Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
November 23, 2020
Council Meeting Agenda November 23, 2020 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Due to COVID-19 and the Premier’s Emergency Orders to limit gatherings and maintain physical distancing, the City of Pickering continues to hold electronic Council and Committee Meetings. Members of the public may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting. 6:00 pm In Camera Council Page 1. Roll Call 2. Invocation Mayor Ryan will call the meeting to order and lead Council in the saying of the Invocation. 3. Indigenous Land Acknowledgment Statement Mayor Ryan will read the Indigenous Land Acknowledgment Statement. 4. Disclosure of Interest 5. Adoption of Minutes Council Minutes, October 26, 2020 1 Executive Committee Minutes, November 2, 2020 16 Planning & Development Committee Minutes, November 2, 2020 24 Special Council Minutes, November 16, 2020 (Confidential Special Council Minutes, November 16, 2020, provided under separate cover) 33 6. Presentations 7. Delegations Due to COVID-19 and the Premier’s Emergency Orders to limit gatherings and maintain physical distancing, members of the public may provide a verbal delegation to Members of Council via electronic participation. To register as a delegate, visit www.pickering.ca/delegation, and complete the on-line delegation form or email clerks@pickering.ca. Delegation requests must be received by noon on the last business Council Meeting Agenda November 23, 2020 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca day before the scheduled meeting. All delegations for items not listed on the agenda shall register ten (10) days prior to the meeting date. The list of delegates who have registered to speak will be called upon one by one by the Chair and invited to join the meeting via audio connection. A maximum of 10 minutes shall be allotted for each delegation. Please ensure you provide the phone number that you wish to be contacted on. Please be advised that your name and address will appear in the public record and will be posted on the City’s website as part of the meeting minutes. 7.1 Patrick McNeil, Chair of the Board of Directors, Elexicon Corporation Lesley Gallinger, President & CEO, Elexicon Energy Karen Fisher, Interim President & CEO and Chair of the Board of Directors, Elexicon Group Re: Elexicon Merger Update 8. Correspondence 8.1 Corr. 51-20 36 David Crombie, Chair, Greenbelt Council Re: Regional Economic Roadmap for Recovery Recommendation: That Corr. 51-20, from David Crombie, Chair, Greenbelt Council, dated October 22, 2020, regarding the Regional Economic Roadmap for Recovery, be received for information. 8.2 Corr. 52-20 70 Kevin Narraway, Manager, Legislative Services/Deputy Clerk Town of Whitby Re: Region of Durham’s Potential Return to Modified Stage 2 COVID-19 Restrictions Recommendation: That Corr. 52-20, from Kevin Narraway, Manager, Legislative Services/Deputy Clerk, Town of Whitby, dated October 27, 2020, regarding the Region of Durham’s Potential Return to Modified Stage 2 COVID-19 Restrictions, be received for information. Council Meeting Agenda November 23, 2020 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 8.3 Corr. 53-20 72 The Honourable Rod Phillips, Minister of Finance Ministry of Finance Re: 2021 Ontario Municipal Partnership Fund (OMPF) Allocations Recommendation: That Corr. 53-20, from The Honourable Rod Phillips, Minister of Finance, dated October 29, 2020, regarding the 2021 Ontario Municipal Partnership Fund (OMPF) allocations, be received for information. 8.4 Corr. 54-20 75 Ralph Walton, Regional Clerk The Regional Municipality of Durham Re: Natural Resources Canada Small Nuclear Reactor Action Plan 2020 (2020-EDT-9) Recommendation: That Corr. 54-20, from Ralph Walton, Regional Clerk, the Regional Municipality of Durham, dated October 29, 2020, regarding the Natural Resources Canada Small Nuclear Reactor Action Plan 2020 (2020-EDT- 9), be endorsed. 8.5 Corr. 55-20 78 Municipal Finance Officers’ Association of Ontario (MFOA) Re: Provincial Budget 2020: Ontario’s Action Plan: Protect, Support, Recover Recommendation: That Corr. 55-20, from the Municipal Finance Officers’ Association of Ontario (MFOA), dated November 5, 2020, regarding the Provincial Budget 2020: Ontario’s Action Plan: Protect, Support, Recover, be received for information. 8.6 Corr. 56-20 87 Jennifer O'Connell Member of Parliament, Pickering-Uxbridge Council Meeting Agenda November 23, 2020 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Re: Universal Broadband Fund (UBF) Recommendation: That Corr. 56-20, from Jennifer O'Connell, Member of Parliament, dated November 9, 2020, regarding the Universal Broadband Fund (UBF), be received for information. 8.7 Corr. 57-20 89 Stan Karwowski, Director, Finance & Treasurer City of Pickering Re: Civic Centre Actual Project Costs-to-Date Recommendation: That Corr. 57-20, from Stan Karwowski, Director, Finance & Treasurer, dated October 1, 2020, regarding the Civic Centre Actual Project Costs-to- Date, be received for information. 8.8 Corr. 58-20 98 The Honourable Raymond Cho, Minister for Seniors and Accessibility Ministry for Seniors and Accessibility Re: Advancing Accessibility in Ontario: Improving Understanding and Awareness about Accessibility Recommendation: 1. That Corr. 58-20, from The Honourable Raymond Cho, Minister for Seniors and Accessibility, dated November 3, 2020, regarding Advancing Accessibility in Ontario: Improving Understanding and Awareness about Accessibility, be received for information; and, 2. That Corr. 58-20 be referred to the Pickering Accessibility Advisory Committee for their review. 9. Report EC 2020-08 of the Executive Committee held on November 2, 2020 Refer to Executive Committee Agenda pages: 9.1 Director, Corporate Services & City Solicitor, Report BYL 04-20 1 Council Meeting Agenda November 23, 2020 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca PetSmart Charities Adoption Partner Program - Approval to Sign Agreement Recommendation: 1. That the PetSmart Charities Adoption Partner Program agreement be approved; 2. That the attached PetSmart Charities Adoption Partner Agreement be executed on the City’s behalf by the Mayor and City Clerk; and, 3. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. 9.2 Director, Engineering Services, Report ENG 05-20 8 Rotary Frenchman’s Bay West Park - Master Plan Update Recommendation: 1. That the Rotary Frenchman’s Bay West Park Master Plan Update as set out in Attachment #1 be endorsed by Council; 2. That City staff be directed to coordinate with the Toronto and Region Conservation Authority to prepare the detailed design in preparation for construction; 3. That City staff consider including funds in the 2021 Parks Capital Budget to complete the detailed design and implementation of the Master Plan; 4. That a copy of this report be forwarded to the Toronto and Region Conservation Authority for their information, and that they be advised of Council’s decision on this matter; and, 5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 9.3 Director, Engineering Services, Report ENG 12-20 40 Beachfront Park Rehabilitation & Needs Assessment - Work Plan Status Report Council Meeting Agenda November 23, 2020 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Recommendation: 1. That Report ENG 12-20 regarding a Work Plan Status Report for Beachfront Park, as a follow-up to Report ENG 13-19 and in response to Resolutions #196/19 & 197/19, be received for information; 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report; and, 3. That Staff be directed to report back to the Executive Committee in March 2021, with the roll out plan for the public engagement process and a status update on the project. 9.4 Director, Finance & Treasurer, Report FIN 13-20 55 2021 Interim Levy and Interim Tax Instalment Due Dates Recommendation: 1. That an interim property tax levy be adopted for all realty property classes for 2021; 2. That the interim property tax levy instalment due dates be February 24 and April 28, 2021; 3. That the attached draft by-law, providing for the imposition of the taxes, be enacted; and, 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 9.5 Director, Finance & Treasurer, Report FIN 14-20 60 2020 Year End Audit (Interim) Recommendation: 1. That the Audit Service Plan as submitted by Deloitte LLP, set out in Attachment 1 to this report, be received for information; and, Council Meeting Agenda November 23, 2020 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 2. That the Interim Chief Administrative Officer and the Director, Finance & Treasurer be authorized to sign the confirmation of change to the master services agreement on behalf of the City. 9.6 Director, City Development & CBO, Report PLN 23-20 83 Street Naming Policy - Council Endorsement Recommendation: 1. That Council endorse the Street Naming Policy, as set out in the revised Appendix I attached to the Memorandum from the Director, City Development & CBO, dated October 29, 2020, subject to minor revisions acceptable to the Director, City Development & CBO; and, 2. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 10. Report PD 2020-08 of the Planning & Development Committee held on November 2, 2020 Refer to Planning & Development Agenda pages: 10.1 Director, City Development & CBO, Report PLN 22-20 124 Draft Plan of Subdivision Application SP-2019-02 Zoning By-law Amendment Application A 07/19 Oak Hill Developments Ltd. and White-Pine General Contractors Ltd. Lots 60 and 61, Plan 418 (467 and 471 Rosebank Road) Recommendation: 1. That Draft Plan of Subdivision Application SP-2019-02, submitted by Oak Hill Developments Ltd. and White-Pine General Contractors Ltd., on lands being Lots 60 and 61, Plan 418, to establish a residential plan of subdivision consisting of 8 lots for detached dwellings as shown on Attachment #4 to Report PLN 22 -20, and the implementing conditions of approval, as set out in Appendix I, be endorsed; 2. That Zoning By-law Amendment Application A 07/19, submitted by Oak Hill Developments Ltd. and White-Pine General Contractors Council Meeting Agenda November 23, 2020 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Ltd., to implement Draft Plan of Subdivision SP 2019 -02 on lands being Lots 60 and 61, Plan 418, be approved, and that the draft Zoning By-law Amendment as set out in Appendix II to Report PLN 22-20 be forwarded to Council for enactment; 3. That Amendment 8 to the Rosebank Neighbourhood Development Guidelines – Precinct No. 3, to allow an exception permitting minimum lot frontages of 12.2 metres for 4 lots fronting Gillmoss Road to implement Draft Plan of Subdivision SP-2019-02, be endorsed as set out in Appendix III; and, 4. That Informational Revision 27 to the Pickering Official Plan Rosebank, Neighbourhood Map 11, to delete the proposed new northerly extension of Dunn Crescent to intersect with the future easterly extension of Gillmoss Road, as set out in Appendix IV, be approved. 11. Reports – New and Unfinished Business 11.1 Director, Engineering Services, Report ENG 13-20 100 Consulting Services for Detailed Design for the New Highway 401 Road Crossing to Connect Notion Road to Squires Beach Road Recommendation: 1. That Council approve the hiring of AECOM Canada Ltd. for the Detailed Design Services of the new Highway 401 road crossing to connect Notion Road to Squires Beach Road in accordance with Purchasing Policy 10.03 (c) as the assignment has a value above $50,000.00 and a competitive process is not being followed, and is therefore subject to the additional approval of Council; 2. That the fee proposal dated November 6, 2020 submitted by AECOM Canada Ltd. for the Detailed Design Services for the new Highway 401 road crossing to connect Notion Road to Squires Beach Road in the amount of $3,284,320.14 (HST included) excluding provisional items be accepted; 3. That the total gross project cost $3,862,677.00 (HST included), including the proposal amount and other associated costs, and the Council Meeting Agenda November 23, 2020 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca total net project cost of $3,478,460.00 (net of HST rebate) be accepted; 4. That the Director, Finance & Treasurer be authorized to finance the estimated net project cost of $3,478,460.00 as follows: a) The sum of $1,000,000.00 as approved in the 2020 Development Projects (DC Funded) Capital Budget to be funded from a Third Party Contribution be increased to $1,391,384.00; b) The sum of $500,000.00 as approved in the 2020 Development Projects (DC Funded) Capital Budget to be funded from the DC Transportation Services Reserve Fund be increased to $1,600,092.00; c) The sum of $500,000.00 as approved in the 2020 Development Projects (DC Funded) Capital Budget to be funded from the Roads & Bridges Reserve Fund be revised to an Internal Loan in the amount of $486,000.00 for a term not exceeding two years, and the balance sum of $984.00 from property taxes; 5. That award of the proposal to AECOM Canada Ltd. be subject to the City of Pickering and Pickering Developments Inc. entering into a cost sharing agreement with respect to funding of the project; 6. That the appropriate City staff be authorized to execute a Professional Services Agreement between the City of Pickering an d AECOM Canada Ltd. in a form satisfactory to the Director, Corporate Services & City Solicitor and Director, Finance & Treasurer; 7. That AECOM Canada Ltd. be approved, in principle, to provide construction administration services required to monitor and execute the construction contract with the approved contractor when a tender has been awarded, subject to review and acceptance of the scope of work and associated fee at that time; and, 8. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Council Meeting Agenda November 23, 2020 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 12. Motions and Notice of Motions 13. By-laws 13.1 By-law 7792/20 Being a by-law for the collection of taxes and to establish the instalment due dates for the Interim Levy 2021. [Refer to page 57 of the Executive Committee Agenda] 13.2 By-law 7793/20 107 Being a By-law to amend Restricted Area (Zoning) By law 2511, as amended, to implement the Official Plan of the City of Pickering, Region of Durham, being Lots 60 and 61, Plan 418, City of Pickering. (A 07/19) 13.3 By-law 7794/20 120 Being a By-law to adopt Amendment 39 to the Official Plan for the City of Pickering. (OPA 18-002/P) 13.4 By-law 7795/20 125 Being a By-law to amend Schedule A of By-law 7362/14 appointing Inspectors. 13.5 By-law 7796/20 129 Being a By-law to amend By-law 7769/20 that assigned certain functions, duties and authorities to the Director, City Development, or designate. 14. Confidential Council – Public Report 15. Other Business 16. Confirmation By-law 17. Adjournment Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm Present: Mayor David Ryan Councillors: D. Pickles Absent: S. Butt Also Present: M. Carpino -Interim Chief Administrative Officer K. Bentley -Director, City Development & CBO P. Bigioni -Director, Corporate Services & City Solicitor B. Duffield -(Acting) Director, Community Services J. Eddy -Director, Human Resources J. Hagg -Fire Chief J. Flowers -CEO & Director of Libraries, Pickering Public Library R. Holborn -Director, Engineering Services F. Jadoon -Director, Economic Development & Strategic Projects S. Karwowski -Director, Finance & Treasurer S. Cassel -City Clerk C. Rose -Chief Planner T. Ryce -Supervisor, Cultural Services R. Perera -(Acting) Committee Coordinator K. Ashe M. Brenner I. Cumming – arrived at 7:07 pm B. McLean 1.Roll Call The City Clerk certified that all Members of Council were present, with the exception of Councillor Butt and Councillor Cumming, and noted that all Members present were participating electronically in accordance with By-law 7771/20. 2.Invocation Mayor Ryan called the meeting to order and led Council in the saying of the Invocation. 3.Indigenous Land Acknowledgment Statement - 1 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm Mayor Ryan read the Indigenous Land Acknowledgment Statement. 4. Disclosure of Interest No disclosures of interest were noted. 5. Adoption of Minutes Resolution # 438/20 Moved by Councillor Brenner Seconded by Councillor Pickles Council Minutes, September 28, 2020 Executive Committee Minutes, October 5, 2020 Planning & Development Committee Minutes, October 5, 2020 Special Council Minutes, October 20, 2020 Carried 6. Presentations There were no presentations. 7. Delegations 7.1 John Currie, Honouring Indigenous Peoples (HIP) Re: First Reading of the Indigenous Land Acknowledgment Statement John Currie, Honouring Indigenous Peoples (HIP), joined the electronic meeting via audio connection, to present a video on the work undertaken to create the Indigenous Land Acknowledgement Statement. Mr. Currie thanked Members of Council and Staff for the work completed and noted that both Chief LaRocca and he are looking forward to an ongoing relationship between the Mississaugas of Scugog Island First Nation and the City of Pickering. 7.2 Mathieu Goetzke, Vice President of Planning, Metrolinx Kristin Demasi, Senior Advisor, Metrolinx David Hopper, Consultant Project Manager, Parsons Re: Update - Durham-Scarborough Bus Rapid Transit (BRT) Preliminary Design Mathieu Goetzke, Vice President of Planning, Metrolinx, Kristin Demasi, Senior Advisor, Metrolinx, and David Hopper, Consultant Project Manager, Parsons, joined the electronic meeting via audio connection to provide an update on the Durham-Scarborough Bus Rapid Transit (BRT) project. - 2 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm Mr. Goetzke, Ms. Demasi, and Mr. Hopper referred to a PDF presentation document that was circulated to Members of Council prior to the meeting. Highlights of the presentation included: increasing transit reliability and capacity between Downtown Oshawa and Scarborough Town Centre with dedicated bus lanes; benefits of the initial business case which include high ridership, travel time saving, and economic benefits for the Region; the upcoming public information sessions being held from November 16 to December 18, which would present the preferred design for public feedback; improvements to mobility choice, accessibility, bus reliability, active transportation facilities, and streetscape; the preferred design for Pickering which includes dedicated center-median transit lanes, four lanes for general traffic, sidewalks and cycle tracks on both sides of the road; 49 BRT stop locations with 10 in Pickering; and, the project timeline with the Transit Project Assessment Process to commence early 2021 with a proposed completion in the summer of 2021. A brief question and answer period ensued between Members of Council and Mathieu Goetzke, Kristin Demasi, and David Hopper regarding: whether there would be a solution in place for the railway bridge east of Fairport Road and at which point in the project timeline this would be addressed; how the impact to ridership levels due to COVID-19 would affect the project; whether some parts of the project could be accelerated if there were federal and provincial funding available; whether the lands for the underpass bridge had been acquired by Metrolinx and the associated costs to build the underpass bridge; and, whether there would be bike lanes along the corridor. 