense resulting from such early termination. 3. Fees and taxes - Any fee estimates take into account the agreed-upon level of preparation and assistance from Client personnel. De10itte undertakes to advise management of the Client on a timely basis should this preparation and assistance not be provided or should any other circumstances arise which cause actual time to exceed that estimate. The Client is responsible for the payment of any applicable federal, provincial or other goods and services or sales taxes, or any other taxes or duties, in connection with the services provided by Deloitte. 4. Expenses - In addition to professional fees, the Client will reimburse Deloitte for its reasonable out- of-pocket expenses including travel, meals and hotels incurred in connection with this engagement. 5. Billing - Invoices will be rendered periodically as agreed in advance. All invoices shall be due and payable when rendered. Interest shall be calculated at a simple daily rate of 0.0493% (equivalent to 18% per annum). Interest shall be charged and payable at this rate on any part of an invoice which remains unpaid from thirty (30) days after the invoice date to the date on which the outstanding invoice is paid. To the extent that as part of the services to be performed by De10itte as described in the engagement letter, Deloitte personnel are required to perform the services in the United States of America ("U.S. Business"), the Client and Deloitte agree to assign performance of the U.S. Business to De10itte Canada LLP, an affiliate ofDeloitte. All services performed by De10itte Canada LLP shall be performed under the direction of De10itte which shall remain responsible to the Client for such services. De10itte Canada LLP shall invoice the Client with respect to the U.S. Business and Deloitte will invoice for services performed in Canada ("Canadian Business"). Payment for U.S. Business and/or Canadian Business can be settled with one payment to Deloitte. 6. Governing law - The engagement will be governed by the laws of the Province where De1oitte's principal office performing the engagement is located and all disputes related to the engagement shall be subject to the exclusive jurisdiction of the courts of such Province. 7. Working papers - All working papers, files and other internal materials created or produced by De10itte related to the engagement are the property of De10itte. In the event that Deloitte is requested by the Client or required by subpoena or other legal process to produce its files related to this engagement in proceedings to which De10itte is not a party, the Client will reimburse De10itte for its professional time and expenses, including legal fees, incurred in dealing with such matters. De10itte will not return or provide records or information obtained in the course of the engagement to the '1 1 1 Appendix E Client if it is illegal to do so or if Deloitte is requested to withhold the records or information by law enforcement or other public or regulatory authorities (regardless of whether the engagement has been terminated). 8. Privacy - Deloitte and the Client acknowledge and agree that, during the course of this engagement, Deloitte may collect personal information about identifiable individuals ("Personal Information"), either from the Client or from third parties. The Client and Deloitte agree that Deloitte will collect, use and disclose Personal Information on behalf of the Client solely for purposes related to completing this engagement, providing services to the Client, and in a manner consistent with section 10 below. Deloitte shall not collect, use and disclose such Personal Information for Deloitte's own behalf or for its own purposes. 9. Third parties - Deloitte's engagemerit is not planned or conducted in contemplation of or for the purpose of reliance by any third party (other than the Client and any party to whom Deloitte's audit report is addressed) or with respect to any specific transaction. Therefore, items of possible interest to a third party will not be addressed and matters may exist that would be assessed differently by a third party, possibly in connection with a specific transaction. 10. Confidentiality - To the extent that, in connection with this engagement, Deloitte comes into possession of any proprietary or confidential information of the Client, (including Personal Information as defined in section 8 above), Deloitte will not disclose such information to any third party without the Client's consent, except: (a) as may be required or permitted by legal authority, the rules of professional conduct/code of ethics. (b) to the extent that such information shall have otherwise become publicly available. Except as instructed otherwise in writing, each party may assume that the other approves of properly addressed fax, e-mail (including e-mail exchanged via internet media) and voice mail communication of both sensitive and non-sensitive documents and other communications concerning this engagement, as well as other means of communication used or accepted by the other. 11. Survival of terms - The agreements and undertakings of the Client contained in the engagement letter, together with the appendices to the engagement letter including these Terms, will survive the completion or termination of this engagement. 12. Proportionate liability - The Client and Deloitte acknowledge where the audit is conducted pursuant to a statute governing the Client that contains proportionate liability provisions that apply to an auditor, such as the Canada Business Corporations Act, the terms of the statute shall apply to this engagement. In the event that the Client and Deloitte are not subject to such statutory provisions regarding proportionate liability, the Client agrees that in any action, claim, loss or damage arising out of the engagement, Deloitte's liability will be several and not joint and several and the Client may only claim payment from Deloitte of Deloitte' s proportionate share of the total liability based on the degree of fault of Deloitte as finally determined by a court of competent jurisdiction. 13. Client misrepresentation - Deloitte shall not be liable to the Client, and the Client releases Deloitte, for all liabilities, claims, damages, costs, charges and expenses incurred or suffered by the Client related to or in any way associated with the engagement that arise from or are based on any deliberate misstatement or omission in any material information or representation provided by or approved by any member of management of the Client, officer of the Client or member of the Council ofthe Client. Citq 01 REPORT TO 'J 1 2 EXECUTIVE COMMITTEE Report Number: CAO 07-08 Date: November 10, 2008 From: Thomas J. Quinn Chief Administrative Officer Subject: Review of Appointments to Boards and Committees - Council Direction December 14, 2006 Recommendation: 1. That Report CAO 07-08 of the Chief Administrative Officer be received; 2. That Policy ADM 040 for Boards & Advisory Committees, included as Attachment # 1 to this report be approved; 3. That the Boards & Advisory Committees, included as Attachment # 2 to this report be formally closed based on project completion, dissolution and/or inactivity; 4. That the Boards & Advisory Committees, included as Attachment # 3 to this report be formally reconfirmed; 5. That the Public Library Board composition be increased by one member for a total of 10 members effective December 1, 2008; 6. That the Advisory Committee on Race Relations composition be increased by two community appointments for a total of five members and the Heritage Pickering Advisory Committee be increased by three community appointments for a total of eleven members; 7. That the term for the Property Standards/Fenceviewers be extended to December 31,2008 pending the outcome of a fence by-law review; 8. That a Special Meeting of Council (including an In Camera session) be held on Monday, November 24, 2008 at 7:00 pm for the purpose of review and appointment to Boards and Advisory Committees; and 9. That the City Clerk be directed to take the appropriate action. Report CAO 07-08 Subject: Review of Appointments to Boards and Committees l . --+-1 3 Date: November 10, 2008 Page 2 Executive Summary: At the Special Meeting of Council held on December 14, 2006 for the purpose of appointing various members of the community to advisory committees, the Chief Administrative Officer, in conjunction with the City Clerk was requested to review all advisory committees and report back after two years. All appointments at that time were made with a term ending November 30, 2008, save and except the Library Board and the Committee of Adjustment where legislation dictates the term of office. Financial Implications: There are no financial implications associated with the establishment of the advisory committees. Sustainability Implications: In order to provide for a sustainable community, public participation, along with private partnerships are encouraged. The creation and involvement of committees to garner public response and input to matters of ongoing concern is paramount to a sustainable, viable community. Background: Under the Municipal Act, municipalities can authorize the creation of various advisory committees to assist Council on specific matters. All advisory committees are established and appointed by resolution of Council. Their purpose is to advise Council by providing recommendations on specialized issues, on a policy and/or operational level, as set out in a mandate and Council approved work plans for each advisory committee. Advisory committee members are appointed by resolution of Council and serve at the pleasure of Council for a specified term, where statutory authority does not state otherwise. The Mayor will remain as ex-officio of all committees of Council. The existing Advisory Committees operate effectively but there is room for enhancements in service delivery, such as approval of up to date standardized terms of reference, handling of attendance/quorum and staff support to the Committees. Within the current procedural by-law adopted in 2007, the following changes were made to ensure the Advisory Committees had a formal reporting relationship with Council: Report CAG 07-08 Subject: Review of Appointments to Boards and Committees Date: November 10, 2008 Page 3 1 1 4 Excerpt of Procedural By-law No. 6746/07: "12. g) All Advisory Committees of Council are required to adhere to the general terms. of reference for all advisory committees and at the first meeting following a general municipal election, are required to adopt and approve the specific terms of reference for the committee and forward to Council for approval by no later than March following a municipal election. h) All advisory committees are required to present a yearly work plan and annual report on the status of the work plan to Council." The formal adoption of the terms of reference by this term of Council has only been completed by the Heritage Pickering Advisory Committee. With this new term of appointments, the City Clerk will provide the template to the staff liaisons for coordination and completion of the terms of reference; which will be submitted to Council early in 2009 for formal approval. This has also been enhanced and articulated within Policy ADM 040. Most Committees were effective in completing their work plans and annual report, however, as part of our process improvements associated with the Accountability and Transparency Policy, the City Clerk will coordinate and submit all reports and work plans on an annual basis within one summary report. It is proposed within Policy ADM 040 that any committees established in the future be prepared using a standard terms of reference. A copy of the standardized template (which was utilized by the Heritage Pickering Advisory Committee) has been included as Attachment # 4 to this report for reference purposes. Staff's role on committees will be in the form of support with each committee being assigned a "lead department" that will be responsible for ensuring there is staff representation from the respective department to provide expertise on various matters related to the mandate of the respective committees. With the exception of the statutory committees, the committees have no authority to direct staff and any recommendations requiring implementation, reports or staff actions must first be considered by Council before any action by staff may be taken. The Library Board has also requested an increase in their Board composition, with the following resolution being passed at their September meeting: "Section 12.9, Board Composition Res. # 60.08 Moved by M. Midolo Seconded by J. Lucas THA T the Board request Council to appoint one additional member to the Library Board, for a total of ten members. CARRIED" Report CAD 07-08 Subject: Review of Appointments to Boards and Committees , , 11 5 Date: November 10, 2008 Page 4 This request has been included as recommendation # 5 to this report. The Property Standards/Fenceviewers existing appointment should be extended to December 31,2008 at this time. As part of our regulatory by-law review, the fence by- law is currently under review and the revised by-law will be presented at the December 8, 2008 Executive Committee meeting. The by-law may make changes to how fence disputes are handled; therefore, we are recommending no appointments to this Committee until after a review of the report in December. The Advisory Committee on Race Relations and the Heritage Pickering Advisory Committee have also requested an increase in their membership due to the volume and variety of the work being handled by the Committees. Race Relations is requesting an increase of two community appointments and Heritage Pickering is requesting an increase of three community appointments. Attachments: 1. Policy ADM 040-08. 