7.3 Carla Carmichael, Ontario Power Generation Re: Launch of the Centre for Canadian Nuclear Sustainability (CCNS) Carla Carmichael, Ontario Power Generation, joined the electronic meeting via audio connection to present the Centre for Canadian Nuclear Sustainability that was launched on October 23, 2020. - 3 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm Ms. Carmichael referred to a PDF presentation document that was circulated to Members of Council prior to the meeting. Highlights of the presentation included: the central location of the Centre where the Durham-Centennial College – Pickering Learning Site was previously located, with signage that can be seen from Hwy 401; the Centre’s mandate and the inclusion of an innovation hub for vendors and community events as well as the stationing of decommissioning staff who would be working on site; the foundation pillars of the Centre which include sustainable plans, innovative thought leadership, economic stimulus, and community involvement; the focus of the Centre on collaborating and partnering with all levels of the government, industry, and other stakeholders; and, upcoming events for the public and stakeholders. A brief question and answer period ensued between Members of Council and Carla Carmichael regarding: steps that would be taken by OPG to attract talent into the City, from across the world, as part of the research and work that will be part of the dismantling process; whether OPG would be looking into housing arrangements to accommodate individuals coming to the Centre from outside of the country; and, whether the Centre would have a public information component to provide educational opportunities to the community now and once the COVID-19 pandemic has ended. 7.4 Susan deRyk, Interim President and CEO Sharon Lee, Executive Vice President and Chief Transformation Officer Lakeridge Health Re: Lakeridge Health Update Susan deRyk, Interim President and CEO, Lakeridge Health joined the electronic meeting via audio connection to provide an update on the activities of Lakeridge Health and ongoing efforts to deliver the best patient experience. Ms. deRyk noted that Sharon Lee, Executive Vice President and Chief Transformation Officer, Lakeridge Health, was also present via audio connection to answer questions if required. Ms. deRyk stated that current projects at Lakeridge Health include collective efforts to respond to COVID-19, continued work to construct the Jerry Coughlan Health and Wellness Center, and the building of a new long-term health care - 4 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm facility in partnership with the Province, and noted that this work would be prioritized and coordinated through the annual business planning process. She added that Lakeridge Health’s key focus in all deliberations, is the continuity in delivering the best possible level of patient care to the community. She noted that they are continuously striving to find the best innovative care and stated that this could involve shifting or refining how and where services are delivered to the community. Ms. deRyk informed Members of Council that the annual business planning which normally occurs in late winter and early spring, would be delayed due to the COVID-19 pandemic, and that the set goals would be applied consistently across the Region. She added that strategies to redesign, innovate, and provide patient care would be underway and noted that the organization’s approach to redesigning ambulatory services would be guided by 3 approaches, which include maximizing community care, optimizing the staffing model, and leveraging virtual care capabilities. Ms. deRyk concluded her delegating by noting that Lakeridge Health would continue to work with stakeholders to ensure community well-being. A brief question and answer period ensued between Members of Council and Susan deRyk regarding: whether Lakeridge Health would look into having a pop up COVID-19 testing facility in Pickering; what role, if any, Lakeridge Health would play in the COVID-19 testing being offered at local pharmacies; update on the progress of the construction of the Jerry Coughlan Health and Wellness Center; the review of ambulatory services and assurance that the level of care and service that is currently provided by the Ajax-Pickering Hospital would not be diminished; and, the ongoing review of services at Ajax-Pickering Hospital and how they may be delivered differently and the collaboration in this regard with medical staff at the Hospital. 8. Correspondence 8.1 Corr. 50-20 Sarah Moore, Acting Manager of Legislative Services/Deputy Clerk Town of Ajax Re: Support of Ambulatory Services at Ajax Pickering Hospital A brief discussion ensued between Members of Council regarding: the importance of showing support for the Ajax-Pickering Hospital; and, - 5 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm the basis of the Ajax motion in that the consultation process is still underway and the need to understand the sources mentioned in the motion. Resolution # 439/20 Moved by Councillor Brenner Seconded by Councillor McLean That Correspondence 50-20, from Sarah Moore, Acting Manager of Legislative Services/Deputy Clerk, Town of Ajax, dated October 7, 2020, regarding the Support of Ambulatory Services at Ajax Pickering Hospital, be received for information. Carried Discussion continued regarding Council’s ongoing support for the Hospital and the need to encourage all parties to work collaboratively to ensure ambulatory service delivery would not be diminished. Resolution # 440/20 Moved by Councillor Brenner Seconded By Councillor McLean That the rules of procedure be suspended to allow the introduction of a motion regarding ambulatory services at Ajax-Pickering Hospital. Carried on a Two-Thirds Vote Resolution # 441/20 Moved by Councillor Brenner Seconded by Councillor McLean Pickering City Council hereby reaffirms their unwavering support for the Ajax- Pickering Hospital and the doctors that provide quality, timely and compassionate care to residents and encourages all parties to work together with the expectation that the Ambulatory Care Unit (ACU) services will be delivered without any diminishment in the City of Pickering. Carried Unanimously on a Recorded Vote 9. Report EC 2020-07 of the Executive Committee held on October 5, 2020 - 6 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm 9.1 Director, Corporate Services & City Solicitor, Report CLK 03-20 2021 Committee and Council Meeting Schedule Council Decision: 1. That the 2021 Committee and Council Meeting Schedule appended as Attachment #1 to Report CLK 03-20 be approved; and, 2. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 9.2 Director, Engineering Services, Report ENG 10-20 Amendment to Traffic and Parking By-law 6604/05 - Braeburn Crescent, Annland Street, Paddock Road Council Decision: 1. That the attached draft by-law be enacted to amend Schedule “2”, No Parking, and Schedule “9”, Speed Limits, to By-law 6604/05 to provide for the regulation of parking and speed on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering. The amendment specifically provides for the inclusion of parking restrictions on curves on Braeburn Crescent and on Annland Street, and to reduce the speed limit on Paddock Road from 50 km/h to 40 km/h; and, 2. That the appropriate off icials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Resolution # 442/20 Moved by Councillor Ashe Seconded by Councillor Cumming That Report EC 2020-07 of the Executive Committee Meeting held on October 5, 2020 be adopted. Carried 10. Report PD 2020-07 of the Planning & Development Committee held on October 5, 2020 10.1 Director, City Development & CBO, Report PLN 19-20 - 7 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm City Initiated Official Plan Amendment Application: Drinking Water Source Protection - Conformity to the Credit Valley, Toronto and Region, and Central Lake Ontario Source Protection Plan - Recommended Amendment 36 to the Pickering Official Plan - Recommended Informational Revision 24 to the Pickering Official Plan - File: OPA 19-002/P Council Decision: 1. That Official Plan Amendment Application OPA 19 -002/P, initiated by the City of Pickering, to amend existing policies and a schedule and introduce new policies and a schedule to the Pickering Official Plan with regard to the protection of drinking water sources, as set out in Exhibit ‘A’ to Appendix I to Report PLN 19-20 be approved; 2. That the Draft By-law to adopt Amendment 36 to the Pickering Official Plan, to amend existing policies and a schedule, and introduce new policies and a schedule to the Pickering Official Plan with regard to the protection of drinking water sources, as set out in Appendix I to Report PLN 19-20, be forwarded to Council for enactment, including the changes outlined in the revised pages attached to the Memorandum from the Director, City Development & CBO, dated October 5, 2020; 3. That Council adopt Recommended Informational Revision 24 to the Pickering Official Plan as set out in Appendix II to Report PLN 19-20; and, 4. That the City Clerk forward the Notice of Adoption to the Region of Durham and to each person or public body that provided written or verbal comments at the Open House, the Public Meeting, the Planning & Development Committee or the City Council meetings. 10.2 Director, City Development & CBO, Report PLN 20-20 Proposed Telecommunication Tower Installation Enbridge Gas Distribution Inc. Installation #69 Part of Lot 17, Concession 4 (west side of Sideline 16, north of Taunton Road) Council Decision: That Enbridge Gas Distribution Inc. be advised that City Council does not object to the 29.0 metre high radio telecommunication tower installation proposed to be - 8 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm located on the west side of Sideline 16, north of Taunton Road, based on the design and other details submitted with this request. 10.3 Director, City Development & CBO, Report PLN 21-20 Proposed Telecommunication Tower Installation Enbridge Gas Distribution Inc. Installation #70 Part Lot 18, Concession 8, Now Part 3, 40R-13684 (4905 Brock Road) Council Decision: That Enbridge Gas Distribution Inc. be advised that City Council does not object to the 27.4 metre high radio telecommunication tower installation proposed to be located at 4905 Brock Road, based on the design and other details submitted with this request. Resolution # 443/20 Moved by Councillor Ashe Seconded by Councillor Pickles That Report PD 2020-07 of the Planning & Development Committee Meeting held on October 5, 2020 be adopted. Carried 11. Reports – New and Unfinished Business 11.1 Interim Chief Administrative Officer, Report CAO 06-20 Minister’s Zoning Order Request for Durham Live Lands - Minister’s Zoning Order Development Agreement Resolution # 444/20 Moved by Councillor McLean Seconded by Councillor Ashe 1. That Council approve the Minister’s Zoning Order Development Agreement, substantially in the form set out in Attachment No. 1 to this report, subject to minor revisions acceptable to the Interim Chief Administrative Officer and the Director, Corporate Services & City Solicitor; - 9 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm 2. That the Mayor and City Clerk be authorized to execute the said agreement on behalf of the City and forward a copy to the Ministry of Municipal Affairs and Housing; and, 3. That the appropriate City of Pickering officials be authorized to take the actions necessary to give effect to this report. Carried 11.2 Fire Chief, Report FIR 02-20 Durham Farm 911 Project - The Emily Project Resolution # 445/20 Moved by Councillor Pickles Seconded by Councillor Brenner 1. That Council adopt the funding agreement set out by the Region of Durham to supply the City of Pickering with $31,800 to purchase rural address markers for secondary access points to rural properties; 2. That City of Pickering staff provide for the installation and GIS location for each sign requested; 3. That the Mayor and City Clerk be authorized to execute the Durham Farm 911 Funding Agreement as set out in Attachment #2 to Report FIR 02 -20; subject to minor revisions as may be required by the Fire Chief and the Director, Corporate Services & City Solicitor; and, 4. That the appropriate City officials be authorized to take the necessary actions as indicated in this report. Carried Resolution # 446/20 Moved by Councillor McLean Seconded By Councillor Brenner That the rules of procedure be suspended to allow the introduction of a motion regarding the Durham Brewing Company – Application for Manufacturer’s Limited Liquor Sales Licence. - 10 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm Carried on a Two-Thirds Vote Resolution # 447/20 Moved by Councillor McLean Seconded by Councillor Cumming Whereras, during this epidemic, small businesses are suffering financial economic hardships and are looking for ways to mitigate these impacts and to stay in business; And Whereas, the Durham Brewing Company, a business located at 1885 Clements Road, Units 272, 273 and 274 is owned and operated by a Pickering resident as a craft beer brewery, and is one of those small businesses looking for ways and assistance to promote their manufactured product, and to provide an educational experience for local people and tourists by way of establishing a tasting room; And Whereas, the Alcohol and Gaming Commission of Ontario (AGCO) allows for tasting rooms by way of a Manufacturer’s Limited Liquor Sales Licence that requires a municipal resolution from City of Pickering Council that supports this licence; And Whereas, this “By The Glass” initiative allows Ontario wineries, breweries and distilleries to consume their products on site; Now therefore be it resolved: 1. That the City of Pickering supports the application of Durham Brewing Company, located at 1885 Clements Road, Pickering, for a “By The Glass” – Manufacturer’s Limited Liquor Sales Licence; and, 2. That the City Clerk be directed to provide written notice to the Alcohol and Gaming Commission of Ontario (AGCO) and the Durham Brewing Company, notifying them of Council’s resolution confirming its support. Carried 12. Motions and Notice of Motions 12.1 Mechanical Harvesting of Eurasian Water-Milfoil Weeds in Frenchman’s Bay Discussion ensued regarding: - 11 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm the inability for boaters and emergency services to go into the Frenchman’s Bay due to the weeds; the efficiency of a mechanical harvester and the urgency of this matter; consulting with stakeholders including users of the Bay and upper levels of government for the best solutions to the issue; and, clarification on the ownership of the Bay and responsibilities for its maintenance. Resolution # 448/20 Moved by Councillor Brenner Seconded by Councillor Ashe Whereas, Frenchman’s Bay is a unique inland body of water that is the jewel of Pickering; And Whereas, Frenchman’s Bay is an essential component of the Nautical Village and provides opportunities for recreational watercraft/sports; And Whereas, environmental conditions associated with global warming has resulted in conditions that pose a serious risk to Frenchman’s Bay through the excessive growth of an invasive aquatic plant known as Eurasian water-milfoil; And Whereas, the water-milfoil weed not only poses a hazard, impacting boaters if left unchecked, they will choke the water, thus killing the Bay over a short period of time; And Whereas, a group of stakeholders who use the Bay have reached out to the City through a sub-committee and are prepared to cost share for a minimum of 50% of the capital cost of a mechanical harvester to remove the water-milfoil weeds on a continuous basis, including entering into an Operating Agreement for its operation; Now Therefore be it resolved that: 1. Staff be directed, through the Interim CAO, to review the regulatory requirements of TRCA, MNRF and DFO for permissions, approvals and permits to remove water-milfoil weeds from Frenchman's Bay and investigate the legal responsibilities for the maintenance of Frenchman's Bay; 2. Staff research the various types of equipment available for the mechanical harvesting of water-milfoil weeds in Frenchman's Bay to determine appropriate project costs; - 12 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm 3. Staff review senior level government grants and consult with potential partners to investigate and identify funding opportunities and/or partners; and, 4. Staff report back to Council in January, 2021 on the status of their findings with a potential work plan for a water-milfoil weed removal program for consideration in the 2021 budget. Carried Unanimously on a Recorded Vote 13. By-laws 13.1 By-law 7786/20 Being a by-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property. 13.2 By-law 7787/20 Being a by-law to adopt Amendment 36 to the Official Plan for the City of Pickering. (OPA19-002/P) 13.4 By-law 7789/20 Being a by-law to establish the travelled road east of Whites Road and south of Durham Regional Road #4, being Part of Lots 27 and 28, Concession 3, as public highway. (Old Whites Trail) Resolution # 449/20 Moved by Councillor Brenner Seconded by Councillor Cumming That By-law Nos. 7786/20 through 7789/20 be approved, save and except Item 13.3, By-law 7788/20. Carried 13.3 By-law 7788/20 Being a By-law to amend Restricted Area (Zoning) By-law 3036, as amended by By-law 6549/05 and By-law 7176/11, to implement the Official Plan of the City of - 13 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm Pickering, Region of Durham, in Part Lot 17, Concession 1, Now Part of Lots 1, 2 and 3, Plan 40R-11413 in the City of Pickering. (A 03/18) Resolution # 450/20 Moved by Councillor Brenner Seconded by Councillor McLean That By-law 7788/20 be approved, as amended, to include the revised Schedules as presented in the Memorandum from Kyle Bentley, Director, City Development & CBO, dated October 26, 2020. Carried 14. Other Business 14.1 Councillor Brenner raised the matter of retail sale of cannabis in the City of Pickering and inquired about the process that would enable the City to move forward in this regard and whether this was tied to the zoning review currently underway. Paul Bigioni, Director, Corporate Services & City Solicitor, advised Members of Council that he would be bringing forward a report to Council in December seeking approval to opt in and permit the retail sale of cannabis and that he would be collaborating with City development Staff on the matter. 15. Confirmation By-law By-law Number 7790/20 Councillor McLean, seconded by Councillor Pickles moved for leave to introduce a By- law of the City of Pickering to confirm the proceedings of October 26, 2020. Carried 16. Adjournment Moved by Councillor Cumming Seconded by Councillor Ashe That the meeting be adjourned. Carried The meeting adjourned at 8:42 pm. - 14 - Council Meeting Minutes October 26, 2020 Electronic Meeting 7:00 pm Dated this 26th of October, 2020. David Ryan, Mayor Susan Cassel, City Clerk - 15 - Executive Committee Meeting Minutes November 2, 2020 Electronic Meeting – 2:00 pm Chair: Councillor Butt 1 Present: Mayor David Ryan Councillors: D. Pickles – arrived at 2:01 pm Also Present: M. Carpino - Interim Chief Administrative Officer K. Bentley - Director, City Development & CBO P. Bigioni - Director, Corporate Services & City Solicitor B. Duffield - (Acting) Director, Community Services J. Eddy - Director, Human Resources J. Hagg - Fire Chief J. Flowers - CEO & Director of Libraries, Pickering Public Library R. Holborn - Director, Engineering Services F. Jadoon - Director, Economic Development & Strategic Projects S. Karwowski - Director, Finance & Treasurer C. Rose - Chief Planner S. Cassel - City Clerk S. Booker - Manager, Capital Projects & Infrastructure D. Jacobs - Manager, Policy & Geomatics J. McMullen - Supervisor, Geomatics L. Narraway - Supervisor, Animal Services A. Mostert - Sr. Coordinator, Landscape & Parks Development R. Perera - (Acting) Committee Coordinator K. Ashe M. Brenner S. Butt I. Cumming – arrived at 2:03 pm B. McLean 1. Roll Call The City Clerk certified that all Members of Council were present, with the exception of Councillor Cumming and Councillor Pickles, and noted that all Members present were participating electronically in accordance with By-law 7771/20. 