2. Boards & Advisory Committees [Committees to be Closed]. 3. Appointments to Advisory Committees - Master Listing. 4. Standardized template for Terms of Reference. Prepared By: -'~ ch. L ~JC'oJ" Debi A. Wilcox City Clerk T 0 as J. Quinn Chief Administrative Officer Recommended for the Pickering City 0 of II Attachment NO.1 to Report CAG 07-08 CITY POLICY '1 1 6 Policy Title: BOARDS & ADVISORY COMMITTEES OF COUNCIL Policy Number: ADM 040 Reference: Date Originated: Date Revised: Municipal Act Procedural By-law November 10, 2008 Month, Date, Year Approval: Chief Administrative Officer Point of Contact: City Clerk Policy Objective The purpose of this policy is to identify a process for establishing Boards and Advisory Committees of Council; requirements for maintaining and supporting their work; and the coordination of the appointment and advertising process through the City Clerk and Clerks Division. It excludes external bodies and local boards not established by Council and internal, working groups of an administrative nature. This policy supplements the City of Pickering Procedural By-law 6746/07. Boards and Advisory Committees, including Staff liaisons, shall be subject to the provisions of the Procedural By-Law. Index 01 Definitions 02 Implementation Procedure - Classification of Boards and Advisory Committees 03 Establishment of Boards and Advisory Committees 04 Ongoing Review of Boards and Advisory Committees 05 Terms of Reference 06 Appointment Process and Advertising for Board/Advisory Committee Members 07 Resignation/Dismissal Process 08 Absentee Requirements 09 Orientation Sessions 10 Meeting Structure, Agenda and Minute Formats 11 Access to Meetings 12 Provision for Accessibility and Diversity 13 Pecuniary Interest 14 Budget/Financial Reporting 15 Remuneration & Expenses 16 City Policies and Procedures '11 7 01 Definitions: Not applicable. 02 Implementation Procedure - Classification of Boards and Advisory Committees: 02.01 02.02 Where the municipality makes appointments to bodies of its own creation and to outside bodies when requested to do'so, such appointments shall be citizen appointments, except in those situations where the municipality has a direct financial involvement, in which case Council shall determine whether or not it will appoint citizen and/or Council Members to such bodies. Council, under certain circumstances, may deem it necessary for Council representation on some Boards and Advisory Committees. Generally Boards and Advisory Committees may be either ongoing or a task force. Ongoing provides recommendations, advice and information to Council on an ongoing basis on specific municipally- related matters that relate to the mandate of Boards and Advisory Committees as set out in the Terms of Reference, established by a confirming by-law. They may include some of the following: a) Advisorv - includes bodies authorized by Municipal Council to provide input on a discretionary basis and advice to Council on a particular matter, or undertake special projects as assigned. b) Mandatorv - where a Provincial Statute prescribes the type of appointments to be made by the municipality to a given body, the Statute be complied with; c) Local Boards - means a school board, municipal service board, transportation commission, public library board, board of health, police services board, planning board, or any other board, commission, committee, body or local authority established or exercising any power or authority under any general or special Act with respect to any of the affairs or purposes, including school purposes, of a municipality; d) External Bodies - separate special purpose bodies that have a substantial amount of authority over their own operations. Policy Title: Boards & Advisory Committees of Council Policy Number: ADM 040 Page 2 of 10 '1 1 8 e) Appeals Committee - hears and deals with appeals and/or minor variances to City By-laws. 02.03 Task Forces assist in the short-term study and analysis of a specific municipally-related issue, as defined in the Terms of Reference, established by confirming by-laws. They may include staff representation as well as representation from external bodies. 03 Establishment of Boards and Advisory Committees: 03.01 Boards and Advisory Committees are proposed by resolution of Council and established by a confirming by-law. Each By-law shall incorporate the Terms of Reference for the specific Board/Advisory Committee. Prior to Council's establishment of any Board or Advisory Committee relevant director(s) shall submit a report to Council including the following information: a) Inventory of previous and existing activities related to the matter, including public consultation initiatives; b) Suggested types of public consultation; c) Board/Advisory Committee Terms of Reference; d) Membership composition and level of expertise or specialization required by committee members for the selection process; e) Orientation, training and facilitation needs. 04 Onaoina Review of Boards and Advisorv Committees: 04.01 Early in a new Council term, Council shall review all Boards and Advisory Committees. The City Clerk and the Senior Management Team shall assist in this effort by providing an overview of all Boards/Advisory Committees, including, but not limited to, the following: a) A list of Boards/Advisory Committees by name and type; b) Summary of mandates, goals and objectives for each Board/Advisory Committee; c) Achievements and challenges for each Board/Advisory Committee; Policy Title: Boards & Advisory Committees of Council Policy Number: ADM 040 Page 3 of 10 '1 1 9 d) Recommendations on the future direction of each Board/Advisory Committee and its structure in general; e) Review and recommendations on the reporting and functional relationships of Boards/Advisory Committees in general. 04.02 The Terms of Reference of each Advisory Committee shall be reviewed on an ongoing basis by relevant staff in order to ensure that the Terms of Reference, the need for and the roles of each Advisory Committee remains relevant and appropriate. 04.03 If a Board or Advisory Committee is to be disbanded, a final report on the Board/Advisory Committee activities and reasons for disbandment shall be presented to Council for approval. 05 Terms of Reference: 05.01 The terms of Reference will be established in accordance with the template included as Appendix I to this policy. 06 Appointment Process and Advertisina for Board/Advisory Committee Members: 06.01 Where a Provincial Statute prescribes the type of appointments to be made by the City to a given Board or Advisory Committee, the Statute shall be complied with. Where the City makes appointments to Boards/Advisory Committees of its own creation and to outside bodies when requested to do so, such appointments shall be citizen appointments, except in circumstances where the City has a direct financial involvement, in which instance Council shall determine whether or not it will appoint citizens and/or Council Members to such bodies. 06.02 Vacancies for citizen appointments shall be publicly advertised in the local newspaper and on the City of Pickering website. To apply to serve as a volunteer on a City Board or Advisory Committee, interested individuals shall be invited to apply and submit an Application. Applicants should be 18 years of age, a resident or municipal taxpayer in Pickering. These appointments enable local citizens from various backgrounds to participate in local government and voluntarily give their time and expertise to help formulate the direction of certain programs. Policy Title: Boards & Advisory Committees of Council Policy Number: ADM 040 Page 4 of 10 '120 06.03 Generally, the duration of Board/Advisory Committee appointments are the same as the term of Council, however staff may recommend that the terms for specific Board/Advisory Committee appointments be staggered to ensure experience and consistency in following the Board/Advisory Committee's goals and mandate. While appointees may serve on more than one Board/Advisory Committee, Council shall give first consideration to individuals who are not already appointed to another Board/Advisory Committee.' 06.04 The following process, coordinated by the City Clerk and Clerks Division, will generally be followed in initiating the recruitment, selection and appointment process: a) Upon Council passing a resolution to establish a Board/Advisory Committee, the City Clerk, in consultation with the relevant department and Staff Liaison, will advertise Committee vacancies in the local newspaper and on the City website, making note of the mandate of the Committee, a brief statement of the role and responsibilities of Committee membership, duration of term, level of commitment, application process and contact information. b) Applicants shall be required to complete and submit to the City Clerk an application form, available from the Clerk's office and the City website. Once the applications have been reviewed by staff, a, report recommending selected appointees will be prepared for approval by Council. All applications received shall be forwarded to Council with the staff report. c) The Clerks Division, on behalf of Council, shall send out confirmation letters to new Board/Advisory Committee appointees and advise of their staff liaison and any other relevant contacts. 07 Resianation/Dismissal Process: 07.01 Board/Advisory Committee members wishing to resign their appointment shall submit a letter of resignation which shall be forwarded as soon as possible to the City Clerk. Upon acceptance of the resignation, the City Clerk in consultation with the Staff Liaison will initiate the aforementioned appointment process to fill the vacancy. 07.02 Council, at its discretion can dismiss any Board/Advisory Committee in its entirety or any member thereof at any time. Policy Title: Boards & Advisory Committees of Council Policy Number: ADM 040 Page 5 of 10 1 21 08 Absentee Requirements: 08.01 If any Board/Advisory Committee member is absent from three consecutive meetings, without justification, the Chair of the Committee, in consultation with the staff liaison, will ask the member whether or not they wish to attend meetings and remain on the Committee or resign. 09 Orientation Sessions: 09.01 Orientation sessions shall be conducted for new Board/Advisory Committee appointees and for interested returning Board/Advisory Committee appointees at the beginning of each Council term. All Board/Advisory Committee members benefit from orientation. The sessions identify goals, objectives and work plans. Further sessions may be conducted for appointees during the Council term, as required. Orientation manuals will be distributed to all members of the Committee for reference purposes. Each Board/Advisory Committee manual shall include the following information: a) Establishing Resolution/Confirming By-law for Board/Advisory Committee and Terms of Reference b) Mandatory Statutes (i.e. Ontarians with Disabilities Act) c) Procedural By-Law d) City Organizational Structure e) Member Contact Information f) Council Members Contact Information g) Relevant City Policies & Procedures affecting Board/Advisory Committee members. h) Committee Relationship to Council i) Staff Support 10 Meetina Structure. Aaenda and Minute Formats: 10.01 Meeting structure, agenda and minute formats should meet the needs of Individual Boards/Advisory Committees, while ensuring Policy Title: Boards & Advisory Committees of Council Policy Number: ADM 040 Page 6 of 10 '1 22 consistency, completeness and accountability. A Board/Advisory Committee may choose to follow a more informal procedure and allow for a consensus approach to discussion. It is recommended that the following components be included in Agendas, where specific subject items are described in each component. a) Date, time, location of meeting b) Members present (include office, i.e. Chair, Recording Secretary) c) Members absent/regrets d) Disclosure of Pecuniary Interest e) Approval of previous minutes f) Presentations/Deputations g) General Business and Reports h) Correspondence i) Other Business j) Closed Session k) Next meeting I) Adjournment 10.02 It is recommended that the Board/Advisory Committee minutes briefly outline the substance of each of the agenda items discussed during the meeting, including actions taken and .recommendations by motion. Motions shall not be required to be seconded. The minutes shall be forwarded as soon as possible following the meeting to the City Clerk in order to present them to Council as information on a timely basis. Staff will be required to prepare a report for any recommendation of a Board/Advisory Committee requiring action by Council. Minutes of all meetings must be recorded. Policy Title: Boards & Advisory Committees of Council Policy Number: ADM 040 Page 7 of 10 '1 23 11 Access to Meetings: 11.01 Except as provided in this section, all meetings shall be open to the public and the media and Board/Advisory Committee Minutes shall be available upon request. The Chair or presiding Officer may expel any person for improper conduct at a meeting. A meeting may be closed to the public if the subject matter being considered is: a) the security of the property of the municipality or local board; b) personal matters about an identifiable individual, including municipal employees or local board members; c) a proposed or pending acquisition or disposition of land by the municipality or local board; d) labour relations or employee negotiations; e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality; f) the receiving of advice that is subject to solicitor-client privilege; including communications necessary for that pu rpose; g) a matter in respect of which the board or committee may hold a closed meeting under the authority of another Act. h) for the purpose of educating or training the members, subject to the condition that no member discusses or otherwise deals with any matter in a way that materially advances the business or decision-making of the committee. 11.02 Before holding a Meeting or part of a Meeting that is to be closed to the public, the Board/Advisory Committee shall state by Resolution: a) the fact of the holding of the Closed Meeting; b) the general nature of the matter to be considered at the Closed Meeting. c) in the case of a meeting for educational or training purposes, that it is closed for that purpose as well. Policy Title: Boards & Advisory Committees of Council Policy Number: ADM 040 Page 8 of 10 1 24 11.03 All deliberations while in Closed Session shall remain confidential unless otherwise approved by Committee in Open Session. 12 Provision for Accessibilitv and Diversitv: 12.01 Adequate provision shall be made by the Chair of the Board/Advisory Committee and relevant staff to ensure that meeting locations, agenda and minute formats, communications and conduct of meetings be accessible, to ensure maximum participation and quality customer service. Reference may be made to the provisions of the Ontarians with Disabilities Act, and similar legislation, policies and guidelines. Membership that reflects the diversity of the City community will be encouraged in the recruitment, selection and appointment process. 13 Pecuniary Interest: 13.01 If a Committee member has a pecuniary interest in any.matter and is, or will be, present at a meeting at any time at which the matter is the subject of consideration, the member: a) shall, before any consideration of the matter, at the meeting verbally disclose the interest and its general nature. b) shall not, at any time, take part in the discussion of, or vote on, any question in respect to the matter; and c) shall leave the meeting and remain absent from it at any time during consideration of the matter. 14 BudaetlFinancial Reportina: 14.01 Boards/Advisory Committees may make requests for budget allocations through their staff liaison in advance of the City's annual budget process. All related revenue and expenditure transactions will follow Council approved policy. Requests must relate to specific activities approved in the Board/Advisory Committee's mandate and work plan. Requests shall be submitted by the appropriate department head for consideration in the City's budget review. 15 Remuneration & Expenses: 15.01 In accordance with Section 284(3) of the Municipal Act, if, in any year, the Committee pays remuneration or expenses to one of its members who was appointed by Council, the Committee shall on or before January 31 in the following year provide to the Treasurer an Policy Title: Boards & Advisory Committees of Council Policy Number: ADM 040 Page 9 of 10 '1 25 itemized statement of the remuneration and expenses paid for the year. 16 City Policies and Procedures: 16.01 Board and Advisory Committee members shall adhere to the policies and procedures of the City of Pickering. Appendix 1 - City of Pickering Boards and Advisory Committees. of Council Organizational Structure Policy Title: Boards & Advisory Committees of Council Policy Number: ADM 040 Page 10 of 10 Attachment NO.2 to '1 2 6 Report CAO 07-08 BOARDS AND ADVISORY COMMITTEES Committees not Active/To be Closed . Ajax/Pickering Transit Authority Due to the MOU no longer valid, appointments are now deemed redundant. . Durham West Arts Centre Board No re-application for a member of Council to be appointed to this board was received in 2006, therefore it should be removed from our active listing. . Pickering/Ajax Citizens Together (PACT) No re-application for a member of Council to be appointed to this board was received in 2006, therefore it should be removed from our active listing. · PickeringlAjax/Whitby Joint Animal Services Board Due to the Terms of Agreement being no longer valid, appointments are now deemed redundant. . Social Development Council No re-application for a member of Council to be appointed to this board was received in 2006, therefore it should be removed from our active listing. . Winterfest Committee This Committee was established by Resolution # 12/98 passed on January 19, 1998 and was originally known as the Festival of Lights Committee. The Committee was established with the appointment of three members of Council and that public involvement and participation in the committees may be determined by the committee. There have been no appointments to this Committee since 2004. I t. 127 APPOINTMENTS TO ADVISORY COMMITTEES MASTER LISTING Attachment NO.3 to Report CAO 07-08 Councillor Mclean from December 1, 2006 to March 31,2008 Councillor Littley From April 1 ,2008 to Jul 31,2009 Councillor Johnson from August 1 , 2009 to December 31,2010 1 2 '1 28 '1 29 '1 30 Duffins & Carruthers Creek Watershed Task Force Mandate: To assist with the preparation of a Watershed Management Plan for the Duffins and Carruthers Watershed. Designated Department Responsible: Not applicable. . Membership: 2 Council appointment Mayor as ex-officio Meeting Day/Time: As required. 4 5 1 32 '133 7 134 I " 1 3 9 Attachment No.4 to Report CAO 07-08 Terms of Reference '1 36 1.0 Enablinq Leqislation 1.1 1.2 2.0 Responsibilities 3.0 Composition 3.1 The Committee shall be comprised of ( ) citizen appointments and ) member of Council. 4.0 Committee Chair 4.1 The Chair shall be elected by a majority of committee members for a one year term at the first meeting of each calendar year. An individual shall only act as a Chair for a maximum of two consecutive years unless the committee determines otherwise with the unanimous consent of its membership. 4.2 The Chair's role is to provide guidance and leadership to the committee in the completion of its mandate. 4.3 The Chair shall ensure that decorum is maintained at each meeting and that the rules of procedure (as per Procedural By-law 6746/07) are observed. 5.0 Vice-Chair 5.1 The Vice-Chair shall be elected by a majority of committee members for a one year term at the first meeting of each calendar year. 5.2 An individual shall act as Vice-Chair for a maximum of two consecutive years. 5.3 The Vice-Chair acts in the Chair's absence and assumes the roles and responsibilities of the Chair. - 1 - Attachment NO.4 to Report CAO 07-08 T~r;.Qls of Reference "I ~ I 6.0 Councillors 6.1 A member of Council is appointed to the Committee to fulfill the responsibility of acting as a liaison between Council and the Committee; respond to Committee members' questions; interpret Council's direction to the committee; provide updates on Committee activities to Council and to provide updates on Council activities to the Committee. 7.0 Committee Members 7.1 Committee members shall contribute time, knowledge, skill and expertise to the fulfillment of the committee's mandate; research issues relevant to their committee's mandate as required; work with staff to implement Council's decisions relevant to the Committee's mandate and commit to attending regular meetings during the year. 7.2 The appointment of a citizen member to a committee shall be rescinded should the member be absent from three consecutive meetings or absent from over 50% of the meetings in one year, unless excused by the Committee due to extenuating circumstances. The City Clerk shall maintain the master record of member attendance. 7.3 Where a vacancy occurs in the Committee for any reason, Council shall by resolution appoint a person qualified to hold office for the remainder of the term for which his/her predecessor was appointed. 8.0 City Staff 8.1 The Clerks Division will provide administrative support staff that shall: . Distribute the agenda · Notify members of upcoming meetings · Address administrative duties including correspondence, reports, presentations etc. . Record and circulate minutes . Follow up on committee issues. 8.2 The shall act as subject matter experts and provide information to assist the committee in reaching decisions. The may assign a staff member as a resource to provide information to the committee. - 2 - Attachment NO.4 to Report CAO 07-08 Terms of Reference '1 38 9.0 Reportinq 9.1 The Committee will provide an annual report at year end to Council to communicate its activities in the preceding year and to set goals for the coming year. 9.2 The Committee will provide an annual workplan for consideration by Council in fulfilling its statutory mandate. 10.0 Meetinqs 10.1 The Committee shall meet on at 10.2 A meeting schedule is 11.0 Conflict of Interest 11.1 Committee members are deemed not to have pecuniary conflict of interest in that they have no decision making ability. However, members should be cognizant of any perceived conflict in terms of issues, which may serve to benefit them personally. Members shall not use their status on committees for personal or political gain. 12.0 Budqet 12.1 shall be responsible for the Committee budget, which shall be submitted annually in accordance with established City budget guidelines. 12.2 The will present a draft budget for review by the Committee on an annual basis, prior to submission to the Chief Administrative Officer for approval. - 3 - Cit'f 01 REPORT TO EXECUTIVE COMMITTEE I' J 139 Report Number: PO 45-08 Date: November 10, 2008 From: Neil Carroll Director, Planning & Development Subject: Draft Regional Transportation Plan (September 2008) Draft Investment Strategy (September 2008) Metrolinx EBR Registry Number: 010-4717 File: 07010-001 Recommendation: 1. That Report PO 45-08 of the Director, Planning & Development, regarding the Draft Regional Transportation Plan (RTP) and Draft Investment Strategy (IS), both dated September 2008 and released by Metrolinx, be received; 2. That Metrolinx be requested to revise the Draft Regional Transportation Plan: The Big Move: Transforming Transportation in the Greater Toronto and Hamilton Area, dated September 2008, as follows: ' (a) implement the vision for Seaton as a "transit first" community by adding the following to the 15-Year Plan (2024): (i) resolution of the Steeles- Taunton traffic bottleneck as a priority; (ii) identify a new east-west rapid transit connection on the Steeles-Taunton Corridor to Brock Road on Figure 4; (iii) prioritize passenger rail service on the C.P. Bellville Rail Line to Brock Road as one of the "Top 15 Priorities"; (iv) widen and improve Highway 7 west of Brock Road to four lanes through Seaton to support development and transit service; (v) extend the Brock Road rapid transit line (Other Rapid Transit (BRT/LRT/AGT) line) through Seaton to Highway 407 on Figure 4; (b) support and invest in developing Transportation Master Plans (TMPs) addressing all modes of transportation and identifying policies and a course of action for implementing the RTP, as well as other critical transportation infrastructure within Pickering's Urban Growth Centre by establishing an Eastern GTA Anchor Mobility Hub, including: (i) the City's planned pedestrian bridge over Highway 401; (ii) a full Highway 401 interchange at Liverpool Road; and (iii) a shared vehicle parking structure serving commuters and downtown visitors; Report PO 45-08 November 10, 2008 Subject: Draft RTP and Draft IS Page 2 1 40 . . (c) support the easterly extension of Highway 407, its links and transitway oy: (i) identifying the easterly extension of Highway 407 to Highway 35/115 by 2013 and transitway within the first 15 years in Figure 4 of the RTP; (ii) identifying the easterly extension of Highway 407 and its links and transitway as completed on Figure 5 (the 25-Year Plan) of the RTP; (iii) revising the text referring to the Highway 407 east extension on page 75 of the Draft RTP to reflect the Province's commitment to complete the highway and its links by 2013; (d) correct Figures 4 and 5 by: (i) revising mapping of 'built-up' area for Pickering to reflect the approved Provincial built boundary; 3. That Metrolinx be requested to revise the Draft Investment Strategy: A Plan for Implementation Action, September 2008, by: (a) developing an operating cost model for new infrastructure proposed under the RTP; (b) considering the broader relative benefits of investments in key road infrastructure versus investments in improved transit operations; (c) developing a financing plan for the operating, rehabilitation and capital infrastructure needs of the RTP, in consultation with municipalities; and 4. Further, that a copy of Report PO 45-08 be forwarded to Metrolinx, the EBR, the Ministry of Energy and Infrastructure, the Ministry of Transportation, the Ministry of Municipal Affairs and Housing, the Regional Municipality of Durham, and Durham Area Municipalities. Executive Summary: In June 2006, the Province created the Greater Toronto Transportation Authority (GTTA) to develop and implement a Regional Transportation Plan (RTP) for the Greater Toronto and Hamilton Area (GTHA). In early 2008, a series of Green Papers were released as a first step to developing the RTP. The Green Papers addressed such topics as sustainable transportation, mobility hubs, transportation demand management, moving goods and delivering services, highways and roads, and transit. In May 2008, Metrolinx released two White Papers. The vision, goals, objectives and possible indicators contained in White Paper 1 provided direction to developing the RTP. White Paper 2 presented programs and policies to address the issues identified in the Green Papers and fulfill