2. Disclosure of Interest No disclosures of interest were noted. - 16 - Executive Committee Meeting Minutes November 2, 2020 Electronic Meeting – 2:00 pm Chair: Councillor Butt 2 3. Delegations 3.1 Paul White, Fairport Beach Neighbourhood Association Re: Re: Report ENG 05-20 Rotary Frenchman’s Bay West Park - Master Plan Update Paul White, Fairport Beach Neighbourhood Association, joined the electronic meeting via audio connection. Mr. White provided a brief overview of the history of the Rotary Frenchman’s Bay West Park, noting the Fairport Beach Neighbourhood Association’s involvement in the project dated back to 1920. He stated that when the Park opened it quickly became a popular destination for people from all over the GTA leading to increased traffic, shortage of parking, incidents of road rage and violence, adding that security is a key concern within the Park. Mr. White added that he is pleased with the findings of Report ENG 05-20, stating that the beach area where boats were being launched was not intended to act as a boat launch area and that there is access through the marina for those who would like to access the water. He advised Council that due to the high water level issues in 2018 and 2019, the washrooms would need to be relocated closer towards the west side of the Park to avoid any future flooding. Mr. White concluded his delegation by stating that he is looking forward to Phases 2 and 3 of the Master Plan. A question and answer period ensued between Members of the Committee and Paul White regarding: possible solutions for the present parking issues; feedback from the Community regarding the installation of a CCTV security system in the park; and, the Community’s opinion on Council’s decision to close the road and not have a boat launch for motorized vehicles. 3.2 David Steele Pickering West Shore Community Association Re: Report ENG 05-20 Rotary Frenchman’s Bay West Park - Master Plan Update David Steele, Pickering W est Shore Community Association, joined the electronic meeting via audio connection. Mr. Steele noted that he had been the Chair of a Taskforce in relation to the Rotary Frenchman’s Bay West Park since 1991 and that the Taskforce is comprised of 150 Pickering residents. He stated that the - 17 - Executive Committee Meeting Minutes November 2, 2020 Electronic Meeting – 2:00 pm Chair: Councillor Butt 3 Association is opposed to the boat launch and is in agreement with the findings of the Report and Council’s decision to close the road to the boat launch. Mr. Steele inquired whether the setback would be made of armour stone and whether the armour stone would be moved further back to allow for more sand on the beach. He further inquired about the future of the boat launch location that was identified in a taskforce report in 2001 and the future plans for the existing boat launch and whether it would also be built up with sand and amour stone. Mr. Steele added that the accessibility concerns had been addressed well in the Report, noting that he is pleased with the inclusion of a wheelchair matt in Spot 11 and the use of limestone for the walkways. Mr. Steele expressed concerns regarding the la ck of security in the Park adding that he is in support of installing cameras in the Park . Mr. Steele concluded his delegation by noting that Staff should consider adding bicycle lanes to the existing trails in the park. Richard Holborn, Director, Engineering Services, was requested to follow up with Mr. Steele to address questions raised during his delegation. 4. Matters for Consideration 4.1 Director, Corporate Services & City Solicitor, Report BYL 04-20 PetSmart Charities Adoption Partner Program - Approval to Sign Agreement Recommendation: Moved by Councillor Pickles Seconded by Councillor Brenner 1. That the PetSmart Charities Adoption Partner Program agreement be approved; 2. That the attached PetSmart Charities Adoption Partner Agreement be executed on the City’s behalf by the Mayor and City Clerk; and, 3. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Carried 4.2 Director, Engineering Services, Report ENG 05-20 Rotary Frenchman’s Bay West Park - Master Plan Update - 18 - Executive Committee Meeting Minutes November 2, 2020 Electronic Meeting – 2:00 pm Chair: Councillor Butt 4 Richard Holborn, Director, Engineering Services, responded to questions from Members of the Committee regarding the questions posed by David Steele, Pickering West Shore Community Association, adding that Staff would follow up with Mr. Steele in response to his delegation. Mr. Holborn noted that armour stone would be used near the Service Vehicle Turn-around, in some areas where the elevations would be raised for viewing platforms, and around wave uprush areas. Mr. Holborn added that the shoreline protection area would use natural stone and that such details would be finalized during the design phase of the project. A brief question and answer period ensued between Members of the Committee and Staff regarding: a status update on the proposed installation of CCTV cameras and whether this had been included in the 2021 budget; and, clarification on the terminology and the purpose of the Passive Waterfront Recreation Node referenced in the Report. Recommendation: Moved by Councillor Brenner Seconded by Councillor Ashe 1. That the Rotary Frenchman’s Bay West Park Master Plan Update as set out in Attachment #1 be endorsed by Council; 2. That City staff be directed to coordinate with the Toronto and Region Conservation Authority to prepare the detailed design in preparation for construction; 3. That City staff consider including funds in the 2021 Parks Capital Budget to complete the detailed design and implementation of the Master Plan; 4. That a copy of this report be forwarded to the Toronto and Region Conservation Authority for their information, and that they be advised of Council’s decision on this matter; and, 5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried 4.3 Director, Engineering Services, Report ENG 12-20 Beachfront Park Rehabilitation & Needs Assessment - 19 - Executive Committee Meeting Minutes November 2, 2020 Electronic Meeting – 2:00 pm Chair: Councillor Butt 5 - Work Plan Status Report A question and answer period ensued between Members of the Committee and Richard Holborn, Director, Engineering Services, regarding: the need for security cameras in the area to address safety concerns; whether the $100,000 which was approved by City Council in preparation of the Waterfront Park Needs Assessment had been exhausted with Mr. Holborn advising that Staff had received a proposal from MBTW Group for $50,000, which was approved by Council, and that the balance of the funds had been returned to the development charge reserve fund; the cost of public engagement, whether these costs would be included in the 2021 budget, and the timelines of the Project; reporting back to Council in early March regarding the rollout of the Project and keeping Council apprised throughout the process; whether the work needed for the shoreline would be the same for both sides of the road; whether the concept plans referenced in the Staff Report had been provided to Council; and, the importance of the Beachfront Park boardwalk and the plans to construct it. Recommendation: Moved by Councillor Brenner Seconded by Councillor Ashe 1. That Report ENG 12-20 regarding a Work Plan Status Report for Beachfront Park, as a follow-up to Report ENG 13-19 and in response to Resolutions #196/19 & 197/19, be received for information; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried Later in the Meeting (See Following Motion) Moved by Councillor McLean Seconded by Councillor Cumming That the main motion be amended by adding the following as a new Item 3 and the recommendation renumbered accordingly: - 20 - Executive Committee Meeting Minutes November 2, 2020 Electronic Meeting – 2:00 pm Chair: Councillor Butt 6 That Staff be directed to report back to the Executive Committee in March 2021, with the roll out plan for the public engagement process and a status update on the project. Carried The Main Motion, as Amended, was then Carried 4.4 Director, Finance & Treasurer, Report FIN 13-20 2021 Interim Levy and Interim Tax Instalment Due Dates A brief question and answer period ensued regarding the feasibility of the dates outlined in Report FIN 13-20 due to the impact of the second wave of COVID-19, and whether Council would be informed of the status of the arrears for the fourth tax installment of 2020. Stan Karwowski, Director, Finance & Treasurer, advised Members of the Committee that Staff would reevaluate the situation in February and April 2021, similar to the assessment done earlier this year, and that Staff would report back to Council through a Memorandum regarding the arrears for the fourth tax installments. Recommendation: Moved by Councillor Cumming Seconded by Councillor Pickles 1. That an interim property tax levy be adopted for all realty property classes for 2021; 2. That the interim property tax levy instalment due dates be February 24 and April 28, 2021; 3. That the attached draft by-law, providing for the imposition of the taxes, be enacted; and, 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Carried 4.5 Director, Finance & Treasurer, Report FIN 14-20 2020 Year End Audit (Interim) - 21 - Executive Committee Meeting Minutes November 2, 2020 Electronic Meeting – 2:00 pm Chair: Councillor Butt 7 Staff/Consultant Delegation Pina Colavecchia, Partner, Deloitte LLP on Report FIN 14-20 Pina Colavecchia, Partner, Deloitte LLP, joined the electronic meeting via audio connection and noted that the audit service plan would be similar to previous years as there had not been any material changes in accounting standards and auditing dates. She briefly outlined the audit risks identified, which included revenue recognition, management override of controls, implementation of a new financial system, and management judgments and accounting estimates. A question and answer period ensued between Members of the Committee and Pina Colavecchia regarding: whether risk levels for debt ratios are considered as part of the audit process and whether debt levels are reviewed as it pertains to the maximum allowable under Provincial regulations; whether processes such as the procurement processes are assessed to ensure they are in accordance with Corporate operating procedures; the technique used in selecting the samples for the assessment; and, whether there were any concerns with switching to the new financial system at any time during the 2021 fiscal year if it was not ready for January 1, 2021. Recommendation: Moved by Councillor Brenner Seconded by Councillor Cumming 1. That the Audit Service Plan as submitted by Deloitte LLP, set out in Attachment 1 to this report, be received for information; and, 2. That the Interim Chief Administrative Officer and the Director, Finance & Treasurer be authorized to sign the confirmation of change to the master services agreement on behalf of the City. Carried 4.6 Director, City Development & CBO, Report PLN 23-20 Street Naming Policy - Council Endorsement - 22 - Executive Committee Meeting Minutes November 2, 2020 Electronic Meeting – 2:00 pm Chair: Councillor Butt 8 Members of the Committee referred to a memo dated October 29, 2020 from the Director, City Development & CBO that was provided to Members prior to the meeting, regarding a revised Appendix I to Report PLN 23-20. A brief question and answer period ensued regarding whether former elected officials would be included in the definition and interpretation of the Policy as it relates to Pickering’s heritage and the naming of streets. Kyle Bentley, Director, City Development & CBO, advised Members of the Committee that Pickering elected officials could be included in that criteria of the Policy under Section 02.01 g) iv). Recommendation: Moved by Councillor Cumming Seconded by Councillor McLean 1. That Council endorse the Street Naming Policy, as set out in the revised Appendix I attached to the Memorandum from the Director, City Development & CBO, dated October 29, 2020, subject to minor revisions acceptable to the Director, City Development & CBO; and, 2. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Carried 5. Other Business There was no other business. 6. Adjournment Moved by Councillor Cumming Seconded by Councillor Pickles That the meeting be adjourned. Carried The meeting adjourned at 3:12 pm. - 23 - Planning & Development Committee Meeting Minutes November 2, 2020 Council Chambers – 7:00 pm Chair: Councillor Cumming 1 Present: Mayor David Ryan Councillors: D. Pickles Also Present: M. Carpino - Interim Chief Administrative Officer K. Bentley - Director, City Development & CBO P. Bigioni - Director, Corporate Services & City Solicitor F. Jadoon - Director, Economic Development & Strategic Projects N. Surti - Manager, Development Review & Urban Design C. Rose - Chief Planner S. Cassel - City Clerk D. Jacobs - Manager, Policy & Geomatics C. Celebre - Principal Planner-Development Review K. Kilbourne - Principal Planner, Policy R. Perera - (Acting) Committee Coordinator K. Ashe M. Brenner S. Butt I. Cumming B. McLean 1. Roll Call The City Clerk certified that all Members of Council were present and participating electronically in accordance with By-law 7771/20. 2. Disclosure of Interest No disclosures of interest were noted. 3. Statutory Public Meetings Councillor Cumming, Chair, gave an outline of the requirements for a Statutory Public Meeting under the Planning Act. He outlined the notification process procedures and also noted that if a person or public body does not make oral or written submissions t o the City before the By-law is passed, that person or public body are not entitled to appeal the decision of City Council to the Local Planning Appeal Tribunal (LPAT), and may not be - 24 - Planning & Development Committee Meeting Minutes November 2, 2020 Council Chambers – 7:00 pm Chair: Councillor Cumming 2 entitled to be added as a party to the hearing unless, in the opinion of LPAT, there are reasonable grounds to do so. Catherine Rose, Chief Planner, appeared before the Committee to act as facilitator for the Statutory Public Meeting portion of the meeting, explaining the process for discussion purposes as well as the order of speakers. 3.1 Information Report No. 13-20 City Initiated Official Plan Amendment Application: Kingston Mixed Corridor and Brock Mixed Node Intensification Areas Proposed Amendment 38 to the Pickering Official Plan Proposed Informational Revision 26 to the Pickering Official Plan File: OPA 20-004/P A statutory public meeting was held under the Planning Act, for the purpose of informing the public with respect to the above-noted application. Kristy Kilbourne, Principal Planner, Policy, provided the Committee with an overview of the City Initiated Official Plan Amendment Application OPA 20 -004/P. Through the aid of a PowerPoint presentation, Ms. Kilbourne outlined the proposed amendment 38 to the Pickering Official Plan, and the proposed informational Revision 26 to the Pickering Official Plan. She stated that the City is proposing to amend its Official Plan by adding new policies and mapping, and revising existing policies and mapping, to implement the Council-endorsed Kingston Road Corridor and Specialty Retailing Node Intensification Plan. The amendment would apply to lands generally located along the Kingston Road Corridor, excluding the City Centre, and also to lands within the Specialty Retailing Node, east of Brock Road, north of Highway 401, and south of Kingston Road. Ms. Kilbourne outlined the community consultation process, and the public comments received for further review and consideration. Alan Jeffs, 1995 Royal Road, joined the electronic meeting via audio connection to discuss the impact of new development in the Kingston Corridor and Specialty Retailing Node, and stated that this development could be both beneficial and detrimental to the community. Mr. Jeffs raised concerns regarding the impact to existing neighbourhoods and the importance of density massing, height requirements, and shadow impacts to adjacent properties, stating that these issues should be addressed at this time in the proposal with great specificity. He commented that Council decisions pertaining to the Kingston Corridor and the Node would shape the community for decades to come and noted that understanding the projected population growth is critical as fast population growth could leave residents in the area severely underserved in key community and infrastructure support. Mr. Jeffs stated that locally available jobs are needed as - 25 - Planning & Development Committee Meeting Minutes November 2, 2020 Council Chambers – 7:00 pm Chair: Councillor Cumming 3 well as office and retail space to facilitate more than the target number of new jobs to be met in the area. He further commented that developers have a financial incentive to increase the number of residential units rather than investing in commercial and retail space. Mr. Jeffs advised that he would be submitting a letter outlining his concerns and comments in more detail and concluded his delegation by stating that now is the time to give significant shape to development applications by broadening and strengthening the Pickering Official Plan. A question and answer period ensued between Members of the Committee and City Staff regarding: whether applications currently in process would have to comply with the proposed policies once they come into effect or whether they would be grandfathered in with the existing policies; ensuring that the City’s policies, that govern development applications, convey the need for a mix of uses, including commercial and retail space; how the capping of the maximum Floor Space Index (FSI) for the City centre compared to the capping for the Kingston Corridor and Brock Mixed Node Intensification areas; the tools available to the City to manage projected growth, and the restrictions under the Planning Act, as well as the City’s obligations to review all submitted development applications; and, concerns in the community, and on Council, regarding the cumulative effects of multiple applications for the area and the use of holding provisions to ensure there are sufficient capacities in place. 