the goals and objectives listed in White Paper 1. In September 2008, Metrolinx released its Draft Regional Transportation Plan entitled The Big Move: Transforming Transportation in the Greater Toronto and Hamilton Areas and Draft Investment Strategy (IS) entitled A Plan for Implementation Action: Linking People to Places. The Draft RTP addresses all forms of transportation, implementation and the requirements of sustainable, long-term funding. Report PO 45-08 November 10,2008 s'lb4eft: Draft RTP and Draft IS Page 3 The Draft IS provides a high level estimate of the capital, rehabilitation and operating costs, and future long-term funding mechanisms to implement the RTP. City staff supports a regional transportation plan that will guide transportation infrastructure investment in the GTHA over the long-term. The Draft RTP is comprehensive and provides directions and sets priorities for decision-making in the GTHA. However, in the review of the documents, it became apparent that critical transportation and transit infrastructure investment in Pickering was lacking in the first 15 years of the RTP, especially with respect to, supporting Seaton as a "transit first" community. As such, staff is recommending that Metrolinx commit to the early provision of regional road and transit improvements in the first 15 years by: resolving the impasse of the Steeles-Taunton traffic bottleneck as a priority; identifying a new east-west rapid transit connection on the Steeles-Taunton Corridor to Brock Road; prioritizing passenger rail service on the C.P. Bellville Rail Line; and extending the "Other Rapid Transit (BRT/LRT/AGT)" line from the Seaton Mobility Hub to the 407 employment areas and to York Region via Highway 407. The easterly extension of Highway 407 from Brock Road is shown as "Transportation Corridor Under Study" in both the 15- Year and 25-Year Plans. An earlier time frame for this extension should be shown in the RTP in accordance with the Province's commitment to construct and complete Highway 407 and its links by 2013. Staff continues to support the identification of an Anchor Mobility Hub in Pickering's urban growth centre. This is consistent with the City's desire to build a sustainable downtown that encourages higher transit use by intensifying development within a new emerging centre. In keeping with the City's vision, it is recommended that Metrolinx further identify this hub as the Eastern GTA Anchor Mobility Hub including the City's planned pedestrian bridge over Highway 401, a full Highway 401 interchange at Liverpool Road, and a shared vehicle parking structure serving commuters and downtown visitors. Funding from Metrolinx is critical for supporting the required transportation infrastructure improvements identified by the City. Financial Implications: None to adopt the recommendations of this Report to Council. Sustainability Implications: Metrolinx is preparing a long-term plan for an effective, integrated multi-modal regional transportation system for the GTHA. Metrolinx is basing the plan on three sustainable lenses: people, environment and economy. This initiative is consistent with the City's five sustainable objectives of a healthy environment, healthy society, healthy economy, responsible development and responsible consumption. Report PD 45-08 November 10, 2008 Subject: Draft RTP and Draft IS Page 4 '1 4 2 1.0 Background: 1.1 The Province created the Greater Toronto Transportation Authority (GTTA) in June 2006 In June 2006, the Province created the GTTA to develop and implement a Regional Transportation Plan (RTP) for the Greater Toronto and Hamilton Area (GTHA). The GTHA encompasses the City of Toronto, four surrounding regional municipalities of Durham, Halton, Peel and York and the City of Hamilton. The GTTA has adopted Metrolinx as its name to reflect its mandate to coordinate transportation planning and delivery across all levels of government, private sector, and stakeholders in the GTHA with a major responsibility of implementing the RTP. 1.2 Seven Green Papers were released as a first step to developing a RTP Between December 2007 and March 2008, Metrolinx released a series of Green Papers as a first step to developing a transportation plan for comment. The Green Papers addressed such topics as sustainable transportation, mobility hubs, transportation demand management, moving goods and delivering services, highways and roads, and transit. In March 2008, staff comments were provided to Metrolinx on their Green Papers. A memo to the Chief Administrative Officer (CAO) containing an update on the Metrolinx process was provided to Council as CAO correspondence in April 2008. 1.3 White Papers 1 and 2 were released as the second step to developing a RTP In June 2008, Metrolinx released two White Papers building upon the foundation established by the Green Papers. The first White Paper outlined a transportation vision and a series of goals, objectives and indicators. The second White Paper outlined a series of preliminary directions and related actions as well as four conceptual transportation models for the GTHA. Report PD 24-08 on the Metrolinx White Papers was received for information by City Council in July 2008. 1.4 Area municipal and regional staffs met with Metrolinx staff in the summer of 2008 to discuss elements of a Draft RTP On July 4, 2008, area municipal and regional staffs met with Metrolinx staff. Verbal comments were provided on the draft materials presented at the meeting. Staff was not allowed to retain a copy of the maps of the draft transportation system presented by Metrolinx. Further comments were provided by staff on the transportation plan elements recommending the extension of the Bus Rapid Transit (BRT) along Highway 7 from the Markham border to Brock Road, then south on Brock Road to connect to the GO Station in south Pickering by 2015. Report PD 45-08 November 10,2008 Subject: Draft RTP and Draft IS '\ 43 Page 5 1.5 Metrolinx released its Draft RTP and Draft Investment Strategy (IS) that contains a vision for the future in which transportation is seamless, efficient, convenient, and equitable In September 2008, Metrolinx released its Draft RTP entitled The Big Move: Transforming Transportation in the Greater Toronto and Hamilton Areas and Draft IS entitled A Plan for Implementation Action: Linking People to Places. The Draft RTP addresses all forms of transportation, implementation and the requirements of sustainable, long-term funding (see Attachment #1: Executive Summary). The Draft IS provides a high level estimate of the capital, rehabilitation, and operating costs and future long-term funding instruments. Complete copies of the Draft RTP and Draft IS are available on the Metrolinx website at www.metrolinx.com. Paper copies of the Draft RTP and Draft IS are available for viewing at the Planning & Development Department. 1.6 On October 15, 2008, Durham Region Transit Commission adopted the recommendations contained in Durham Region Transit Report No. 2008-DRT -30 Durham Region Transit prepared comments on the Draft RTP. The recommendations in Report 2008-DRT-30 were adopted by Durham Region Transit Commission in October 2008. The Report contained comments and concerns on the Draft RTP and Draft IS, and requested additional infrastructure improvements to support Seaton as a "transit first" community. The Report was considered by the Region's Tri-Committee of Finance & Administration, Planning and Works on October 21, 2008. A copy of Region's Report was distributed to City Council and senior staff, and is also available from the Region's website at www.reqion.durham.on.ca . 2.0 Summary of the Draft RTP 2.1 Section 1 of the Plan Section 1 describes the history of the current GTHA transportation system, the stress on the system, and the need to change. It also identifies issues and future challenges that must be addressed. 2.2 Strategic Directions for the RTP The Draft RTP contains 15 Strategic Directions that are needed to achieve an effective, integrated multi-modal transportation for the GTHA. The directions are organized into the following thematic categories: . Reduce demands on the transportation system . Increase choices for travel . Meet the needs of the traveler first . Build communities that make travelling easier . Commit to continuous improvement Report PD 45-08 . November 10, 2008 Subject: Draft RTP and Draft IS Page 6 "1 44 2.3 Actions required to achieve Strategic Directions Under each strategic direction, there is a list of actions that would help to achieve the direction. Approximately 100 actions are proposed to support the transformation of the transportation system. The actions range from infrastructure projects to customer service improvement to legislative and policy changes. Eight of the actions have been identified as "Big Moves" reflecting their potential to have the largest impacts on the GTHA transportation system. The actions are as follows: . A fast frequent regional transit network . A complete walking and cycling network and bike sharing programs . An information system for travelers . A region-wide integrated fare system . A system of connected mobility hubs . Higher order transit connectivity to the Pearson airport district from all directions . A comprehensive strategy for goods movement . An investment strategy to provide stable and predictable funding. Figure 4 (see Attachment #2: 15-Year Plan) illustrates the transportation system to be built in years 1 to 15 of the Plan. Figure 5 (see Attachment #3: 25-Year Plan) adds the infrastructure components that would be built in the final 10 years of the Draft RTP. 2.4 Expected Results of the RTP Section 2.4 of the Plan outlines the expected results of the Plan in three time frames: the first 15 years; in years 16 to 25; and beyond 25 years. It outlines "Key Indicators of Success" (e.g. reduced commuting times, improved access to transit, etc.). The section also describes the projects that are expected to be completed in each time frame. The Quick Win projects funded in the 2008 Provincial budget are listed. In addition, the Top 15 Priorities for the first 15 years of the RTP are identified. Three priority projects are listed for Durham Region. They include: express rail on the Lakeshore Line from Hamilton to Oshawa; rapid transit along Highway 2 (Kingston Road); and improvements to existing GO rail service and extension of GO rail service to Bowmanville. 2.5 Implementation of the RTP Section 3.0 deals with implementation of the RTP. It outlines principles for implementation and required legislative or policy changes, including the possibility that the RTP become a provincial plan under the Planning Act. It also describes the roles and responsibilities of Metrolinx, the provincial, federal and municipal governments, transit authorities, as well as various private sector and non-profit partners envisioned as helping to deliver the Plan. Report PO 45-08 November 10,2008 Subject: Draft RTP and Draft IS Page 7 f ' 145 The primary role outlined for municipalities is to support the implementation of the RTP through their transportation master plans, mobility hub studies, Official Plans and capital planning process. 3.0 Discussion on the Draft RTP 3.1 A regional transportation plan to guide long-term transportation infrastructure investment in the GTHA is supported City staff supports the role of Metrolinx to develop and implement a Regional Transportation Plan that will guide transportation infrastructure investment in the GTHA over the long-term. The Draft RTP is comprehensive, outlines transportation infrastructure needs and sets priorities for decision-making in the GTHA. However, in meetings and providing comments to Metrolinx, staff has and will continue to stress three key points. The first is the importance of the Mobility Hub in Downtown Pickering. The second is the early provision of GO service to Seaton. The third is the need for reliable funding sources for major transportation infrastructure, including but not limited to, active transportation such as walking and cycling networks, and strategic improvements to the road and highway networks and regional transit connections. 3.2 Completion of Highway 407 to Highway 35/115 by 2013 is an important structural element for supporting Pickering and Durham Region's future growth Figures 4 and 5 identify the easterly extension of Highway 407 as a "Transportation Corridor Under Study" in the 15-Year and 25-Year Plans with no connection to Highway 35/115. From a market perspective, the Provincially-owned employment lands in Seaton are strategically located representing both an eastern gateway to Toronto and western gateway into Durham Region. However, major transportation and transit investments are required to maximize the benefits generated by these lands. Staff recommends aligning the Draft RTP to reflect the construction of Highway 407 easterly and its links by 2013, in accordance with the Province's commitment. Further, staff recommends the transitway be built concurrently saving construction time and cost. 3.3 The early introduction of rail services to Seaton is required to support Seaton as a "transit first community" On Figures 4 and 5, Metrolinx is proposing to expand rail services to Seaton by 2024 (15-Year Plan). However, staff understands that GO Transit has no plans to commit to a new rail line to Seaton. Rail-transitlrail-passenger service plays a major role in accommodating travellers who choose transit for their planned trips to avoid traffic congestion. Report PO 45-08 November 10,2008 Subject: Draft RTP and Draft IS Page 8 146 Staff supports the early introduction of rail services to Seaton and therefore, recommends that Metrolinx support Seaton as one of the 'Top 15 Priorities" for transportation investments necessary to realize the community objectives of the Provincial Plan for Seaton, the Central Pickering Development Plan. The Central Pickering Development Plan designates a future GO Transit Station in Seaton. It is conceptually located on the north side of the C.P. Rail line, west of Brock Road and south of Taunton Road. Staff supports Metrolinx in identifying the Seaton GO Transit Station as a Gateway Hub that will be planned to accommodate more intensive land use activities over time. 3.4 Critical transportation infrastructure investment is required to support Pickering's Urban Growth Centre and Anchor Mobility Hub Other transportation infrastructure investments in addition to the regional rapid transit and highway improvements shown on Figures 4 and 5 of the Draft RTP are required to support the Anchor Mobility Hub within Pickering's Urban Growth Centre. Although staff supports the identification of an Anchor Mobility Hub in the Draft RTP, it is recommended that Metrolinx further identify this hub as the Eastern GTA Anchor Mobility Hub. In keeping with this strategic hub location, the existing GO Transit Station offers a redevelopment opportunity that will assist the City in achieving the Growth Plan's intensification target of 200 people and jobs per hectare, as well as focusing on enhanced local transit connections and providing active transportation connections such as walking and biking to and from the station. Also, there are adjacent Ministry of Transportation (MTO) lands that provide significant opportunities to achieve the objectives of the Mobility Hub. It is critical therefore that Metrolinx and the Province work with the City to support and invest in essential transportation infrastructure improvements to support the Downtown Pickering Mobility Hub as follows: · upgrade the Highway 401 intersection at Liverpool Road from a partial to a full interchange to accommodate eastbound traffic while reducing congestion on other eastbound ramps in Pickering; · pursue the use of MTO-owned lands at the northwest corner of Liverpool Road and Highway 401 for employment-generating uses ( staff understands that the lands were identified earlier by MTO to support only commuter/carpool parking); and . invest in the City's planned enclosed pedestrian bridge crossing Highway 401 and linking the Pickering GO Station to our downtown core; Report PO 45-08 November 10, 2008 sUb1e~t7 Draft RTP and Draft IS Page 9 3.5 Critical gaps in east-west connections need to be addressed in order to support local and regional transportation networks and regional transit in the first 15 years Staff recognizes that there are gaps in the existing GTHA road system. Until GO rail service to Seaton is provided, east-west connections to Toronto, York Region and the rest of Durham must be protected and enhanced. For this reason, the elimination of the 'bottleneck' at the west end of Taunton Road at the DurhamfToronto boundary (i.e. Steeles AvenUe) is required in order to support regional transit and a future LRT/BRT line. Staff recommends that Metrolinx to resolve this bottleneck on the Taunton-Steeles corridor. Similarly, there is a need to improve and widen Highway 7 through Seaton. The Provincial Environmental Assessment was recently completed for widening Highway 7 east from Brock Road to Brock Street in Whitby. The remaining two lane section from the York-Durham line to Brock Road is inadequate to support future transportation and transit demands from the Seaton community and beyond. Staff supports the Region's position that improvements to the highway west of Brock Road are urgently needed. 3.6 Extend the rapid transit line to support connectivity from the Seaton Gateway Mobility Hub to the Highway 407 employment areas and to York Region The Central Pickering Development Plan establishes Seaton as a sustainable community with a population of 70,000 people and 35,000 jobs by 2021. In Figures 4 and 5, there is no rapid transit connection linking the Seaton Mobility Hub to the Seaton employment areas and/or Markham Centre via Highway 407. Staff recommends that the Brock Road rapid transit line (Other Rapid Transit (BRT/LRT/AGT) line) be extended through Seaton to Highway 407 to support connectivity of Seaton to the 407 employment areas and to York Region on Figures 4 and 5 of the Draft RTP. 4.0 Summary of the Draft Investment Strategy 4.1 Total Capital Costs The Draft IS estimates the total capital cost of the 25 year RTP will be $50 billion (in today's dollars). The annual capital cost is estimated at $1.1 billion in 2009, increasing to $2.5 billion by 2015 and beyond, until the capital expansion is completed by 2033. 4.2 Operating Costs There will be significant new operating costs resulting from the large scale capital investments proposed in the Draft RTP. Metrolinx estimates that operating cost will begin in 2009 at $18 million. As the major new transit projects are implemented, this amount will steadily increase to $500 million by 2018 and ultimately to $1.4 billion per year by 2033. Report PO 45-08 November 10, 2008 Subiect: Draft RTP and Draft IS Page 1 0 148 4~3 Finances To finance the plan, the Draft IS proposes that the $11.5 billion in funding announced for MoveOntario 2020 be used to fund project commitments from 2009 to 2015. This funding is stated to be sufficient to implement the proposed Quick Win projects. Should the Federal Government provide the $6 billion requested as part of the MoveOntario 2020 Plan, then Metrolinx estimates that there is sufficient funding for RTP projects to 2018. After 2018, Metrolinx advises that a significant funding gap will need to be addressed though new and innovative financing measures. Metrolinx proposes to undertake public and stakeholder consultation and develop a detailed financing plan for Provincial approval in 2013. Some of the potential financial tools to be examined include: . Development Charges . Land Value Taxation . Tax Increment Financing . Business Improvement Area Levies . Mechanism to fund transit from a share of the proceeds from property sales . Joint Developments between Metrolinx, Municipalities and Private Investors. 5.0 Discussion on the Draft Investment Strategy Due to report deadlines, staff have not had the opportunity to review the Draft IS in detail. However, the information contained in the Investment Strategy is very high level and does not provide capital cost estimates for individual projects or by municipal Jurisdiction (see Attachment #4: Draft IS). Staff supports the Region's position on the Investment Strategy as follows: . An operating cost model for new infrastructure proposed under the RTP should be developed before the RTP is approved; . The Investment Strategy should weigh the broader relative benefits of investments in infrastructure versus investment in improved transit operations; and . Metrolinx should develop a financing plan for the operating, rehabilitation and capital infrastructure needs of the RTP, in consultation with municipalities. Report PD 45-08 November 10, 2008 Subject: Draft RTP and Draft IS -149 Page 11 6.0 Next Steps 6.1 Public Consultation Process Metrolinx held a stakeholder meeting on October 21 st and a public meeting on October 28th at the Heydenshore Pavilion in the Town of Whitby. City staff attended both meetings. Following the consultation process, Metrolinx staff will bring forward the finalized version of the Regional Transportation Plan and Investment Strategy for approval by the Metrolinx Board at the November 2ylh Board meeting. If approved by the Board, the final Plan and Strategy will be forwarded to the Minister of Transportation for Provincial approval. Attachments: 1. Draft Regional Transportation Plan - Executive Summary 2. Draft Regional Transportation Plan - Figure 4: 15-Year Plan for Regional Rapid Transit and Highway Improvements 3. Draft Regional Transportation Plan - Figure 5: 25-Year Plan for Regional Rapid Transit and Highway Improvements 4. Draft Investment Strategy Report PD 45-08 November 10, 2008 Subject: Draft RTP and Draft IS Page 12 150 Prepared By: Approved/Endorsed By: Neil Carr ,M , RPP Director, Planning & Development Kashif Shaikh, M.Eng. Coordinator, Transportation Eng. cat~~ Manager, Policy Everett B tsm Director, Operations & Emergency Services S--~~ -:? Gillis Paterson Director, Corporate Services & Treasurer GM:cs J:\REPORTS\PLAN\2008\PD 45.08 GM. Metrolinx Draft & InvestmenlStrategy,doc Copy: Chief Administrative Officer Recommended for the consideration of Pickering Cit :Co / .' ,/ ~TTArIMIIf~ ~ ~~ nEPORT I PO ~ '1 52 Executive Summary The Greater Toronto and Hamilton Area's (GTHA) current transportation system is inadequate. It is under capacity, underfunded, lacks coordination, and no longer meets the needs of the citizens and the businesses in Canada's econ om ic heartland. The symptoms of this impasse are evident in our congested roads and highways, grid locked urban streets, unreliable and inconvenient transit, and lack of safe bicycle paths and pedestrian pathways. Other symptoms - as important, but less visible - include the economic disruption from congestion, the hindrance of trade and the movement of goods, the increased number of smog days, the toll on individuals and families from commutes that take too long and transportation that costs too much. With an additional 2.6 million people expected in the region by 2031, the situation will only worsen. To address these issues, in 2006 the Government of Ontario created the Greater Toronto Transportation Authority (now Metrolinx) and charged it with the task of developing and implementing an integrated multi-modal transportation plan for the GTHA. This is a draft of that plan. It builds on the considerable work and consultation that Metrolinx has carried out to date. The Draft Regional Transportation Plan (RTP) is based on the understanding that incremental change will not get us where we need to be. We need to boldly transform a transportation system that is no longer meeting our needs. The Draft Plan is strategic, comprehensive and addresses all sectors of society. It is multi-modal and addresses all forms of transportation - roads, transit, cycling and walking. It seeks to get the most out of our existing investments in infrastructure, as well as to identify new investments that are needed. The Draft Plan is not just about infrastructure (the roads, rails, subways and bridges that we need), but is also about changing behaviour - changing how, when, why and whether we travel. It addresses both implementation and the requirements of sustainable, long-term funding. It is practical, do-able, sustainable and timely. The Draft Plan contains a vision for the future in which transportation in the GTHA is seamless, efficient, convenient, equitable and user-centred. At its heart are 15 Strategic Directions that are organized under the following imperatives: . Reduce demands on the transportation system: minimizing unnecessary travel, shortening the distance travelled, and making better use of the options that we currently have. . Increase choices for travel: providing a range of fully integrated, easily accessible, attractive and sustainable transportation choices for GTHA travellers and encouraging the use of options other than the automobile. . Meet the needs of the traveller first: providing customers with the tools, information and services they need to make travel easier and more enjoyable. Metro/inx . Draft Regional Transportation Plan v '1 5 3 vi : II ACHMENT # I TO i;EPOR11 PD "]l.5.,:<J"d . Build communities that make travelling easier: designing and building communities to reduce travelling distances and facilitate walking, cycling and transit use. . Commit to continuous improvement: research to improve understanding of transportation issues - such as the achievement of universal access, the improvement of goods movement, and sustainable investment for the system - and being able to respond to changing circumstances and implement new initiatives as opportunities present themselves. Nested under the Draft Plan's Strategic Directions are nearly 1 00 actions that will be implemented over the course of the Plan's 25-year time horizon to transform the GTHA transportation system into an effective, integrated and multi-modal system. These are broad in scope and include actions by all levels of government related to legislation, policies, programs, planning and funding. While all of the recommended actions are important and will contribute to the transformation of the GTHA transportation system, eight of them are considered to be of particularly high priority. These Big Moves are those that will have the largest, most transformational impacts on the GTHA transportation system. The eight Big Moves are: 1. A fast, frequent and expanded regional rapid transit network. 2. A complete walking and cycling network with bike-sharing programs. 3. An information system for travellers, where and when they need it. 4. A region-wide integrated transit fare system. 5. A system of connected mobility hubs. 6. High-order transit connectivity to the Pearson Airport district from all directions. 7. A comprehensive strategy for goods movement. 8. An Investment Strategy to provide stable and predictable funding. The Draft RTP also addresses implementation, roles and responsibilities. It is being released for public comment. The final RTP will be released later this fall. Metrolinx . 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It r~pr!!'.!'na pm)"'CI~ propm~d f('Jr full or 1i.ihstanLal compl<>tlon v,ilhin 2S 'I'e~1'S of the Rli:giona! r,,'!mpon:alil)n ;'13"'5 ~rlopt\on_ ReeommendPil al;gnmenH :md ledmOI"g;e5 will Ill! deve"oPe<:! dU';;>1 .ne orO/e.:1-i"'''~i """,..fit.' case a"a;YI;' 'th.