3.2 Information Report No. 15-20 Official Plan Amendment Application OPA 20-002/P Zoning By-law Amendment Application A 06/20 Director Industrial Holding Limited (Sorbara Group) Part of Lot 29, Range 3, Broken Front Concession (603 to 643, 645 and 699 Kingston Road) A statutory public meeting was held under the Planning Act, for the purpose of informing the public with respect to the above-noted application. Kristy Kilbourne, Principal Planner, Policy, provided the Committee with an overview of the Official Plan Amendment Application OPA 20 -002/P and the Zoning By-law Amendment Application A 06/20. Through the aid of a PowerPoint presentation, Ms. Kilbourne outlined the property location, submitted concept plan and noted that the purpose of the proposed Official Plan Amendment is to add a site-specific exception for the subject lands to increase the maximum permitted residential density to 500 units per net hectare, and to increase the maximum - 26 - Planning & Development Committee Meeting Minutes November 2, 2020 Council Chambers – 7:00 pm Chair: Councillor Cumming 4 permitted Floor Space Index (FSI) to 5.0, and that the purpose of the Zoning By- law Amendment is to change the existing zoning to an appropriate site-specific zone category to permit the proposed uses. Ms. Kilbourne outlined the public comments, and the design comments identified by Staff for further review and consideration. Ryan Guetter, Weston Consulting - Planning + Urban Design, joined the electronic meeting via audio connection on behalf of the applicant to provide an overview of the proposed development. Mr. Guetter provided a brief overview of the applications, referring to a PDF document that was circulated to the Committee prior to the meeting. Annette Gatsis, Pickering Resident, joined the electronic meeting via audio connection to inquire about the timeline and the targeted demographic of the proposed development. Ms. Gatsis further inquired about how the applicant would mitigate the shortage of schools in the area if a majority of families with young children occupy the proposed development. A question and answer period ensued b etween Members of the Committee, City Staff, and Ryan Guetter, regarding: the amount of commercial space that would be built in the first phase of the development and whether parking spaces for the commercial space would be above or underground; the location of the bicycle parking spaces within the development; responsibilities for maintaining the internal private roads within the proposed development; whether affordable housing would be incorporated into the project; whether charging stations for electric vehicles would be available within the proposed development; the access points into the development with respect to the access points for the adjacent development and how the negative impacts on traffic would be mitigated; how the spirit of the Kingston Mixed Corridor and Brock Mixed Node Intensification Study compared to the proposed development with respect to density and massing; target data pertaining to jobs per capita; and, the benefits of the multi-residential proposal for residential tax payers and the importance in residents understanding these benefits. 3.3 Information Report No. 14-20 Official Plan Amendment Application OPA 20-003/P - 27 - Planning & Development Committee Meeting Minutes November 2, 2020 Council Chambers – 7:00 pm Chair: Councillor Cumming 5 Zoning By-law Amendment Application A 07/20 Site Plan Application S 06/20 First Simcha Shopping Centres Limited and Calloway REIT (Pickering) Inc. (SmartCentres) Part of Lot 18, Concession 1, Now Parts 1 to 20 & 22 to 40, Part of Lots 21 & 41, 40R-26237 (Save & Except Parts 1 to 3, 40R-27791) (1899 Brock Road) A statutory public meeting was held under the Planning Act, for the purpose of informing the public with respect to the above-noted application. Cristina Celebre, Principal Planner, Development Review, provided the Committee with an overview of Official Plan Amendment Application OPA 20 -003/P, Zoning By-law Amendment Application A 07/20, and Site Plan Application S 06/20. Through the aid of a PowerPoint presentation, Ms. Celebre outlined the location plan, and the proposed development, noting that the applications propose to rezone Block 1 to an appropriate mixed-used residential zone category with site- specific performance standards to facilitate the proposed apartment buildings and grade related commercial uses. Ms. Celebre outlined the public comments and design comments identified by Staff for further review and consideration. Matthew Kruger, SmartCentres REIT, joined the electronic meeting via audio connection and stated that he was in attendance to respond to any questions raised. Alan Jeffs, 1995 Royal Road, joined the electronic meeting via audio connection to raise concerns regarding built form considerations, office space, and the proposed parking. Mr. Jeffs noted that a number of City documents highlight the builder’s obligation to provide a 45 degree angular plane, however, according to the applicant’s proposal this would be exceeded and further noted that the architectural drawings outlining the angular plane had not yet been submitted. Mr. Jeffs stated that the City of Pickering Official Plan requires adequate sunlight for the public realm and neighbouring properties, and a shadow study to be submitted, and noted that the applicant’s proposal identifies a minimum of 5 hours of sunlight for the public realm. He further added that that Kingston Road Corridor and Specialty Retailing Node Intensification Plan have designated this location as the preferred office location for the Corridor and the Node, however, there is no mention of office space in the applicant’s proposal. Mr. Jeffs raised further concerns regarding the 0.8 residential parking ratio and the 1.0 retail parking ratio, adding that this would not be sufficient for businesses and residents and was below the average of several other municipalities. He stated that all new owners should sign a waiver acknowledging the parking space ratio, should those ratios not be changed. Mr. Jeffs concluded his delegation by noting he would be - 28 - Planning & Development Committee Meeting Minutes November 2, 2020 Council Chambers – 7:00 pm Chair: Councillor Cumming 6 submitting a letter outlining his concerns pertaining to the proposed development in more detail. Jacqueline Beesley, 1665 Pickering Parkway, joined the electronic meeting via audio connection and noted that critical studies pertaining to the development had not been submitted by the applicant yet, and Council must receive such documents prior to making a decision. She added that the proposed development would impact traffic on Brock Road, parking, and transportation, noting that she was advised by Durham Region Transit that there were no plans to expand the transportation line for the proposed development. She commented that a cloverleaf design is not a design that could be implemented for traffic overflow without changes to transit, and stated that the potential increase to the population would not be feasible from a traffic perspective. She raised further concerns regarding the 0.8 parking space per unit, noting that this is lower than the normal standard. Ms. Beesley stated that the proposal excludes a window glare study, which is common for tall developments, and added that the design would result in diving hazards on Brock Road. She inquired how emergency services would be impacted and that specialized training and equipment would be needed for Fire Services to reach the higher floors during an emergency. She questioned the impact to taxpayers and stated that Council should consider community votes in making these decisions. Ms. Beesley added that the lands designated for an airport are only a short distance away, which would result in more traffic congestion once an airport is built, and that the location of the towers was not feasible or logical. She concluded her delegation by inquiring as to why the proposed development is being advertised this early in the process, and added that a petition was circulating in the community with several concerns regarding the development. Matthew Kruger, SmartCentres REIT, noted that he would work with the City to address the concerns raised by the delegates and noted that the proposed buildings are not being advertised yet. A question and answer period ensued b etween Members of the Committee, City Staff, and Matthew Kruger, regarding: whether a traffic count study had been conducted; whether a traffic signal would be installed at entrance B; whether there would be access from the site to Brock Road and the proposed turning movements for this access; whether the fly over on Notion Road would be taken into consideration during the traffic study; whether there would be bicycle parking spaces within the development; - 29 - Planning & Development Committee Meeting Minutes November 2, 2020 Council Chambers – 7:00 pm Chair: Councillor Cumming 7 whether the fully signalized Road B had been discussed with the Region and whether the proposed road would be right in/right out; whether the Zoning By-law Amendment was to facilitate all 4 of the proposed buildings; the need for all the assessment studies to be completed prior to making any decisions and the importance of looking at traffic count data pre COVID-19 due to the decrease in travel during the pandemic; the need for the development to support public parks and pedestrian connectivity and reviewing the submitted site plan concurrently to ensure the support of public space; the preferred location for office space within the proposed development; whether employment targets and economic benefits to the residential tax base would be addressed and considered in the Staff Recommendation Report; whether there had been a review to ensure there was an adequate number of schools to accommodate the increased population from the proposed development; the long term redevelopment plans for the balance of the SmartCentres lands; whether the proposed roadway to provide access from Brock Road was in addition to the two access points identified in the proposed development; and, the need to consider inclusion of affordable housing in the development. Nilesh Surti, Manager, Development Review & Urban Design, advised Members of the Committee that Staff would work with SmartCentres REIT, and Sorbara Group, to address the concerns raised by the delegates and Members of the Committee. 4. Delegations 4.1 Steve Edwards, Project Director, GHD Whitby Larry Macdonell - Applicant Re: Report PLN 22-20 Draft Plan of Subdivision Application SP-2019-02 Zoning By-law Amendment Application A 07/19 Oak Hill Developments Ltd. and White-Pine General Contractors Ltd. Lots 60 and 61, Plan 418 (467 and 471 Rosebank Road) Steve Edwards, Project Director, GHD Whitby, joined the electronic meeting via audio connection and noted Larry Macdonell, Oak Hill Developments Ltd, was - 30 - Planning & Development Committee Meeting Minutes November 2, 2020 Council Chambers – 7:00 pm Chair: Councillor Cumming 8 also present via audio connection to answer questions if required. Mr. Edwards noted that following the public meeting and the input received, the proposed development had reduced the number of lots from 11 to 8, resulting in lower density. He stated that he had 2 further requests relating to the Zoning By-law amendment being, a change in height from 9 metres to 10 metres, and a change to the dwelling depth and lot coverage to facilitate a bungalow dwelling on lot 4. Mr. Edwards noted that the change would be within the proposed limit of the Infill and Replacement Housing in Established Neighbourhoods Study, which recommended up to 20 metres for lots greater than 40 metres in depth. 5. Planning & Development Reports 5.1 Director, City Development & CBO, Report PLN 22-20 Draft Plan of Subdivision Application SP-2019-02 Zoning By-law Amendment Application A 07/19 Oak Hill Developments Ltd. and White-Pine General Contractors Ltd. Lots 60 and 61, Plan 418 (467 and 471 Rosebank Road) A question and answer period ensued between Members of the Committee and Nilesh Surti, Manager, Development Review & Urban Design, regarding: the feasibility of the two requests from Steve Edwards, with Mr. Surti advising that 9 metres would provide for a well designed house and is in line with the Council approved Infill and Replacement Housing in Established Neighbourhoods Study guidelines and that he would follow up with Mr. Edwards regarding the request to accommodate a bungalow footprint and would look at this before the By-law comes before Council for enactment; how access would be provided to lots 7 and 8 on Gillmoss Road; whether Gillmoss Road would be extended to accommodate lot 8; whether Dunn Crescent and its northerly extension would be removed from the Pickering Official Plan and whether a cul-de-sac would be constructed; who would be responsible for maintaining the retaining wall; conditions in place for construction management plans; and, ensuring that a sign with the contact information for the developer is placed on site during construction should residents have questions or concerns regarding the development. Recommendation: Moved by Councillor Pickles Seconded by Councillor Brenner - 31 - Planning & Development Committee Meeting Minutes November 2, 2020 Council Chambers – 7:00 pm Chair: Councillor Cumming 9 1. That Draft Plan of Subdivision Application SP-2019-02, submitted by Oak Hill Developments Ltd. and White-Pine General Contractors Ltd., on lands being Lots 60 and 61, Plan 418, to establish a residential plan of subdivision consisting of 8 lots for detached dwellings as shown on Attachment #4 to Report PLN 22-20, and the implementing conditions of approval, as set out in Appendix I, be endorsed; 2. That Zoning By-law Amendment Application A 07/19, submitted by Oak Hill Developments Ltd. and White-Pine General Contractors Ltd., to implement Draft Plan of Subdivision SP 2019-02 on lands being Lots 60 and 61, Plan 418, be approved, and that the draft Zoning By-law Amendment as set out in Appendix II to Report PLN 22-20 be forwarded to Council for enactment; 3. That Amendment 8 to the Rosebank Neighbourhood Development Guidelines – Precinct No. 3, to allow an exception permitting minimum lot frontages of 12.2 metres for 4 lots fronting Gillmoss Road to implement Draft Plan of Subdivision SP-2019-02, be endorsed as set out in Appendix III; and, 4. That Informational Revision 27 to the Pickering Official Plan Rosebank, Neighbourhood Map 11, to delete the proposed new northerly extension of Dunn Crescent to intersect with the future easterly extension of Gillmoss Road, as set out in Appendix IV, be approved. Carried 6. Other Business 6.1 Councillor McLean inquired about the status of the Nautical Village Visionary Study, with Kyle Bentley, Director, City Development & CBO, noting that Staff would be providing an update through a Memo to Council in December. 7. Adjournment Moved by Councillor Brenner Seconded by Councillor Butt That the meeting be adjourned. Carried The meeting adjourned at 10:33 pm. - 32 - Special Council Meeting Minutes November 16, 2020 Electronic Meeting 11:00 am Present: Mayor David Ryan Councillors: D. Pickles Also Present: M. Carpino - Interim Chief Administrative Officer J. Eddy - Director, Human Resources S. Karwowski - Director, Finance & Treasurer S. Cassel - City Clerk K. Ashe M. Brenner S. Butt I. Cumming B. McLean 1. Roll Call The City Clerk certified that all Members of Council were present and participating electronically in accordance with By-law 7771/20. 2. Disclosure of Interest Councillor Brenner declared a conflict of interest under the Municipal Conflict of Interest Act, with respect to Item 3.1, Verbal Update from the Director, Human Resources regarding Memorandum of Settlement, CUPE Local 129, as he has family members who are members of CUPE Local 129 and would benefit from collective bargaining. Councillor Brenner left the electronic meeting during the in-camera discussion of this Item and did not take part in the vote on this matter in the open session. 3. In Camera Matters Resolution # 451/20 Moved by Councillor Pickles Seconded by Councillor Butt That Council move into closed session in accordance with the provisions of Section 239 (2) d) of the Municipal Act and Procedural By-law 7665/18, in that the matters to be discussed relate to labour relations or employee negotiations. - 33 - Special Council Meeting Minutes November 16, 2020 Electronic Meeting 11:00 am Carried 3.1 Verbal Update from the Director, Human Resources Re: Memorandum of Settlement, CUPE Local 129 This portion of the meeting was closed to the public. Refer to the In Camera meeting minutes for further information. [City Clerk has custody and control of the In Camera minutes.] Resolution # 452/20 Moved by Councillor Pickles Seconded by Councillor Butt That Council rise from the closed session. Carried Councillor Brenner rejoined the electronic meeting and having previously declared a conflict of interest, did not take part in the vote on the following matter. Mayor Ryan stated that during the closed portion of the meeting, Council received an update from the Director, Human Resources, regarding labour relations as it relates to a Memorandum of Settlement for CUPE Local 129 . Resolution # 453/20 Moved by Councillor Cumming Seconded by Councillor McLean That the Memorandum of Settlement, dated November 10, 2020, between The Corporation of the City of Pickering and the Canadian Union of Public Employees (CUPE) Local 129, be ratified, and the Director, Human Resources, be authorized to take the necessary actions. Carried Unanimously on a Recorded Vote 4. Confirmation By-law By-law Number 7791/20 Councillor Ashe, seconded by Councillor McLean moved for leave to introduce a by-law of the City of Pickering to confirm the proceedings of November 16, 2020. - 34 - Special Council Meeting Minutes November 16, 2020 Electronic Meeting 11:00 am Carried 5. Adjournment Moved by Councillor Cumming Seconded by Councillor Pickles That the meeting be adjourned. Carried The meeting adjourned at 11:16 a.m. Dated this 16th of November, 2020. David Ryan, Mayor Susan Cassel, City Clerk - 35 - October 22, 2020 The Honourable Steve Clark Minister of Municipal Affairs and Housing 777 Bay Street, 17th Floor Toronto, ON M5G 2E5 Re: Regional Economic Roadmap for Dear Minister Clark, It is my pleasure to share with you the Greenbelt Council’s As the Greenbelt Council has noted in previous reports, a coherent regional policy framework is essential for directing public investment and economic development at the Gr Horseshoe level. Furthermore, such a framework must incorporate critical e information and sound research and analysis Council’s September 24, 2020 meeting when Economic Blueprint Institute (EBI) Playbook for rebooting and reimagining Ontario's Innovation Corridor In response to the COVID-19 crisis, the Board of Trade, in partnership with Toronto Global government to assist international companies wishing to do Deloitte Canada, convened municipal, business, innovation, and academic leaders to determine the economic and financial impacts of the develop a roadmap for recovery. The four the Playbook. The Playbook identifies three transformations to our economy, regional infrastructure, and governments, and 10 critical actions that will strengthen and prepare the Innovation Corridor to Greenbelt Council 777 Bay Street, 13th Floor Toronto ON M7A 2J3 Tel.: 416-585-6014 Conseil de la ceinture de verdure 777, rue Bay, 13 Toronto ON Tél. : 416-585 Minister of Municipal Affairs and Housing Economic Roadmap for Recovery you the Greenbelt Council’s 15thprogress report. As the Greenbelt Council has noted in previous reports, a coherent regional policy framework is investment and economic development at the Greater Golden Horseshoe level. Furthermore, such a framework must incorporate critical e mplo research and analysis from a regional perspective. This was the focus of Council’s September 24, 2020 meeting when Marcy Burchfield, Council member (EBI), presented the recently released report, Shaping our Future: a Playbook for rebooting and reimagining Ontario's Innovation Corridor (“Playbook 19 crisis, the EBI, the data and research arm of the Toronto Region Board of Trade, in partnership with Toronto Global (an organization that works with international companies wishing to do business in the Toronto region Deloitte Canada, convened municipal, business, innovation, and academic leaders to determine the economic and financial impacts of the COVID-19 pandemic on the Toronto region and to develop a roadmap for recovery. The four-month process resulted in the September release of The Playbook identifies three transformations to our economy, regional infrastructure, and ical actions that will strengthen and prepare the Innovation Corridor to Conseil de la ceinture de verdure 777, rue Bay, 13 eétage Toronto ON M7A 2J3 585-6014 Greenbelt Council Conseil de la ceinture de verdure progress report. As the Greenbelt Council has noted in previous reports, a coherent regional policy framework is eater Golden mployment lands was the focus of Council member and VP of the Shaping our Future: a laybook”). , the data and research arm of the Toronto Region an organization that works with all levels of in the Toronto region) and Deloitte Canada, convened municipal, business, innovation, and academic leaders to determine ndemic on the Toronto region and to month process resulted in the September release of The Playbook identifies three transformations to our economy, regional infrastructure, and ical actions that will strengthen and prepare the Innovation Corridor to Greenbelt Council Conseil de la ceinture de verdure Corr. 51-20 - 36 - Greenbelt Council letter of advice #15 become a high-growth, more equitable, and integrated economic zone. These include, among others, developing a regional economic strategy that is matched by a skills agenda that aligns with in-demand jobs and the future of work, expanding affordable and high broadband, creating a regional affordable housing strategy, and making transportation systems seamless throughout the region by 2025. The Playbook introduces a first cut analysis undertaken by EBI prior to the pandemic. economic activities that occur on employment lands, including provincially employment zones (“PSEZs”), to better inform policy resulting economic structure can form the basis of a regional economic development strategy that is a necessary component of economic recovery. A key recommendation and quick win identified in the lead and work with municipalities surveys across the region in order planning. More consistent and timely data on the economic activities that take place outside of employment lands would provide framework and supporting the competitiveness of the Greater contributes over two-thirds of the Province’s gross domestic produc advice is that the Province undertake framework. Sincerely, David Crombie Chair, Greenbelt Council Copies to: Kate Manson-Smith, Deputy Minister Greenbelt Council members Ed McDonnell, CEO, Greenbelt Foundation Greater Golden Horseshoe stakeholders growth, more equitable, and integrated economic zone. These include, among others, developing a regional economic strategy that is matched by a skills agenda that aligns demand jobs and the future of work, expanding affordable and high -capacity broadband, creating a regional affordable housing strategy, and making transportation systems seamless throughout the region by 2025. first cut regional economic structure developed from research and prior to the pandemic. This analysis took an indepth look into economic activities that occur on employment lands, including provincially -signif , to better inform policy-making and infrastructure planning economic structure can form the basis of a regional economic development strategy that is a necessary component of economic recovery. nd quick win identified in the Playbook is for the Province to work with municipalities, business, and innovators to standardize annual employment in order to provide the essential data needed for effective timely data on the economic activities that take place ould provide a solid foundation for advancing the PSEZ policy the competitiveness of the Greater Golden Horsesho of the Province’s gross domestic product. Furthermore, undertake substantive consultation to inform such a Smith, Deputy Minister Foundation Greater Golden Horseshoe stakeholders 2 growth, more equitable, and integrated economic zone. These include, among others, developing a regional economic strategy that is matched by a skills agenda that aligns capacity broadband, creating a regional affordable housing strategy, and making transportation systems economic structure developed from research and This analysis took an indepth look into the significant making and infrastructure planning. The economic structure can form the basis of a regional economic development strategy laybook is for the Province to take the to standardize annual employment provide the essential data needed for effective economic timely data on the economic activities that take place in and foundation for advancing the PSEZ policy Golden Horseshoe, which Furthermore, Council’s policy - 37 - Shaping Our Future DURHAM TORONTO YORK PEEL HALTON GUELPH WATERLOO HAMILTON A Playbook for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor September, 2020 In partnership with Attachment #1 to Corr. 51-20 - 38 - Table of Contents Foreword by Jan De Silva, President and CEO of the Toronto Region Board of Trade ...........................................................................................3 Co-Chair Foreword by Marcy Burchfield and Terrie O’Leary ...............................................................................................................................................................4 The Case for the Playbook: Shaping Our Future ...............................................................................................................................................................................................6 The Innovation Corridor, Pre-Pandemic .....................................................................................................................................................................................................................8 The Upending of Growth in the Innovation Corridor ...............................................................................................................................................................................10 Three Interconnected Transformations to Deliver One High-Growth, Integrated Economic Zone ......................................................14 Transformation 1: Growing an Equitable Economy ..................................................................................................................................................................................15 Transformation 2: Infrastructure as a Regional Catalyst .....................................................................................................................................................................16 Transformation 3: Coordinated and Responsive Government .....................................................................................................................................................17 Ten-point action plan to reboot and reimagine the Innovation Corridor economy ..............................................................................................18 Action 1: Develop a Regional Economic Strategy for Recovery ..................................................................................................................................................20 Action 2: Expedite High-Capacity Broadband Across the Innovation Corridor ...........................................................................................................22 Action 3: Make Transportation Seamless and Connect the Corridor by 2025 .............................................................................................................26 Action 4: Create a Regional Affordable Housing Strategy..................................................................................................................................................................30 Action 5: Develop a Skills Agenda to Match the Future of Work ...............................................................................................................................................34 Action 6: Digitize, Open, and Innovate Government ..............................................................................................................................................................................38 Action 7: Harmonize and Simplify Municipal Procurement, Processes and Procedures ..................................................................................42 Action 8: Target GHG Reductions in Largest Emitting Sectors ......................................................................................................................................................46 Action 9: Support a New Deal for Canada’s Global Cities ..................................................................................................................................................................50 Action 10: Invest in the Social Determinants of Health .......................................................................................................................................................................54 The Opportunity Before Us ....................................................................................................................................................................................................................................................57 Appendix .....................................................................................................................................................................................................................................................................................................58 Appendix A: Occupational Categories Methodology ..............................................................................................................................................................................58 Appendix B: Housing Affordability Methodology .......................................................................................................................................................................................59 Endnotes .....................................................................................................................................................................................................................................................................................................60 When the Toronto Board of Trade added “region” to its name nearly a decade ago, it was to recognize the increasingly borderless ways we live and do business. A manufacturer’s supply chain, for instance, would rarely be confined within a single municipality. Workers look for housing and jobs beyond their immediate neighbourhoods, as do students for training and education. Online shoppers in one end of the region can often get same-day delivery from a business in another. Carbon emissions can’t see lines on a map. By embracing a regional mandate, and the name change that came with it, the Board planted its flag in the still under examined realm of regional planning – progressively adding to that regional agenda each year. We became a founding member of Canada’s Innovation Corridor Business Council, a collaboration of boards and chambers from across the Toronto, Waterloo, and Hamilton areas that make up the Corridor. We launched the data-driven Economic Blueprint Institute – one of this playbook’s primary authors – to crunch numbers behind the Corridor’s most pressing challenges with the goal of uncovering impactful, sustainable solutions. Why? Because although our economy is regional – generating nearly two-thirds of Ontario’s GDP, and a quarter of Canada’s – planning for its growth is not. When taken apart, the Corridor is a collection of interconnected municipalities, each with unique priorities for housing, transit, and economic development. These municipalities invest in themselves, along the way advocating for funding from provincial and federal governments. On the surface, it’s a system that allows each community to invest in itself. Dig a little deeper, however, and the cracks begin to show. Take transit. Without a strategic, regional approach for the movement of people and goods across the Corridor, our economy loses out every year due to our workforce sitting in congestion. In 2020, as the COVID-19 pandemic’s impact plunges our economy into a deep recession, these cracks become fault lines. Cities across the Corridor face massive budget shortfalls, and until a vaccine is made readily available businesses – especially small enterprises, on which so much of our prosperity is dependent – will continue to struggle. Now, as governments and city-builders design recovery strategies, it is essential these plans are approached with a regional lens. Anything but and we risk further fracturing an economy that, at its core, thrives on networks of shared talent and resources. This playbook offers ten actions we can take, right now, to prevent that splintering. In a pandemic that has divided us physically, let’s use this opportunity to rebuild a more united, connected economy and region. Foreword Jan De Silva President and CEO Toronto Region Board of Trade 2 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 3 - 39 - Foreword from Co-Chairs of Reimagining Recovery Framework Work Track 4: Cities & the Corridor Blueprint Steering Committee Members T his regional recovery playbook is inspired by the cooperation and collaboration of all three orders of government, business, and Canadians in response to the COVID-19 pandemic. It is intended to serve municipal, provincial and federal governments by identifying quick- win activations and by proposing a framework for a regional economic strategy and recovery plan. And in the true spirit of cooperation, it also identifies actions that can be taken on by the Board and the business community to contribute to building back stronger. As cities and markets around the globe were forced to radically adjust their activities and way of life in response to COVID-19, many members of this steering committee had 24-7 responsibility for keeping the vital services of our cities running. Yet, when asked to dedicate time to a regional initiative that was just an idea four months ago, they all made time to participate. We thank them for their engagement and insights. Senior leadership from Deloitte Canada were essential in delivering this consensus driven playbook. The Deloitte team worked with the steering committee to glean insights and provide the global economic context for the playbook. The timeframe and importance of our work required their expertise, and we are grateful for their contributions. The playbook identifies three transformations and ten actions necessary to create the economic conditions to achieve a stronger, more secure, and competitive Innovation Corridor. However, the key mechanism and challenge to building back stronger is regional cooperation. As one city manager put it “no one has the full-time job of pushing regional collaboration forward.” Building on momentum, the steering committee expressed their commitment to continuing to work together to ensure the activation of this playbook. In turn, we are committed to convening a regional leadership caucus of senior executives from municipalities to address Corridor pain points and activate opportunities through collaboration and cooperation. Special thanks to Deputy Minister Kelly Gillis from Infrastructure Canada for contributions to the steering committee’s deliberations. CO-CHAIRS Marcy Burchfield Vice President, Economic Blueprint Institute, Toronto Region Board of Trade Terrie O’Leary Executive Vice President, Business Strategy, Toronto Global MEMBERS Brian Shifman CEO, Vaughan Chamber of Commerce Bruce Macgregor CAO, York Region Chris Murray CAO, City of Toronto Elaine Baxter-Trahair CAO, Durham Region Gary Kent CFO, City of Mississauga Ian McLean CEO, Greater Kitchener-Waterloo Chamber of Commerce Janette Smith CAO, City of Hamilton Michael Fenn former Deputy Minister of Municipal Affairs & Housing Mike Moffatt Economist, Smart Prosperity Institute Sherif El Tawil Senior Director, Programs and Partnerships, Ryerson DMZ Susan Amring former Director of Economic Development, City of Mississauga FACILITATION AND ADVISEMENT FROM DELOITTE Alex Morris Partner, Deloitte Innovation & Design Leader Blaine Woodcock Partner, Deloitte National Strategy, Analytics and M&A Leader Jonathan Goodman Global Managing Partner, Monitor Deloitte Vice Chair, Deloitte Canada TORONTO REGION BOARD OF TRADE EXECUTIVE LEAD Farah Mohamed Senior Vice President, Strategic Initiatives, Policy and Public Affairs Marcy Burchfield Co-Chair Terrie O’Leary Co-Chair The key mechanism and challenge to building back stronger is regional cooperation. As one city manager put it “no one has the full-time job of pushing regional collaboration forward.” 4 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 5 - 40 - We are in the midst of the crisis of our lifetimes. No country or region has been spared by the pandemic of 2020, but some have dealt with the situation more effectively than others. Canada has addressed the immediate challenge relatively well. There has been terrible loss and suffering, without question, but we have come together across regional, political, and governmental divides to work in common cause. With the world racing to develop a vaccine to stamp out the virus – and yet no certainty on if or when a vaccine will be developed, we are moving cautiously into recovery planning. It is at this time that we are confronted with a challenging question: in moving beyond this crisis, do we simply work to restart our economy, or do we reimagine it? Can we come back stronger? This playbook is our response to that question. It is a co-creation led by Toronto Region Board of Trade’s Economic Blueprint Institute, Toronto Global, Deloitte, and driven through a steering committee of senior municipal executives, business leaders, and experts in economics, innovation, economic development, and municipal governance from across the Innovation Corridor (the Corridor)1. The strength and competitiveness of the region’s cities will determine the trajectory of the country’s economic recovery. This playbook identifies three interconnected transformations with a supporting action plan to implement them. Some will require government action, while others can be delivered by the private sector, the Board of Trade, and regional stakeholders. But the success of a plan where we can come back stronger demands coordination and collaboration across the Corridor and a shared understanding of our interconnectedness and dependencies. COVID-19 has struck a terrible blow and wrought suffering upon the world. It has been difficult. We need, however, to recognize the unprecedented opportunity that lies before us, one that we do not dare let go to waste. The future is ours to shape. Picture, for instance, a region internationally recognized for both its competitiveness and liveability because economic policy and social policy are no longer developed in isolation. Where news stories on the lack of affordable housing options and the lack of transit accessibility are no longer headlines in the dailies because we’ve finally tackled transit fare & service integration, last mile mobility solutions, and as a result, opened up housing options all over the region. Where talent continues to flock because THE CASE FOR THE PLAYBOOK Shaping Our Future opportunities to live, work, and play are abundant in a region that is renowned for its skilled workforce, diversity, excellence in education, growing economic opportunities, and a universal health care system that works for all. Imagine a region where reliable, affordable, high-quality broadband is available in every city and town in the Corridor, including for residents and businesses in rural areas that are eager to participate in the global digital economy. Where a business that operates in multiple jurisdictions across the Corridor does not have to undertake protracted, tortuous and idiosyncratic processes for routine licenses and permits in different municipalities. Imagine for a moment, a Corridor that is no longer a collection of cities and municipalities but one that thinks and functions as one economic zone that has the right governance and regulatory structures in place to plan, tax, finance and build coordinated infrastructure at scale. And finally, think about a