\t M.,:r(k,,-~ wril ellny o"t ror some r,<oje<:t5 in ~nn"'rsn;p WItt'< m~~.iCIp":i,-je$ ane;! tr~n'\il ~llen(leS, 1I~ p~rt of the ":odinS approval P';)C~~ for inoi\r"!-.,1al proj~~s Tra~.sport1t;C'nCOlri!lorsUndl'rStudyi"'llldl';lrOj"'C:slt\atireatva-io\JS stages of study u of the ':late ollhis Plan. including proi"cts lhal are f..,liy tur,ded but are w;oitir.C eomplen,,,, cf envirOl'lmenlal asse..m"nl~ or"... m;tp" not tll S(~ie. .m.:! i: coes "Ilt ;<;cur~~!Y r"tkoct aporo-.~d land-use Of .... planllillgboundariesoractuaitral'lSp,:,>tatlon ro\..te'''~ali~nrr:'mh 33 . 1 57 : ~e ~ ?,/; ~~: f'rr ':''-1'' 4g:6~O_ i I ACHMENT il .Ldo flEPORl , PD~~ Table of Co.ntents Message from the Chair We're all in this together Your voice matters Investment that is reasonable Move Ontario 2020 A Three-Step Plan for Implementation Quick Wins Proposed Investment Profile Proposed Metrolinx Financial Plan Metrolinx Leadership and Accountability From Plans to Action TECHNICAL BACKGROUNDERS Five Proposed Investment Strategy Guiding Principles Innovative Funding for Tomorrow Land Value Capture 3 I ~' 158 It " '" 4 6 8 10 12 14 16 20 22 24 26 28 30 32 I" 1 5 9 ATTACHMENT#~TO" A Message fromthe~Chair September 2008 A regional transportation network that was ahead of its time played a key role in the rise to prosperity of the Greater Toronto and Hamilton area (GTHA). With the release of its 25 year Draft Regional Transportation Plan (RTP) for the Greater Toronto-Hamilton area (GTHA). Metrolinx is working to not only reclaim our region's traditional transportation advantage, but also to protect our environment and raise our quality of life too. It won't be easy. We underinvested in the system over the last 25 years. Everyday the region loses millions of dollars because our roads, trains, buses and subways are congested, our air polluted and our nerves jangled. With our population set to grow by 50 per cent in the next 25 years, playing catch up is out of the question. We've got to get ahead of this challenge. The Metrolinx Draft RTP is a bold and visionary plan to restore that winning combination of mobility and prosperity that defined our region in the post-war era. It will put us ahead of our competitors and closer to our families and communities. Over the next 15 to 25 years we plan to triple the amount of rapid transit to 1,650 kilometers - and build more roads too. There'll be more car-free choices such as a network of bike lanes, and more communities that support public transit and encourage residents to walk, not drive, to a majority of the day's activities. And public transit will be closer, faster, comfortable and easier to use than ever before. All of this, as I say, won't be easy. And it won't come cheaply either. In releasing this Draft Investment Strategy for public comment, Metrolinx IS, taking an open and transparent approach on the size of the investment challenge ahead of us. But we believe this challenge also offers an opportunity to lay a new foundation for how the GTHA finances transportation projects. 4 tIT ACHMENT , q TO REPORT I PO-=- Y S;::Q B Preparing our Draft RTP, we came to the conclusion that modern day transportation infrastructure systems are built as part of a network. And it is our belief at Metrolinx that they must be funded that way too. Ad hoc, episodic or one-off project funding rarely works. Success comes with a consistent, reliable, long-term plan, supported on an on-going basis by all governments and by reliable sources of funding for those investments. You told us during consultations that nothing was more frustrating than watching different levels of government and different transit agencies disagree over how and where to invest. You asked us to spend more time on co-operation and developing a common vision, and for one agency to be responsible for delivering and financing this plan. This plan proposes all that and more. As we debate both the Draft RTP and how to finance it, let's never lose sight of what drove the creation of Metrolinx in the first place: The need to create a new transportation network that would drive our region's economy, sustain our environment and promote our quality of life. We are excited by our progress to date. We have a plan to build, fund and maintain an integrated transportation network for the six million residents of the GTHA, and the three million more that will arrive over the next 25 years. The next step is up to you, through your feedback, thoughts and concerns. Working together, let's seize this chance to keep our region moving - and moving forward. Rob Macisaac Chair Metrolinx 160 <> ET u i tl It ACHMENT iJ-troJo 1 6 1 :PORl fJ PD,_, -0 We're all in this together Metrolinx is the Greater Toronto and Hamilton Area's regional transportation authority. Our focus is linking people to places. Our mandate is to create a coordinated, efficient, equitable and customer-centred transportation system in the GTHA - a transportation system that will enhance prosperity and quality of life in our metropolitan region. We aim to get people home from work quickly, so they can spend more time with their families. We also envisage a future where transit investment is predictable, reliable, and sustainable. Transit must be a more attractive and competitive option to connect us with learning, recreational and cultural opportunities and the full range of essential services throughout our large and fast-growing metropolitan region. The mandate to create a Regional Transportation Plan (RTP) is embodied in the Greater Toronto Transportation Authority Act, 2006 which established Metrolinx and directed it to create a long- term strategic plan for an integrated, multi-modal, regional transportation system. As defined by the Act, this is to be transportation plan that: " takes into account all modes of transportation; .. makes use of intelligent transportation systems; .. promotes the integration of local transit systems in the regional transportation area with each other and with the GO Transit system; .. works toward easing congestion and commute times, and reducing transportation- related emissions of smog precursors and greenhouse gases; and .. promotes transit-supportive development and the viability and optimization of transit infrastructure. The RTP is the blueprint for a more sustainable transportation future. It reaches out twenty-five years into the future to guide and direct decision-making. It sets out priorities, policies and programs for a future of complete mobility. To fulfill this ultimate plan, Metrolinx and all levels of government must work together to set the stage for long-term, reliable and sustainable transportation funding. In order to pay for the projects within the Draft RTP. we have developed and are putting forward an achievable action-oriented Draft Investment Strategy for government, public and stakeholder consideration. The draft strategy contains an early practical implementation focus, aimed at achieving the first wave of major construction groundbreaking starting in 2009, with customer in-service dates following in 2015 and beyond. G , HACHMENT 11_ Lf 10 'VIRl f1 po" I.{ ~ -Old ,'..__ 162 " Metrolinx In and " . $50 billion 0 5 " Equivalent to billion dollars plus inflation for major investment expansion: ~ r today 's Metrofinx has a key provide with be mobility tral objective: the more '1 i '163 ilACHMENT tI~ TO ,iiEPORT , po...:::!l~B Your voice matters One of the foundations of Metrolinx is putting the traveller first. In building our Investment Strategy, we will continue to seek the input of people from across the entire GTHA - from the City of Hamilton to Durham Region, and from the shores of Lake Ontario to Lake Simcoe. What we heard so far is that transportation issues are at the top of people's minds. There is widespread frustration with congestion and gridlock, and the impact on lost productivity and lost time with families. People are clearly demanding a comprehensive and transformational transportation improvement plan that can move forward immediately. Across the GTHA, most people's daily lives routinely take them across local municipal boundaries, so our Draft Investment Strategy, future projects and services must reflect that regional "metropolitan" reality. Metrolinx is the regional body that is responsible for developing, funding, and implementing a new transformational plan. We propose to do so in a manner that reflects what people are telling us so far - that by following efficient and internationally recognized best practices we can invest public monies for lasting, measurable returns. We will monitor the investments on a regular basis, and publish our progress reports in an open and transparent manner. People in the GTHA told us they expect to see direct value for their investment. First and foremost, people are tired of hearing about project commitments and re-announcements. They want to see action and results - beginning now and throughout the next decade, they want to see evidence of construction beginning and major new transit services being provided. We believe that the government's MoveOntario 2020 commitment provides Metrolinx with the necessary financial foundation to develop and build new projects immediately. By flowing the MoveOntario 2020 commitment, or providing Metrolinx with a dedicated funding stream in an amount sufficient to support the MoveOntario 2020 plan, people, stakeholders and business can have confidence that transportation investment in our region has been placed on a reliable and sustainable footing. By working collaboratively, our metropolitan region can recover from decades of transportation under-investment, and reclaim our reputation as a world leader in transit. .~ ; ,'\GHIVIEin tf --,~----~\o.~. ii_PORT # PD_ ~ . focused lea ~lIhat people want w we can respond.,. What we heard so far... People are worried about the state of the transportation system in the GTHA, both today and for future generations. People want a long term, comprehensive improvement plan that isn't about "minor tinkering" but about getting the "bigger picture right". People want to see results, and they want a single point of coordination for regional cooperation between the federal, provincial and municipal governments. People told us loud and clear that the time has come for action, accountability and results that provide lasting value for the entire GTHA region. '{".~ Q ET s , ,t..; 1 6_5 Investment that is reasonable blO . .. u\CHMEI\IT tl--ri . -d ~ d:POR1' PD_.L,,"U~ Value for small price Our research shows that on average, people in the GTHA are spending a little more than $70 dollars per week on transportation. Many households spend a lot more. That doesn't even include larger costs like vehicles and insurance. People are expressing frustration with commute times, with transit services, and especially with road congestion. Metrolinx's primary purpose is to address this challenge and to help make people's transportation experience better. The Draft RTP sets out a blueprint for doing this. Implementing the Draft RTP will require significant investment from everyone. But the investment might not be as high as you might think. When we all act together, the amount that anyone of us will have to pay is relatively small. The Draft RTP sets forth an investment program that will deliver early measurable improvements to the regional transportation system. The province's MoveOntario 2020 commitment will support the initial major transit projects which is equivalent to less than $155 per year per person in the GTHA. In other words, for about 42 cents a day, or less than the cost of a daily newspaper, we can begin to invest in projects that will help to prevent longer commute times - providing greater choice and flexibility in people's transportation options, and helping to stop the negative impact that transportation congestion has on our economy, environment and quality of life. This investment will grow over time as the system itself expands, and reaches $470 per year per person by 2033. In today's terms, this means an investment of approximately $50 billion dollars, for the equivalent of no more than $1.30 per day - about the cost of a cup of coffee or a bottle of water. That's a relatively small price to pay to secure a long-term, sustainable transportation future. 10 \ i"TACHMENT # q\... .~ ',[PORT I PD_ ':L~~~(J. '-';. o We should lea from the n oytation tment rlences of other successful international metropolitan regions, to support Ontario vision to be the best place in the world to live and do business. 11 t. 167 MoveOntario 2020: The Foundation Investment for Implementation Action ,;,...,.l.l~.. '~'._' ..... ......0. ~~~~.... ~"'-~ The Draft Metrolinx RTP sets .out a bold and visionary blueprint for the largest coordinated investment in public transportation infrastructure in Ontario in 50 years. But we also have an obligation to make sure that this investment is made in an economically responsible and accountable way. To fulfill this goal. Metrolinx proposes to strengthen our collaboration with our many partners: the Province, municipalities, transit authorities, business, labour, the Federal Government and, most importantly, the people who Metrolinx serves. Our Draft Investment Strategy defines how we will help ensure that people receive the highest transportation value we can create for the region - for today and tomQrrow. We set out an achievable plan that leverages the Ontario Government's MoveOntario 2020 commitment in order to accomplish early implementation action and results. Announced by the Premier of Ontario in June 2007, MoveOntario 2020 is a bold step to improve the economic competitiveness and quality of life in the GTHA through major rapid transit expansion. It will be one of the largest single transit investments in Canadian history. The Ontario government will pay 65 percent of the cost - $11.5 billion - out of existing provincial revenue streams. Ontario is asking the federal government to pay 35 percent or $6 billion of the total of $17.5 billion. This level of support is consistent with other infrastructure projects of national economic and environmental importance - and typical practice of federal or national governments in the rest of the developed and developing world Backed by the MoveOntario 2020 commitment, the Draft Investment Strategy proposes to achieve a head start by beginning to deliver the initial wave of significant transit projects, before opening the pubic dialogue about new revenue and financial options to pay for the balance of the 25-year Metrolinx vision for transportation in the GTHA. 12 i.. . 