city-region that has become a leader in the green economy because it has figured out how to use market and government incentives to scale deep retrofits of buildings and advance the electrification of its transportation systems to achieve the twin goals of job growth and the reduction of greenhouse gases. Looking back, we’ll be able to see how we turned the Great Pandemic of 2020 into the Innovation Corridor of 2025. A place where businesses of all kinds and governments of all levels come together to create an environment where the innovations that address the great challenges of our times were conceived, refined, scaled, and sold to every market in the world. Right now, that may seem like a daunting task. But we have incredible strengths to draw upon. We have a long history of attracting and keeping talent. The Innovation Corridor of 2025 is there for the making. We’ve imagined it. Now we have to build it. Now is the time to act. Looking back, we’ll be able to see how we turned the Great Pandemic of 2020 into the Innovation Corridor of 2025. The Case for the Playbook 6 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 7 - 41 - FIGURE 1The Innovation Corridor PRE-PANDEMIC Greenbelt Toronto Pearson Airport Airport Port Intermodal Terminal Highways GuelphGuelph HamiltonHamilton OakvilleOakville MississaugaMississauga To rontoToronto Va ughnVaughn MarkhamMarkham AjaxAjax OshawaOshawa BramptonBrampton Wa terlooWaterloo Guelph Hamilton Oakville Mississauga To ronto Va ughan Markham Ajax Oshawa Brampton Waterloo Lake Ontario The Innovation Corridor is Canada’s largest and most economically diverse regional economy. With a population of almost 8 million residents and more than three million jobs, the region is an interconnected economic zone made up of the five Census Metropolitan Areas (CMAs) of Oshawa, Toronto, Hamilton, Guelph and Kitchener-Cambridge-Waterloo. * Data Source: This economic structure is based on the 2016 Census 520,365 (16%) Goods Producing Jobs 2,669,915 (84%) Services Jobs 8 M Residents 3.2 M Jobs 73% of all jobs in the Corridor are located in the economic structure What is the Economic Structure The economic structure map was developed by the Economic Blueprint Institute (EBI) at the Toronto Region Board of Trade based on a granular, location- based analysis of economic activities on employment lands across the Innovation Corridor. Districts & centres were determined by analyzing the predominance of goods versus services activities, density of jobs, and concentration of research and development activities. Goods, Production & Distribution District Regional CentreServices & Mixed-Use District Knowledge Creation DistrictMetropolitan Centre Greenfield Enterprise District TOTAL JOBS 851,755 Goods producing Jobs 52,530 (6%) Services Jobs 799,225 (94%) TOTAL JOBS 207,865 Goods Producing Jobs 7,290 (4%) Services Jobs 200,575 (96%) TOTAL JOBS 49,805 Goods Producing Jobs 8,380 (17%) Services Jobs 41,425 (83%) TOTAL JOBS 513,640 Goods Producing Jobs 16,630 (3%) Services Jobs 497,010 (97%) TOTAL JOBS 125,200 Goods Producing Jobs 2,120 (2%) Services Jobs 123,080 (98%) TOTAL JOBS 655,495 Goods Producing Jobs 132,870 (20%) Services Jobs 522,625 (20%) TOTAL JOBS 786,520 Goods Producing Jobs 300,545 (20%) Services Jobs 485,975 (62%) Rest of the Innovation Corridor 8 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 9 - 42 - The Upending of Growth in the Innovation Corridor A year ago, the Innovation Corridor – anchored by a booming metropolitan core in the City of Toronto – was on a trajectory of rapid growth. Fuelled by immigration and a talented workforce, it had become the fastest growing city and metropolitan region in North America.2 The commercial and financial capital of Canada, the Corridor is Canada’s largest and most economically diverse urban region. It represents more than 20% of Canada’s population, 64% of Ontario’s Gross Domestic Product (GDP) and 25% of the nation’s Gross Domestic Product.3 Home to nearly 8 million residents and, prior to the COVID-19 pandemic, more than 3 million jobs, it functions as one regional economy of 34 interconnected municipalities stretching from Waterloo in the west through to the Greater Toronto Area, Hamilton, and Durham Region to the east. As the second largest financial sector in North America, its banking, pension, and insurance institutions are globally recognized, catalyzing a growing fintech cluster. For two years in a row, CBRE ranked Toronto as one of North America’s fastest-growing tech markets, adding more tech jobs in 2018 than the San Francisco Bay Area, Seattle, and Washington, DC, combined.4 Venture capital (VC) markets were on the rise, with 2019 culminating in the single largest year for VC deals, topping $3.5 billion for the Corridor as a whole.5 Further fueling its stature as a global tech hub, North America’s fastest growing tech conference, Collision, made its debut in Toronto in 2019. As a powerhouse of research and development (R&D), post-secondary institutions in the Corridor became increasingly attractive to international students, with an increase of 55 percent, or nearly 15,000 university students, between 2014 and 2018. Colleges saw an even more dramatic increase in international enrolments, increasing 133 percent, or over 20,400, during the same period.6 The region drew investment from some of the largest tech companies, including Microsoft, Uber, and Google. We are seen as a centre of excellence in innovation for our work on artificial intelligence and deep learning at the University of Toronto, health and biosciences at McMaster University, and computer science and engineering at the University of Waterloo. Other signs of success included being the only Canadian city-region to be shortlisted to become the 2nd headquarters for Amazon. The metropolitan area also had the highest number of construction cranes in North America7. And 2019 saw the Toronto Raptors capture Canada’s first National Basketball Association championship title. It was not an exaggeration to say Toronto was “having a moment” when it came to growth, global brand recognition and attention. The Toronto Region Board of Trade, and its members were probing how we turn this moment into momentum. In early 2020 the Corridor, along with the rest of the world, was hit by COVID-19. The Corridor’s rapid growth came to a standstill. Assembly lines shut, along with main street restaurants, schools, and businesses of all sizes. Overnight, hotel occupancies dropped to Total Employment Change by Census Metropolitan Area (CMA)* Canada’s response to COVID-19 crisis Canada’s three orders of government have responded to the crisis in an extraordinary, coordinated, and expedited manner to slow the spread of the virus and provide support to Canadians. Emergency support provided by the Canada Emergency Response Benefit (CERB), Canada Emergency Wage Subsidy (CEWS), Canada Emergency Business Account (CEBA), Canada Emergency Commercial Rent Assistance (CECRA), property tax deferrals, and other temporary supports, as well as a universal public health care system, and the continued operation of critical services such as transit meant that our regional economy has proven resilient – for now. Comparatively, Canada and the Corridor have fared far better than other countries, with fewer deaths, hospitalizations, and infections. The initial impact could have been far worse. How the pandemic will playout in the months to come, however, is uncertain. The possibility of a second wave of the pandemic remains high. As the temporary income supports end and the economy restructures, the underlying inequities revealed during the pandemic within our economic region must be addressed. all-time lows, and long-standing entertainment and sports venues emptied. In the first three months of the lockdown, the Corridor experienced an average of 14% drop in employment (over 600,000 jobs) compared to the three months preceding the pandemic.8 Responding to COVID 19, our governments worked as one. All three orders of government worked swiftly and collaboratively to establish supports and services to contain the virus and protect the health and well-being of people and businesses. Geography Change % Change Toronto -508,800 -14.34% Hamilton -59,500 -13.91% Kitchener-Cambridge-Waterloo -44,400 -14.58% Guelph -6,100 -6.87% Oshawa -14,300 -6.65% Innovation Corridor -633,100 -13.81% *3-month moving average employment differences between February and June 2020. Source: Labour Force Survey, Statistics Canada In the first three months of the lockdown, the Corridor experienced an average of 14% drop in employment (over 600,000 jobs) compared to the three months preceding the pandemic. The Upending of Growth in the Innovation Corridor 10 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 11 - 43 - However, the pandemic revealed underlying inequities in our economy. Its economic impact was felt disproportionately by certain segments of the labour force. Women, Indigenous people, and people of colour have been more vulnerable to its financial impact than other demographic groups.9 While some entire sectors were able to adjust to remote work, the lockdown forced the immediate closure of businesses requiring face-to-face interaction, devastating their labour force and their finances. As a stark example, by April the accommodation and food services sector in Canada lost over half of its employment before COVID-19.10 By sector, food and accommodation, retail trade, and healthcare and social assistance represented over 50% of the job losses. By occupation, those employed in sales and service accounted for 42% of the job losses. These jobs are also some of the lowest paid, with an average salary less than half of those occupations which did not see significant job losses.11 During the lockdown, our society and economy relied heavily on an estimated 700,000 essential workers across the Corridor.12 Whether providing childcare service to healthcare workers, personal care support to our seniors and vulnerable Canadians, or staffing our supermarkets, many service jobs assumed a greater value to society. The pandemic highlighted the need for a deeper discussion of the monetary value we place on jobs that our society relies upon. The pandemic also exacerbated the underlying funding and governance challenges facing cities in the Corridor. The greatest impact of the lockdown was felt at the municipal level, where the delivery of much-needed frontline services such as transit, public health, supportive housing, and other services caused significant financial pressures. The increased expenses related to COVID-19 and drop in revenues due to the collapse of transit ridership, deferment of property taxes, and other short-term revenue led to a call by the Federation of Canadian Municipalities (FCM) for a $10-15 billion rescue package.13 FIGURE 3 Comparative chart of COVID-19 cases per capita THE CHALLENGE OF CANADA’S LARGEST CITIES “One hundred and fifty years after Confederation, Canada has changed radically. But from a local, urban perspective, the form and design of Canadian federalism has not kept pace with that reality.” Planning for an Urban Future, 2018, Canadian Global Cities Council14 Cities are the lowest order of Canada’s three- tier governance system--federal, provincial, and municipal. Deemed “the creatures of the Province,” cities in our federal system hold the least power and fiscal capacity even while they are drivers of the 21st Century economy. In the Province of Ontario, cities are governed by the Municipal Act, through which municipalities are given “powers and duties” to deliver various programs and services.15 In legislation, the property tax, a levy based on the assessed value of a property, pays for many municipal services in addition to other revenue sources including grants and user fees. In practice, large cities rely on higher orders of government for financial support for both capital and operating costs, and for the power to expand their tax base, in order to finance, build and operate the infrastructure needed to create the conditions for business competitiveness. In 2005, the federal government introduced a dedicated gas tax transfer to municipalities as a step towards addressing the imbalance between the services cities provide and the revenue tools at their disposal. Further action is required if cities are to become more equal partners within the Canadian federation and on equal footing to their global peers.16 All municipalities in the Corridor have suffered from revenue losses and increased costs. In the early months of the lockdown and in an effort to understand the financial impact of the pandemic, municipalities across the Greater Toronto and Hamilton Area (GTHA) worked together in an unprecedented manner to develop an apples-to-apples comparison of their fiscal situation. It showed the estimated 2020 financial impact of the pandemic to range from $2 billion to $3.5 billion depending on the timeframe of the lockdown.17 Beyond the GTHA, municipalities in other parts of the Corridor, such as Waterloo Region, estimated a budget deficit of around $15.3 million for 2020 and the City of Guelph projected an initial $24.3 million shortfall.18 Among the hardest hit were larger urban municipalities that operate extensive transit systems such as the City of Toronto which due to plummeting transit ridership, has incurred a revenue loss projected to grow to $600 million by year end 2020.19 In July 2020, the Province of Ontario based on a cost-sharing recovery package with the federal government announced that $4 billion would flow through to Ontario municipalities ($2 billion for municipalities and $2 billion for transit).20 While the relief package is welcome, it remains a stop-gap measure, as the financial consequences of the pandemic are expected to continue to impact municipalities. For example, the City of Toronto has projected a deficit of $1.5 billion in its 2021 operating budget.21 To be globally competitive, cities in the Corridor can no longer be forced to go “cap in hand” to senior orders of government in order to plan and deliver the services and infrastructure needed for Canada’s largest economic zone to get back to growth. 0.005 0.010 0.015 0.020 0.025 0.030 New York CityNew Jersey Massachuse s IllinoisHamiltonToronto Innovaon CorridorPeelOntarioYork RegionDurha m Region Waterloo Region HaltonGuelph As of August 31 The Upending of Growth in the Innovation Corridor The Upending of Growth in the Innovation Corridor Source: Centre for Disease Control, World Health Organization, Statistics Canada, and reporting by municipal health units within the Innovation Corridor 12 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 13 - 44 - Three Interconnected Transformations to deliver one integrated economic zone A return to growth cannot be a return to how conditions were before COVID-19. This is a unique opportunity to reimagine our regional economy and address the central role that cities play in better preparing and supporting businesses and residents in the Corridor for the competitive realities and opportunities of the future. Addressing our region’s global competitiveness also means addressing issues of liveability and affordability. That is how we create the strong conditions for growth that will attract and retain talent and continued business investment from inside and outside of Canada. The playbook identifies three interconnected transformations whose success will only be realized through collaboration among municipalities and across our three orders of government. Simply put, we need the unparalleled government collaboration seen in the COVID-19 response to continue as part of recovery. Each of the transformations is associated with supporting actions for implementation, culminating in a 10-point action plan that identifies which organization or order of government is best suited to kickstart activation. While some actions require government, others can be delivered by the private sector, the Toronto Region Board of Trade, and other regional stakeholders. The transformations address both pre-existing pain points exacerbated by the pandemic and position the Corridor for the future. They are transformative because they require a fundamental rethink to address long-standing issues ranging from procurement to infrastructure and transit planning. Determining success in building back stronger requires a measurement framework. This playbook makes the case for better economic data about growing and shrinking industries and in-demand occupations at the regional, municipal and economic district level. Success can be tracked through traditional measures such as GDP per capita, but it is also important to measure success using equity measures such as a gini-coefficient to track disposal after-tax income or the Shelter Consumption Affordability Ratio (SCAR) to measure affordability.22 The balance of this report presents the transformations and associated action plan, followed by a deep dive into the “what, why, how and who” for each action. We have prioritized the actions based on what is needed to drive a successful economic recovery and what level of reform and investment is needed to spur collaboration, innovation, and systemic change. TRANSFORMATION 1 Growing an Equitable Economy Shift to an equitable, integrated, and high growth economy Even though businesses operate – and commuters travel – across the Corridor, economic planning was fragmented prior to the pandemic, resulting in reduced economic opportunities for our workforce and obstacles for doing business efficiently. On the road to recovery, our sectors face different timelines for recovery and, in some cases, will undergo a process of creative destruction. This will lead to churn in businesses and the labour force, impacting which firms and jobs will drive future growth.23 To get back to growth, the region needs a data- driven economic recovery strategy that anticipates these dynamics and guides short and long-term investments across the Corridor. An economic strategy for job creation must also be accompanied by a skills agenda that aligns with in-demand jobs and the future of work. Now more than ever a coordinated skills strategy is required, one that addresses our region’s unique skills gaps. It requires revisiting the important role of post-secondary institutions, work integrated learning, and demand driven workforce planning to support responsive and proactive labour market planning, talent development, and labour mobility opportunities.24 The economic recovery must also include a strategy to create more affordable housing, a challenge that existed prior to the pandemic. Now is the time for municipalities and the Province to aggressively address regulatory challenges such as zoning restrictions that limit transit-oriented development and housing options. Canada lags modern global cities that have long embraced this approach. This will create better access to more job opportunities across the Corridor. The rise of ‘remote’ work from home (WFH) and improved regional transit also raises the potential for regional rebalancing so that most of employment and economic growth isn’t concentrated in a few centres. It requires thinking about the infrastructure needed to ensure the development of more complete communities across the Corridor. The economic fallout from the pandemic has been described as the first service-driven recession in modern history, hitting many sectors in which vulnerable groups are disproportionately represented.25 Governments have recognized the need to address the gig economy with emergency support programs for workers who otherwise would not normally qualify for unemployment insurance. There is clearly a need for governments to make broader reforms to effectively support those hit hardest by the economic shutdown and to ensure that Canada’s safety net remains strong and the economic recovery is inclusive.26 1 ACTION PLAN FOR DELIVERING THIS TRANSFORMATION Develop a regional economic strategy for recovery Develop a skills agenda to match the future of work Create a regional affordable housing strategy Invest in the social determinants of health Three Interconnected Transformations 14 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 15 - 45 - TRANSFORMATION 2 Infrastructure as a Regional Catalyst Shift to regionally coordinated funding that is future oriented Before the pandemic struck, the Corridor was playing catch-up. Infrastructure had not kept pace with growth. Capital investments and state of good repair funding for public transit, water and wastewater, and affordable housing built in the 1950s and 1960s, and earlier were insufficient to meet the needs of the Corridor’s high growth in population and business. The challenge remains that municipalities own most of the country’s core infrastructure assets yet share only a small portion of the tax base.27 Before COVID-19, state of good repair and new infrastructure investments were beginning to receive more funding attention. This must continue. At the same time, our recovery requires a strategic and future-oriented approach to stimulus spending on infrastructure. We need to take maximum advantage of existing infrastructure investments and encourage, through incentives, regional coordination to improve economic opportunities across the Corridor. Delivering seamless transit fares and schedules through strategic financial subsidies will increase ridership, making it easier and more affordable for workers to travel across municipal boundaries to access their jobs. At the same time, travel can also be made greener by municipalities working together to accelerate the bulk purchase of bus electric fleets and charging infrastructure, and by deploying new on-demand transit services to help close the gap for underserved residential areas. New regionally coordinated infrastructure investments must enable a digital future, as work and business conducted from home requires expansion and equal access to high-speed and high- quality broadband coverage to bridge the urban and rural digital divide. This will prepare the region for a digitally-enabled 21st century economy. TRANSFORMATION 3 Coordinated and Responsive Government Shift to responsive and coordinated municipal governments that are encouraged to collaborate The fiscal and governance challenges facing cities in the Corridor do not equip them with the right tools or incentives to respond to, or collaborate on, regional challenges and opportunities. As one city manager puts it, “No one has the full-time job of pushing regional collaboration forward.”28 The pandemic has also exposed a fiscal ‘structural’ mismatch with a tax base founded on the property tax that is insufficient in a 21st century digital economy.29 Automation, e-commerce and an increase in remote work has the potential to add to the financial burden faced by cities reliant on property taxes if bricks and mortar stores are increasingly displaced. These trends could upend pre-pandemic trends where job growth was concentrated in denser urban centres such as downtown Toronto and result in a relocation of office and retail. If work-from-home and e-commerce trends continue to play out, even partially, this re-alignment of where people live and work will put enormous pressure on services and infrastructure investments provided by municipalities, as well as revenue streams from commercial property taxes. This will make coordinated regional investments and financial planning even more necessary. However, if digitization and collaboration are leveraged properly, municipalities can play a key role in the Corridor’s economic recovery and create opportunities for businesses of all sizes. Through regional procurement models such as the Ontario Education Collaborative Marketplace (OECM), economies of scale can be achieved.30 Furthermore, by challenging our local innovators to find digital solutions to improve service delivery, municipalities can create jobs and save money. Current lack of coordination negatively impacts business competitiveness, with increased costs caused by different bylaws, processes, procedures, and procurement among Corridor municipalities. Our innovators find it easier to pursue projects outside of Canada because of the time, expense and frustration caused by misaligned, incompatible, and overlapping regulations across all three levels of government. Municipalities can build on their current collaboration momentum. Recent achievements such as working together to determine common fiscal challenges, the speed of implementing new active transportation infrastructure such as bike lanes, and the nimbleness on permitting and licensing of street patios are proof points that municipalities can innovate and move quickly when the challenge arises. Now is the time to double down on government coordination and collaboration and build on governments’ entrepreneurial response to the COVID-19 crisis. ACTION PLAN FOR DELIVERING THIS TRANSFORMATION Digitize, open, and innovate government Harmonize and simplify municipal procurement processes and procedures ACTION PLAN FOR DELIVERING THIS TRANSFORMATION 32 Support a new deal for Canada’s global cities Expedite high-capacity broadband across the Innovation Corridor Make transportation seamless and connect the Corridor by 2025 Target GHG reductions in largest emitting sectors Three Interconnected TransformationsThree Interconnected Transformations We need to take maximum advantage of existing infrastructure investments and encourage, through incentives, regional coordination to improve economic opportunities across the Corridor. 16 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 17 - 46 - Growing an Equitable Economy Shift to an equitable, integrated and high growth economy FUTURE STATE Develop a regional economic strategy for recovery Develop a skills agenda to match the future of work Toronto Region Board of Trade with Universities & Colleges councils Short-term in conjunction with regional economic recovery strategy Create a regional affordable housing strategy Regional leadership caucus with Province of Ontario and Government of Canada Short-term to medium-term Expedite high-capacity broadband across Innovation Corridor Toronto Region Board of Trade Short-term (plan & connect municipalities with private sector) Medium-Term (build out by 2025) Make transportation seamless and connect the Corridor by 2025 Regional leadership caucus, municipal transit agencies, and Metrolinx Short-term (Pilot) medium-Term (Network change by 2025) Coalition of business community including Canadian Global Cities Council (CGCC), civic society and municipal leadership including Federation of Canadian Municipalities (FCM) and Association of Municipalities of Ontario (AMO) Medium-term to long-term (next federal election) Digitize, open and innovate government Regional leadership caucus with Toronto Region Board of Trade and Innovation Ecosystem Short-term (Kickstart discussions between Corridor municipalities) Target GHG reductions in largest emitting sectors Province of Ontario and Government of Canada with municipalities. Short-term to medium-term Invest in social determinants of health Regional leadership caucus with Government of Canada, Province of Ontario Medium to long-term Toronto Region Board of Trade with regional leadership caucus Short-term staged approach Action Lead Timeframe The Innovation Corridor is a high-growth, integrated economic zone that attracts top talent and investment due to its diversity, liveability, future-oriented infrastructure planning, and overall global competitiveness. Harmonize and simplify municipal procurement processes and procedures Toronto Region Board of Trade with Innovation Corridor Council and regional leadership caucus Short-term (Kickstart case studies) Support a new deal for Canada’s global cities Infrastructure as a Regional Catalyst Shift to regionally coordinated funding that is future-oriented Coordinated and Responsive Government Shift to responsive and coordinated municipal governments that are encouraged to collaborate FIGURE 4 Three Interconnected Transformations to Deliver One Integrated Economic Zone The transformations address both pre-existing pain points exacerbated by the pandemic and position the Corridor for the future. They are transformative because they require a fundamental rethink to address long-standing issues ranging from procurement to infrastructure and transit planning. Three Interconnected Transformations Three Interconnected Transformations 18 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 19 - 47 - Develop a Regional Economic Strategy for Recovery Ten-point action plan to reboot and reimagine the Innovation Corridor economy ACTION 1 WHAT A regional economic strategy for recovery is needed to align Corridor-specific sector strategies, workforce development, the innovation ecosystem, and trade and foreign direct investment strategies. This will require collaboration between municipal, regional, and provincial economic development actors, workforce planning boards, and the business community across the Corridor. The regional strategy must lead to a regional economic plan that guides infrastructure investments needed to support economic growth. HOW Using a data-driven approach, determine the critical sectors that will enable our regional recovery based on a deep understanding of the impact of COVID-19 on economic activity across the Corridor. Analyze and compare municipal, provincial, and federal economic development plans to determine alignment, gaps, and relevance to the region’s new economic reality. Create a framework for a regional employment survey and an economic strategy that can be used to identify the region’s sector strengths and vulnerabilities, supply chain challenges, labour market gaps, and established and emerging clusters that build on the region’s innovation ecosystem. LEAD: Toronto Region Board of Trade with regional leadership caucus. WHY The Corridor’s economy contributes to 64% of Ontario’s GDP and 25% of Canada’s GDP; any decline in the regional GDP will significantly impact the economy of Ontario and Canada. Prior to the pandemic, the Corridor benefited from a diverse economy anchored by manufacturing, finance and insurance, health care, and professional, scientific, and technical services sectors. However, while fallout from the current economic recession is still playing out, the mid- to long-term impact on economic activities and businesses in the Corridor is unknown. Now is the time to undertake a coordinated and comprehensive regional economic strategy to maximize provincial and federal investments as part of the COVID recovery stimulus spending. TIMELINE: Short-term, staged approach ACTION 1BUILDING ON THE BLUEPRINT Through its 2019 Place to Grow, Growth Plan for the Greater Golden Horseshoe, the Province of Ontario introduced the policy of Provincially Significant Employment Zones (PSEZs). While the policy was initially created as a backstop to the conversion of important employment lands to residential use, the PSEZ policy has the potential to be the anchor for a regional economic structure, a foundational piece to any regional economic plan. Earlier this year, the Economic Blueprint Institute at the Toronto Region Board of Trade combined mapping of the PSEZs and other important municipal employment areas with granular, location-based information on economic activities. The end result is a first cut of the region’s economic structure that illustrates areas of the region that specialize in goods-related versus services-related economic activities. It also identifies a potential network of “innovation districts” where activities associated with knowledge creation concentrate. See Innovation Corridor, pre-pandemic, Figure 1, page 8 and 9. A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 21 20 | Shaping Our Future - 48 - Expedite High-Capacity Broadband Across the Innovation Corridor ACTION 2 WHAT A plan is needed to expedite the creation of equal access, high-capacity, affordable broadband across the Corridor. According to Tobias Lütke, the CEO of Shopify, building fibre optic networks is the “cheapest piece of infrastructure you’ll ever have to build” in a world that is now “digital by default.”31 In the Corridor 49% of all jobs have the capacity to work from home.32 With the growth of work from home trends and e-commerce, a regionally coordinated Corridor-wide, high-capacity fibre-optic network, is essential to accelerate economic development, attract new investment, drive regional competitiveness, and enable 5G technologies like autonomous vehicles. WHY The pandemic has highlighted the limitations of our current broadband network, where there are significant gaps in certain urban, near urban, and rural parts of the region. The result is a digital divide between different parts of the Corridor, including uneven broadband connectivity to some employment lands.33 The current network is a product of a patchwork quilt of programs delivered by private, private-public, and municipally-owned broadband providers. For telecommunication providers, building high speed broadband infrastructure for less populated areas is based on a business case, one impacted by what the CRTC allows telecommunication companies to charge customers to recover costs. Municipalities have begun to play a key role in developing fibre-optic broadband. For example, York Region’s YorkNet company builds dark fibre highways that both public and private sectors can access for last-mile connections to homes and businesses. The City of Toronto has plans to develop private/public partnerships to provide gigabit-speed fibre to underserved parts of the city, including some underserviced employment lands.34 The federal government’s current commitment of a $6 billion Universal Broadband Fund35 to connect all Canadian households to the minimum 50 megabits per second (mbps)36 of broadband by 2030 can be sped up by at least five years to 2025. Some have called for a revisiting of the minimum standard for broadband, given the Corridor’s importance to the Canadian economy. An ultra high speed service at 1 GB would maintain Canada’s competitive edge.37 Providing broadband across the Corridor represents an important economic enabler that will address environmental goals, housing affordability concerns, and important equity considerations as we innovate, build back, and seek to secure a strong recovery going forward. LEAD: Toronto Region Board of Trade TIMELINE: Short-term (connect all parties and create strategy), medium-term (build out by 2025)ACTION 2A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 23 22 | Shaping Our Future - 49 - HOW The key private and public sector players involved in funding, building, and providing broadband service and the infrastructure required to enable 5G future need to be convened to determine current capacity of the network, identify gaps in the system, and the cost of building complete coverage in the Corridor. There is an urgent need to facilitate a discussion amongst key stakeholders on achieving the 2025 target and to move beyond the current ad hoc, one-off broadband service in some parts of the Innovation Corridor. The business community also has a key role in being the catalyst that can make broadband priority territory for governments and telecommunication companies. ACTION 2FIGURE 5 Remote Work Capacity The chart represents the percentage of jobs that have some capacity for remote work based on the place of residence of the employee. 49% of the Innovation Corridor as a whole has remote work capacity representing over 1.6 million jobs On average 46% of a municipality’s residents have some capacity to work from home. ACTION 20102030405060 Clarington Whitby Caledon Ajax Richmond Hill Oakville Newmarket Milton Halton Hills City of Waterloo City of Vaughan City of Pickering City of Oshawa City of Mississauga City of Markham City of Kitchener City of Cambridge City of Burlington City of Brampton Innovaon Corridor City of Hamilton City of Guelph City of To ronto MUNICIPALITIES The pandemic has highlighted the limitations of our current broadband network, with significant gaps in certain urban, near urban, and rural parts of the region. *Reflects municipalities with population greater than 50,000 Source: Statistics Canada Census 2016, Remote Work Classification based on methodology in: “How Many Jobs Can be Done at Home?”. Jonathan I. Dingel, Brent Neiman. University of Chicago, Booth School of Business, NBER, and CEPR (June 19, 2020) 0102030405060 Clarington Whitby Caledon Ajax Richmond Hill Oakville Newmarket Milton Halton Hills City of Waterloo City of Vaughan City of Pickering City of Oshawa City of Mississauga City of Markham City of Kitchener City of Cambridge City of Burlington City of Brampton Innovaon Corridor City of Hamilton City of Guelph City of To ronto City of Toronto City of Guelph City of Hamilton City of Brampton City of Burlington City of Cambridge City of Kitchener City of Markham City of Mississauga City of Oshawa City of Pickering City of Vaughan City of Waterloo Halton Hills Milton Newmarket Oakville Richmond Hill Ajax Caledon Whitby Clarington Innovation Corridor 24 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 25 - 50 - Make Transportation Seamless and Connect the Corridor by 2025 ACTION 3 WHAT A portion of federal stimulus funding should be used to deliver fare integration between municipal transit providers in the Corridor and the Toronto Transit Commission (TTC), the Corridor’s largest transit operator, and GO Transit.38 While the Presto card serves as a common fare payment system for municipal transit systems in the Corridor, transit fare and service integration is still lacking. It also lags behind more multi-functional systems such as credit cards and systems that can incorporate on-street parking and rideshare services and has been criticized for its high fees charged to transit agencies.39 Many transit riders currently face punitive double fares to travel across municipal boundaries. Metrolinx has been studying fare and schedule integration models without any success in implementation. It is time to pilot a bottom- up framework that can be tested in areas of the Corridor where jobs are concentrated but the quality of transit service is lacking. An example is the Toronto Pearson Airport Employment Zone. The pilot framework can be scaled to include all municipal transit operators and other mobility providers at key locations, so that by 2025 the Innovation Corridor is seamlessly connected end-to-end. WHY An integrated transportation system is required to set our region up for long-term success. This will help communities across the Corridor grow, it will connect more people to more job opportunities regardless of where they live, and it will contribute to reduced carbon emissions. True regional fare and service integration has remained a challenge for decades even as studies have shown that it has one of the best return on investments.40 Pre-pandemic, the City of Toronto -- with its large concentration of jobs in downtown Toronto -- was the main destination for most commuters in the Corridor. Other parts of the Corridor like the Toronto Pearson Airport, the second largest concentration of employment in the country prior to the pandemic at almost 300,000 jobs, remain chronically underserved by transit. As a result, 94% of travel to and from this area is by auto.41 These challenges disproportionately affect low-income and marginalized communities.42 Even with work from home (WFH) trends expected to accelerate, over 50% of the jobs in the Corridor do not