4'\~w l{~- .~.,.__ o o .-'r:.".-;j'.,' f '1 6 9 i I ACHMENT ti f TO . .1EPORT # po..2l - 0 B A Three-Step Plan for Implementation The Draft Investment Strategy is cover mc!)or The first phase focuses on what we have already begun - our Quick Win projects approved in the spring 2008 Ontario Budget. The second phase begins immediately in 2009, by focusing on significant new transformational investments. During 'this phase, the MoveOntario 2020 foundation commitment will support the large-scale transit projects that some of the best engineers and planners in the world have told us will deliver the highest level of benefit to the people of the GTHA. After the MoveOntario 2020 phase is over, and people are beginning to enjoy the benefits of new transit options, shorter commute times and a more environmentally friendly transportation infrastructure, there will still be more long-term investment required. In fact estimates show that the population of the GTHA is expected to grow from 6.2 million people today to nearly 9 million people by 2031. This implies considerable pressure to expand, modernize and maintain our regional transportation system for generations to come. To support the expected long-term growth in our population and economy, we must eventually consider new and innovative ways to fund the regional transportation system. Working directly with our government partners, business, the public and other stakeholders, and by considering leading international best practices, Metrolinx proposes to report back to the Province in 2013 with recommendations to close the 2016 - 2033 investment gap and to implement the balance of the 25-year vision set out in the Draft RTP. IIACHMENT # V ~O ;EPORT # PD_~ 170 c 15 , I '1 7 1 Quick Wins l~_~ii We're Ireadyon our way In late 2007, Metrolinx and its Board dispelled the skepticism of many that a cross-section of municipal leadership from across the GTHA would not be able to agree on a priority-based and technically supportable set of "Quick Win" transit investment priorities. In fact. using Metrolinx as the forum for those decisions, the GTHA municipalities demonstrated that a balanced consensus can present a powerful case for implementation action on shared regional priorities. The approximately $750 million of Metrolinx Quick Win projects approved in the 2008 Provincial Budget may be 'quick' in timing, but they represented a significant advancement in regional transportation focus. Metrolinx is proud to be driving this new focus for the GTHA. We are also proud that these initial project priorities will deliver tangible benefits for the people of the GTHA within the next five years or less. Our Quick Win projects represent a meaningful investment balance across the entire GTHA region, and they are the precursors of larger, and even more transformational, projects. l~-Q~--~- 1-7 2 ~) o 173 . - Quick Wins Metrolinx uic/< in Projects Inter-Regional Hamilton Halton Peel York Toronto Durham 'I~:O~O Based on the consensus recommendations of the Metrolinx Board, the Ontario Government demonstrated its continuing and substantial financial support by funding the following projects in the 2008 Provincial Budget: '" GO Transit Rail Fleet Expansion: 20 additional bi-Ievel passenger coaches for the GO Lakeshore Corridor .. GO Transit Double-Decker Buses: 10 new double-decker commuter buses for the Highway 407-403 Corridor, and to York University .. GO Track Expansion: New passing-track sections for the GO Bradford and GO Stouffville corridors .. Bicycle Expansion: New bicycle-carrying devices on municipal transit vehicles and bicycle-storage spaces at stations across the GO Transit network " B-Line Improvements, King-Main Corridor .. A-Line Improvements, James-Upper James Corridor with service to Hamilton International Airport .. James Street North GONIA Station Gateway to Niagara .. Early Phase Dundas Street Bus Rapid Transit Spine .. Dundas and Hurontario Higher-Order Transit Corridor Development .. Mississauga Transitway Hub, Airport-Renforth Gateway .. Bolton GO Transit Improvements .. Early Phase VIVA on Highway 7 and Yonge Street, and the Cornell Terminal .. HC Transit City Light Rail Transit (LRT) Head Start .. Yonge Subway Capacity Improvements " Yonge Finch-Steeles Bus Rapid Transit .. Early Phase Highway 2 Bus Rapid Transit Spine ArrACHM.ENT'~. .. ... T..O. ~FPORT /! P/)~~ -.----. ... 174 '" Metrolinx Priori Investments: e ext 1 5 Years '" The MoveOntario 2020 foundation commitment, coupled with previously announced project funding announcements, will enable us to proceed with the major new transformational projects that will positively shape how we travel, and how we grow and develop our metropolitan region. Over the next year, Metrolinx is committed to exploring with the province, municipalities and other partners, the potential strategies to "capture" and dedicate the land value uplift that is created by the advent of new rapid transit corridors and hubs. These revenues could potentially be reinvested back into transit infrastructure improvements. The implementation of higher- order, rapid transit services could also be a catalyst for transit-supportive commercial and residential development, and larger transit ridership and revenues. Please refer to the technical backgrounder for more details on potential Land Value Capture tools. The following are the fifteen major priority projects to be implemented in the first 15 years of the RTP. Top 1 5 Priorities .. VIVA Highway 7 and Yonge Street through York Region .. Brampton's Queen Street Acceleride .. Spadina subway extension to Vaughan Corporate Centre " Yonge subway extension to Richmond Hill and capacity improvements " Eglinton rapid transit from Pearson Airport to Scarborough Centre .. Upgrade and extension of the Scarborough Rapid Transit line .. Finch/Sheppard rapid transit from Pearson Airport to Scarborough Centre and Meadowvale " Express Rail on the Lakeshore Line from Hamilton to Oshawa " Rapid transit in downtown Hamilton from McMaster University to Centennial Parkway .. Hurontario rapid transit from Port Credit to Downtown Brampton .. 403 Transitway from Mississauga City Centre to the Renforth Gateway .. Rail link between Union Station and Pearson Airport " Rapid transit service along Highway 2 in Durham .. Improvements to existing GO rail services and extension of GO rail service to Bowmanville .. Early phases of BRT service on Dundas Street in Halton and Peel 19 . -- AnAcHMENT#~ 1 7 5 RFPORT /I PI) __'I ~lt Proposed Investment-Profile The Draft RTP Capital and Operating Program will be one of the largest of its kind in Canadian transportation history. Total cost of the 25-year transit plan capital expansion component alone is estimated at approximately $50 billion in today's dollars (see Graph 1). On a year-by-year basis, capital expenditures will increase from $1.1 billion in 2009 to $2.5 billion in 2015. The Capital Program will be completed by 2033. The upfront capital expenditures of the RTP are assumed to be financed by long-term debt in order to spread the costs over the life of the i;:lssets. Debt to support Metrolinx investments is assumed to be arranged through the Ontario Financing Authority. The province could also consider assigning a dedicated revenue stream to Metrolinx, from existing revenues, to support debt service payments., Graph 1 $3,000 ~ ~ $2,000 ~ !!! $1,000 $- co C"l 0 ~ 0 0 N N RTP CAPITAL EXPENDITURES-x (Today's Dollars) '-----~._y_____._._.._.,.~.-~--'1m.----. co C"l co C"l co C"l co C"l co ~ N N C"l C"l '<t '<t In In 0 0 0 0 0 0 0 0 0 N N N N N N N N N 'RTP costs include transit, policy and programs costs only. Asset rehabilitation is projected to start in 2020, five years after the completion of the first RTP expansion projects (see Graph 2). Rehabilitation costs will increase with the completion of more projects. Once the RTP Capital Program is completed, rehabilitation expenditures are estimated to continue at $1.8 billion per year, to ensure we are adequately reinvesting in these long-lasting assets to safeguard optimum operating efficiency and public safety. G h 2 RTP REHAB EXPENDITURES* iToday's Dollars) $3,000 ~ ~ $2,000 ~ !!! $1,000 $- co C"l co 0 ~ 0 0 0 N N N C"l N o N co N o N C"l C"l o N co C"l o N C"l '<t o N co '<t o N C"l In o N co In o N 'RTP costs include transIt, policy and programs costs only. AnflCHJVkiH. # .... V .j,U P.~POPT I' pn~_l{ S"-o\:; _ f 76 Operating expenditures of the Draft RTP projects are estimated at $18 million in 2009 " for initial Draft RTP policy and program costs. The operating cost impacts of the first completed major new transit projects are expected to commence in 2015. Total operating expenditures will increase to $1.4 billion in 2033 upon the completion of all Draft RTP projects (see Graph 3). $3,000 "' c: .9 $2,000 ~ ~ $1,000 $- 00 ~ 00 M a ~ N a a a a N N N N G 3 RTP OPERATING EXPENDITURES* (Today's Dollars) 00 N a N M M a N 00 M a N (") .... a N 00 .... a N (") LO a N 00 LO a N *RTP costs Include transit. policy and programs costs only. Under the current division of responsibility for transit operations in the GTHA, the ongoing operating cost of new regional commuter rail and express rail services will be mainly the responsibility of the Province, while municipalities are assumed to be mainly responsible for subway, aut9mated guided transit (AGT). light rail transit (LRT) and bus rapid transit (BRT) operating costs. Metrolinx proposes to develop options for long-term, sustainable GTHA transit operating funding, as part of our report on potential dedicated revenue tools and instruments to fund the balance of the Draft RTP projects to 2033, for Province of Ontario review and consideration in 2013. The total expenditure profile to deliver the ultimate 25-year Draft RTP vision is substantial (see Graph 4). Combined capital, rehabilitation, and operating expenditures on a cash basis (before debt financing) are approximately $3 billion per year for most years during the life of the 25-year Draft RTP. Craph 4 $5,000 $4,000 "' $3,000 c: 0 .- ~ $2,000 ~ $1,000 $- 00 (") 00 a ~ a a a N N N RTP TOTAL EXPENDITURESx, (Today's Dollars) (") N a N 00 N a N (") (") a N 00 (") a N (") .... a N 00 .... a N (") LO a N 00 LO a N . Capex III! Rehab Costs mOperating Costs *RTP costs include transit. policy and programs costs only. 21 '177 ATI.AC. HMENT#<__~. ~H rr~;(lr}1' If nn L( ~ - 0(:) Proposed Metrolinx Financial Plan Metrolinx is proposing to fund the first series of large transformational transit projects through the Province's $11.5 billion MoveOntario 2020 foundation commitment. Our financial projections suggest the provincial share of MoveOntario 2020 will be sufficient to sustain Draft RTP project commitments from 2009 to 2015. This means people across the GTHA will be able to see and experience the benefits of major transit expansion early in the Metrolinx mandate. Ontario's outstanding request for a $6 billion federal contribution to MoveOntario 2020 is critical to achieve more sustained funding. The combined provincial and federal MoveOntario commitments should be sufficient to meet Draft RTP costs to 2018. Following public and stakeholder consultations, and more detailed analysis, Metrolinx proposes to report back to the Ontario government in 2013 with strategic advice, guidance and options to close the GTHA transportation investment gap beyond 2015. Key Characteristics and Assumptions of the Financial Plan Subject to Province of Ontario consideration and review: .. Each RTP project should be implemented utilizing a procurement model that maximizes the ability for Metrolinx to implement projects quickly, but also by limiting exposure to project risks. It is assumed that in each case private sector involvement in project design, construction, and financing should be considered, where appropriate. According to the Province of Ontario and the federal government all large transit capital project proposals must be submitted for Alternative Financing and Procurement (AFP) evaluation. .. The Financial Plan is focl,Jsed on the capital expansion costs of the Draft RTP. Options for long-term sustainable funding of transit operating and rehabilitation costs should be addressed in the Metrolinx Investment Strategy report to the Ontario government in 2013. AnAGHiViENT # ~ GFPORT II PO,: -:zt {-:(j' 0 <> .. All new rapid transit Capital Assets should be under the title of the Province or Metrolinx, and the capital cost should be amortized over the life of the assets similar to a home owner's mortgage, for example, over 15, 25, or even 40 years depending on the type of asset This also reflects the benefits that accrue to future generations that would benefit from the assets, .. All project capital costs are assumed to be financed through debt, repayable against an amortization period covering the standard useful life-cycle of the asset The average useful life for assets in the Draft RTP is assumed to be 25 years, " Debt service payments are assumed to commence as debt is issued to pay for capital costs, However, arrangements for construction period financing could be considered at the individual project decision-making level, based on the selected procurement and delivery model. .. Capital assets should be maintained over their life-cycle using internationally-recognized sound asset management principles, This means that assets should be maintained to an agreed standard through continuous investments in asset rehabilitation, Rehabili,tation expenditures are assumed to be covered through contributions equivalent 4% of total capital costs on an annualized basis, commencing five years after project completion. Financial Cap Post-20 1 5 The MoveOntario 2020 foundation commitment is the cornerstone for the immediate, responsible initiation of the RTP. Based on the currently contemplated funding, the provincial share of MoveOntario 2020 commitment is expected to meet transit capital expansion funding requirements, as set out in the Draft RTP, to 2015. Together with the requested one-third federal share of the MoveOntario 2020 commitment, capital expansion funding requirements can be met to 2018. To address the capital expansion and rehabilitation funding gap beyond 2015 (or beyond 2018, if Ontario is successful in securing the federal funding share), new long-term revenue and funding instruments will be required. This long-term investment challenge includes capital expansion, life- cycle rehabilitation and ongoing net operating costs. Metrolinx proposes to consult with the public and stakeholders, and report back to the Ontario government on the potential suite of long-term financial tools to fund and sustain the complete 25-year Draft RTP vision, in 2013. . .1.7 9 ATTACHMENT # TO Meirolinx Leadersrllp -an Accountability Time is of the essence in generating the benefits of regional transportation investment. The Draft Investment Strategy is based on a set of complementary assumptions on Metrolinx empowerment, all subject to Province of Ontario review and consideration: .. Leadership and Cooperation - Metrolinx proposes to playa leadership role in delivering the new transit and other transportation projects identified in the Draft RTP, and we understand the necessity of cooperating with all regional stakeholders, including municipalities, the Province and the federal government. We are committed to working with our municipal and transit agency partners to ensure the projects are delivered on time and on budget. MoveOntario 2020 funding, coupled with proposed amendments to the Greater Toronto Transportation Authority Act, should be introduced in 2009 to allow Metrolinx to enter into long-term, performance-based agreements with project partners for capital project leadership and implementation. .. Funding - To be effective leaders, Metrolinx proposes to be financially enabled. This means that we would have the ability to draw on sustained financial resources and the flexibility to deploy those resources as needed. Similar funding models already exist in other regional Canadian jurisdictions, such as TransLink in Greater Vancouver, and the Montreal Transit Authority (AMT) in Greater Montreal. .. Communication - Metrolinx proposes to post progress milestone reports or a regular basis, and to provide real-time project updates on our website. This single-point accountability approach, paired with funding and implementation responsibility for the initial phase of an integrated regional transit and transportation network, is the basis for Metrolinx, as a new regional authority, to build early Implementation credibility and to get results for the GTHA and Province of Ontario. ATTACHMENT' ~-~O REPORT I PD~ 180 " 1 81. 'POF\T if. f,Jn V Lf~-oa From Plans to Action The people of the GTHA are about to witness and participate in one of the largest investments in transportation infrastructure in Canada's history. You have told us that you want this investment to address issues like congestion, to provide people with choices in their travel options, and to focus on getting projects completed on time and on budget. Metrolinx has developed a Draft RTP. based on extensive consultation and input, that requires an investment commitment to support economic growth and prosperity, to help reduce the negative impact of transportation on the environment, and most importantly, to improve the quality of people's lives in our region. We are presenting, for your review and consideration, a practical and staged Draft Investment Strategy that is affordable, and allbws a decisive start on large; transformational transit project priorities as early as 2009. Metrolinx is proud to be leading a new transportation vision for the GTHA. Together, we are on the brink of establishing a legacy of transportation benefits for generations to come. The Metrolinx motto is 'linking people to places'. Our vision is for one of the best transportation systems in the entire world. Our pledge to you is that with your support, we are ready, willing and able to transition our vision and plans to implementation. ~ ",\,\ l{ ~O~'>\,. " 0') 4, 183 yi- ()~ Technical Backgrounders Five Propos d Investment Strategy Guiding Principle Metrolinx is proposing five principles to shape all of our future investment decisions. We are committed to each of them, and believe they can provide investment leadership, predictability and accountability for the people of the GTHA. Principle 1 - Regional or "Metropolitan" Focus - Metrolinx investments should enhance regional transportation and mobility. This means that our funding sources will also be linked and dedicated to regional benefits. Local municipalities should maintain their key roles in local transportation, but when it comes to regional transportation issues, Metrolinx will be the authority focusing on 'linking people to places' across the GTHA. We need a Regional Transportation Plan and Investment Strategy that reflect the way most of us live our lives and perform business - where we routinely cross local community and municipal boundaries to support a dynamic regional economy, labour market, and institutional and social networks across the GTHA. We live in a "metropolitan" context - whether its air quality, the built urban form, media markets, goods delivery or family interactions - and our travel patterns reflect that regional reality. So shoul(:J our transportation investment plans. Principle 2 - Invest where it Matters Most - all Metrolinx investments should be aligned with the RTP and subject to a fair, easy-to-understand and rigourous "Benefits Case" screening process where ~conomic, environmental and social needs and impacts are taken into direct account. People want a transportation system that moves them where they want to go, and when they want to get there. Metrolinx should focus on how to maximize the value of our regional investments, taking a regional perspective. ".""'1'.""<"" U ,.'; ",\,JI f,\!ir._ill ~ (~',."-l--,,_.,, L(5-o (! Principle 3 - Prudent Financial Management - We believe that the investments should be affordable and that a financial plan should be in place to show how the investments will be funded, Since the investments in the transportation system will generate benefits for the GTHA residents over many years, we believe that the use of debt financing is appropriate and the debt should be amortized over the useful life of the assets, similar to a home mortgage, Principle 4 - A System that Works and is Accountable - Metrolinx is a regional authority, and we will be directly accountable to all people in the GTHA. Our pledge is to post regular reports on exactly how we are progressing towards achieving our plans, A system that works is one where clear targets for construction and implementation are set, performance is managed, and people can trust that their interests are being served, Principle 5 - Risk Management and Project Implementation Discipline - people are tired of construction projects that take longer than they should and cost more than promised. Metrollnx will introduce sound, recognized disciplines in project delivery and management by adopting the best practices domestically and internationally, We will not make a single investment until we are satisfied that risks will be managed, projects will be delivered on time and on budget, and there will be no 'surprises', Metrolinx will set ambitious objectives and performance expectations - while leaving it to the creativity, expertise and technical skills of local authorities and professionals to meet those standards, E tl 185 ~~-DB Innovative Funding for Tomorrow Looking Beyo d 201 Metrolinx is committed to a full public dialogue about future long- term funding instruments. We are proposing to initiate a thorough public examination and report-back to government decision-makers in 2013, based on a public consultation and options report that we will post at that stage. Our assessment process of long-term investment needs has really only just begun, but we will be working hard to put forward strategic advice and options that reflect an equitable and responsible way to fund the future growth of the GTHA transportation system. In working with the public and our stakeholders, Metrolinx will be exploring the issue of introducing innovative funding instruments from multiple perspectives. There will be trade-ofts that need to be made, and we will need to work together, to ensure that trade-offs reflect a thorough examination of each dimension and impact of the future funding choice. Metrolinx will at all times pay rigorous attention to existing practices and system inefficiencies, so we only ask the traveler for more financial support after we demonstrate that they are getting good value for money on their existing taxes and contributions. The important dimensions to be considered include: .. Technical feasibility to ensure that tools can be implemented effectively; .. Magnitude of the revenue opportunities are sufficient to cover requirements; .. Sustainability in both economic and environmental terms; .. Fairness for people who will be asked to pay; '" Transportation impact to positively deliver the Draft RTP policy objectives; '" Administrative costs that are not too high; and .. Public acceptability such that a majority of people understand and accept the initiative. ~8 ,...~.. ","".""""""g"",-",,,~,,~_...::::t:'.'.' ", To build the future will require real innovation in how we fund our transportation system... ... etroli WI rch out ese innovative methods and provide people with real choice. '-"1 ,', ATTACHMENT' ~ TO 1 8 7 REPORT # PO l{ <:,_D B Land Value Capture Metrolinx is pursuing innovative ways of funding the growth and expansion of regional transportation infrastructure. As one example, we are looking for ways to add increased value for citizens in the GTHA from private sector developers. The region is growing, and as a centre piece of the RTP we are encouraging new mobility hubs and urban growth centers. Private land owners and developers should not be the only ones to benefit financially from such growth centers. By entering into innovative property development arrangements - for example having private investors provide funding for schools, transit stations and public libraries - Metrolinx will be doing more than just help provide stronger transportation infrastructure, we will be helping to provide stronger communities. Land Value Capture and enhancement revenue sources refer to strategies aimed at recovering some of the increased value in land and property development that results from transportation investment. Following the practices of Canadian and international jurisdictions such as Vancouver, Washington D.C., Los Angeles, Hong Kong and Amsterdam, Metrolinx is looking at ways to make sure that land owners and developers pay a fair share of the benefits they will receive. Specifically, we are looking at a range of potential tools in the near term: " Development Charges that reflect the real value of land development, particularly in the Metrolinx investment corridors and in the areas surrounding Mobility Hubs and Urban Growth Centers; .. Land Value Taxation to capture the value enhancement due to transportation improvements - this may be implemented as an annual tax or a levy payable on the sale or zoning of the land; " > 188 ATTACHMENT # ~ _ (5. ~o m:pOR1 fI PO I.( o " Tax Increment Financing that uses the increase in future property tax revenues to support present investment; · Business Improvement Area levies from local business and property owners to support improvements to the designated area; · Mechanisms whereby property owners would pay a share of proceeds from property sales where value increases are tied to Metrolinx transportation investments; and " Opportunities for joint developments between Metrolinx, municipalities, and private investors to offset the costs of transportation assets and/or provide long-term revenue stream to support transportation operations. Metrolinx is already working in cooperation with GTHA municipalities, and the Ontario Realty Corporation to explore the specifics of land value opportunities associated with the draft Regional Transportation Plan. We will report back with a Land Value Capture implementation strategy in 2009. Metrolinx will assume responsibility for working in partnership with pri te velope so that the Ja d value created by the RTP inves t to s r com all. ET 189 ATTACHMENT # ~ JP C'c~ORTJ PO. ... ~... Lf S;::::Ot;