have the capacity for remote work.43 As a region with historic population growth of over 100,000 people per year, investments in transit and mobility solutions beyond the private vehicle must continue if our region is congested, which costs the region $6 billion each year.44 LEAD: Regional leadership caucus, municipal transit agencies, and Metrolinx TIMELINE: Short-term (Pilot), medium-term (network change by 2025).ACTION 3A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 27 26 | Shaping Our Future - 51 - HOW A bottom-up model should be piloted in the key locations across the Corridor that have the most potential to improve residents’ access to economic opportunities and support businesses experiencing chronic labour shortages. Models such as the German Verkehrsverbund “transit union” would allow municipal transit operators to take the lead in integrating regional transit service. The model has flexibility to integrate non-municipal operators into the system to accommodate more Mobility as a Service (MaaS) options like bike-share, e-scooters, ride-share, and taxis. Funding is needed to initially subsidize this model to assure a win-win for all transit operators. Municipalities will need to work with Metrolinx to develop the specifics on a zonal fare system and learn from the pilot what drives more customers to transit. BUILDING ON OPPORTUNITIES FOR COLLABORATION As part of its 10-year Fare Collection Outlook, the Toronto Transit Commission (TTC) is currently looking at seamless fare integration with neighbouring transit agencies, in particular with York Region Transit (YRT). The agency has “expressed direct interest in collaborating with the TTC with a goal towards achieving fare and service integration between both agencies.”45 This is a welcome move and should be built upon along with the recent requirement by the Province of Ontario for municipalities to participate in discussions on fare and schedule integration as part of any funding for COVID-related transit challenges. The federal and provincial governments can take this a step further by further encouraging collaboration as part of their stimulus funding and expanding the initiative to include Brampton Transit Züm, Mississauga MiWay, Durham Region Transit, and GO Transit. Commuting patterns across the Innovation Corridor are complex. This map compares auto versus transit travel for a selection of morning commuter trips between municipalities. Trips made into Toronto have a substantially higher percentage of transit trips than trips made between municipalities outside of Toronto. ACTION 3ACTION 3FIGURE 6 Morning Commuting Trips Between Municipalities by Auto Versus Transit Source: The 2016 Transportation Tomorrow Survey (TTS) Airport Subway Lines GO Rail Highways 28 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 29 - 52 - Create a Regional Affordable Housing Strategy ACTION 4 WHAT Housing affordability in the Innovation Corridor must be addressed as part of the region’s economic recovery. With cities increasingly having to bear the burden of the cost of social housing, any increase in homelessness among marginalized communities due to the pandemic will be borne by municipalities. Even before the pandemic struck, the issue of housing affordability had already reached crisis proportions, prompting the City of Toronto to release a 10-year-housing plan that articulated the need for the full spectrum of housing and set a goal of 40,000 new affordable rental homes.46 As a recent report by Toronto Region Board of Trade (TRBOT) and WoodGreen Community Services noted, people of all incomes are feeling increasingly squeezed out by housing costs.47 The least affordable municipalities in the Innovation Corridor are the City of Toronto, York Region, and Peel Region, where two-thirds of Corridor’s residents live. In these areas, it takes 47%, 42% and 39% respectively of a household’s monthly income to pay for a mortgage.48 WHY As the TRBOT/WoodGreen report notes, when a city becomes unaffordable “it forces out key workers such as cooks, social workers, nurses, tradespeople, childcare workers and teachers. Without people to fill these jobs businesses suffer and the city becomes less livable for everyone.”49 The lack of affordable housing near where jobs are located also forces workers to find homes further away, causing longer commutes, congestion on highways, and increased greenhouse gas emissions. It also makes the Corridor less competitive by making it more difficult for employers to attract and retain talent. LEAD Regional leadership caucus with Province of Ontario and Government of Canada TIMELINE: Short-term to medium-term ACTION 4A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 31 30 | Shaping Our Future - 53 - MEETING THE AFFORDABILITY CHALLENGE Creative new approaches such as the City of Toronto’s Housing Now initiative to build 10,000 housing units on 11 sites near transit can be scaled up. Taking a mixed-income approach, where a third of the units were set aside as affordable rental, another third was for market rental, and the rest for ownership, provides a model of what municipalities can do across the Corridor.51 As was noted by Sean Gadon, former director of the city’s Affordable Housing Office, this kind of housing would normally have been sold for luxury condominiums.52 ACTION 4ACTION 4FIGURE 7 Housing affordability across the Corridor MORTGAGE – % of monthly income RENT – % of monthly income010% 20% 30% 40% 50% Kitchener-Waterloo Hamilton DurhamRegion Yo rkRegion City ofToronto PeelRegion HaltonRegion0% 10%20% 30%40% 50%60%3-Bed2-Bed1-BedBachelorDurhamRegionYorkRegionCity ofTorontoPeelRegionHaltonRegionOwning a house is more affordable in Peel region than it is in York region whereas it is the opposite for rental Toronto is the least affordable housing market in the region For an average working family, almost half of their monthly income goes to mortgage 57% of a family’s income is required to rent a 3-bedroom apartment in Toronto followed by 39% in Peel and 36% in York Region HOW Housing affordability can partly be addressed by municipalities streamlining permit and zoning processes to fast-track more housing supply. Improving the approval process, coupled with additional financial incentives by all levels of government, can result in more affordable housing at different price points. Efforts should focus on enabling more family-sized homes, “missing middle” housing (e.g. triplexes, small apartment buildings) in established neighbourhoods, and more dense housing options near transit. Another option for increasing the supply of affordable housing includes the re-establishment of the Canadian Mortgage and Housing Corporations’ “limited dividend” housing program, which dates back to the 1960s. It was created to encourage private developers to develop and operate low and moderate rental housing based on tax exemptions for companies that operated on a cost of service (COS) rate of a return of 5% per year.50 0 10% 20% 30% 40% 50% Kitchener-Waterloo Hamilton DurhamRegion Yo rkRegion City ofToronto PeelRegion HaltonRegion0% 10%20% 30%40% 50%60%3-Bed2-Bed1-BedBachelorDurhamRegionYorkRegionCity ofTorontoPeelRegionHaltonRegion Bachelor 1-Bedroom 2-Bedroom 3-Bedroom010% 20% 30% 40% 50%Kitchener-WaterlooHamiltonDurhamRegionYorkRegionCity ofTorontoPeelRegionHaltonRegion0% 10%20% 30%40% 50%60% 3-Bed 2-Bed 1-Bed Bachelor DurhamRegion Yo rkRegion City ofToronto PeelRegion HaltonRegion 010% 20% 30% 40% 50%Kitchener-WaterlooHamiltonDurhamRegionYorkRegionCity ofTorontoPeelRegionHaltonRegion0% 10%20% 30%40% 50%60% 3-Bed 2-Bed 1-Bed Bachelor DurhamRegion Yo rkRegion City ofToronto PeelRegion HaltonRegion010% 20% 30% 40% 50%Kitchener-WaterlooHamiltonDurhamRegionYorkRegionCity ofTorontoPeelRegionHaltonRegion0% 10%20% 30%40% 50%60% 3-Bed 2-Bed 1-Bed Bachelor DurhamRegion Yo rkRegion City ofToronto PeelRegion HaltonRegion Average After-Tax Household Income HALTON REGION $108,085 PEEL REGION $87,371 CITY OF TORONTO $81,495 YORK REGION $98,832 DURHAM REGION $87,865 HAMILTON $73,524 KITCHENER-WATERLOO $77,101 Source: January 2020 Market Watch reports - Toronto Real Estate Board, the Realtors Association of Hamilton- Burlington and the Kitchener-Waterloo Association of REALTORS. Please see Appendix B for methodology * Average lease rates for bachelors and 3-bedroom apartments in Halton Region are not available. Source: Toronto Real Estate Board’s Q1 2020 Rental Market report. Please see Appendix B for methodology Source: After-Tax Household Income: Statistics Canada 2016 census 32 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 33 - 54 - Develop a Skills Agenda to Match the Future of Work ACTION 5 WHAT If the Innovation Corridor is to retain its economic competitiveness, a skills agenda that applies a data and demand-driven approach to workforce planning in the region is needed. Increased automation and tech adoption, accelerated by economic restructuring following the pandemic, will create an even greater need for reskilling and up-skilling. Understanding the composition of the workforce and how best to link talent to in-demand jobs will help to address the skills gap. 53 LEAD Toronto Region Board of Trade with Universities and Colleges councils TIMELINE: Short-term in coordination with a regional economic strategy for recovery WHY Prior to the pandemic, Carolyn A. Wilkins, the Senior Deputy Governor of the Bank of Canada, said at a Toronto Region Board of Trade event that “about one out of every ten jobs in Canada was affected by a mismatch between skills that a job requires and skills that workers actually have.”54 The combination of an aging workforce and job loss as a result of the pandemic (especially amongst low income workers) places a greater importance on a skills agenda. Furthermore, an analysis of the regional labour force indicates that only 7% of workers perform jobs in professional Science, Technology, Engineering, and Math (STEM) occupations. As the digitization of the economy accelerates, a more detailed understanding of whether the Corridor will face a shortage of workers with such skills is essential.55 ACTION 5A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 35 34 | Shaping Our Future - 55 - RACE TO RESKILL RBC is a leader in the race to reskill and up-skill workers. RBC Upskill56 is designed to promote reskilling for workforce retention, preparing for the jobs of the future and income stability. ACTION 5ACTION 5FIGURE 8 Labour Force Distribution Based on Occupation Type Every occupation requires a different mix of knowledge, skills, and abilities, and is performed using a variety of activities and tasks. The specialization in certain skills is similar across a number of different occupations. For example, welders and plumbers, both have above average ‘installation skills’, while managers and marketing professionals would similarly specialize in communication skills. By analysing the skills profile shared among occupations across the Corridor, EBI has arrived at a set of mutually exclusive categories that represent meaningful segmentations of the labour force that share similar skills and abilities, but also challenges and opportunities. SERVICE, SUPPORT AND COMMUNICATION The Service, Support and Communication (SSC) category contains a mixture of occupations highly skilled in service orientation and literacy. Many service occupations such as retail and food service workers fall into this category, as well as support occupations such as aides and assistants. Many occupations in this category are skilled communicators and include creative occupations that combine both active learning and literacy to interpret and communicate a message or story to an audience. CLASSIC SKILLED TRADES The Classic Skilled Trades (CST) category represents occupations with strong competencies in hands-on and installation skills, but generally do not require a post-secondary degree. This includes most of the manufacturing occupations such as labourers and assemblers, construction trades, transportation, agricultural and natural resource occupations. MODERN SKILLED TRADES Modern Skilled Trades (MST) also includes occupations highly specalized in hands-on and installation skills competencies but is distinguished from the CST category by a high aptitude in systems evaluation, science, analytical and technolgy skills. These trades occupations tend to work in areas like advanced manufacturing that require classic trades skills along with a specialization in technology and engineering skills often requiring a post- secondary education. BUSINESS, KNOWLEDGE AND OPERATIONS The Business, Knowledge and Operations (BKO) occupations are distinguished by strengths in management and sociable skills. Many occupations are in professional business, finance, and administration roles, which includes professionals in insurance, investment, and finance. This category also includes other professional occupations that are highly socially- oriented such as educational researchers, social workers, and librarians, in addition to management and supervisory occupations in the trades. RESEARCH AND STEM The Research and STEM (RSTEM) category comprises the largest number of occupations in professional occupations which require a degree, with 90 percent of occupations requiring a post-secondary degree. This category is especially skilled in science, technology, and analytical skills. It includes professionals working in health and sciences such as physicians, dentists, pharmacists, data analysts, but also research and consulting occupations tha have a high degree of active learning and literacy skills such as consultants, professors, researchers, and program officers. HOW To drive rapid re-skilling, an “all hands-on deck” approach is required. First, more businesses need to take a leadership role in re-skilling the region’s labour force by investing in their employees. Some of the region’s biggest employers are doing their part (see highlight box). Second, educational institutions must play a more direct role in skills development by scaling work-integrated learning programs (e.g., co-op and apprenticeships). Work-integrated learning has proven successful in delivering higher employment and wage rates.57 Further, educational institutions can respond to business needs with increased levels of work-integrated learning opportunities that accelerate ‘work ready’ behaviours. Third, collaboration is required between the private sector, government agencies, and service providers responsible for workforce training, to promote a demand-driven approach which focuses on re-skilling for current and future employer needs. 90% of occupations require a post-secondary degree in the Research and STEM category 86% of occupations in Modern Skilled Trades require a college degree, compared to just 33% in Classic Skilled TradesBusiness, Knowledge and Operations Classic Skilled Trades Research and STEM Modern Skilled Trades Service, Support and Communication 32% 19% 12% 4% 32% Source: O*NET skills data with EBI analysis 36 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 37 - 56 - Digitize, Open, and Innovate Government ACTION 6 WHAT The importance of digitizing government, a process already underway in municipalities across the Corridor, came into sharp focus and was accelerated during the pandemic. Municipalities can build on this momentum by leveraging the region’s innovation ecosystem (incubators, accelerators, and R&D centres) and harnessing the talent of local tech. At the same time, municipalities can cut costs by streamlining procurement and bulk purchasing options across the Corridor, on which billions of dollars are spent each year. There is an opportunity to “re-think” service delivery and shared services, while simultaneously supporting economic recovery by intentionally leveraging the regional innovation ecosystem and supporting local start-ups. Digitalization can be viewed as a critical step to not only build a more responsive government, but a more resilient government and regional economy. WHY Public procurement of innovation, enabled by digitization, can play a key role in improving the efficiency and quality of public services while supporting the growth and development of local small and Medium Enterprises (SMEs) and start-ups. For example, the City of Toronto alone spends $1.8 billion through its Social Procurement Program.58 However, municipalities face some restrictions on procurements based on obscurities of international trade agreements and outdated provincial legislation59 Municipalities are in a unique position to drive demand and offer opportunities for the development and testing of innovative products and services. Start-ups will play a critical role in economic recovery, while a strong innovation ecosystem will ensure continuous economic growth. By calling on local tech talent to help identify common challenges and scale solutions across the Corridor, municipalities can reduce duplicative efforts, create and learn from pilots, and collaborate to allow new thinking on service delivery. LEAD Regional leadership caucus with Toronto Region Board of Trade and Innovation Ecosystem TIMELINE: Short-term (Kickstart discussions between Corridor municipalities)ACTION 6A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 39 38 | Shaping Our Future - 57 - BEST PRACTICE OF COLLABORATION BETWEEN MUNICIPALITIES & INCUBATORS Ryerson University’s business incubator The DMZ provides a model of how municipalities across the region, especially smaller municipalities, can work with local start-ups to identify tech solutions for service delivery. The DMZ’s collaboration with the Town of Innisfil has led to an innovative project where local talent is helping Innisfil create a new source of revenue by providing more efficient technical solutions for the town’s 311 service.60 The network of Regional Innovation Centres (RICs) including Communitech (Waterloo), RIC Centre (Mississauga), HalTech (Oakville), Innovation Factory (Hamilton), Innovation Guelph (Guelph), MaRS (Toronto), Spark Centre (Oshawa) and Venture Lab (Markham) also have a critical role to play in connecting innovators with municipalities across the Corridor. BEST PRACTICE FOR PROCUREMENT • Toronto’s 2016 Social Procurement Program was designed to achieve “strategic social, economic and workforce development goals using an organization’s process of purchasing goods and services.”61 • The City of Mississauga launched its Sustainable Procurement policy in 2018, designed to find suppliers for government contracts that have leading sustainability, human rights, and fair labour, health and safety practices. Special consideration is given to dividing large and multiple contracts to provide greater access for suppliers of all sizes.62 • The City of Guelph launched the Civic Solutions Accelerator pilot in 2016, to enable challenge-based procurement to the City to help solve local issues.63 • As part of the BC Procurement Strategy, the Procurement Concierge Program was designed to match government buyers with innovative solutions, to make it easier for businesses of all sizes to do business with the government, to improve government operations, and to use government procurement more strategically.64 ACTION 6The Corridor’s incubators and accelerators provide an important link between start-ups, established companies and entrepreneurs and provide critical ecosystem activities such as funding, networking, technology transfer, and innovation diffusion. These organizations can also provide an important link between local innovators and government officials as seen in several successful partnerships such as the DMZ and Town of Innisfil (see Best Practice of Collaboration on left). Airport Built-up Area Subway Lines GO Rail Highways THE CORRIDOR IS HOME TO 7 Regional Innovation Centres (RIC) 14 Innovation HUBs HOW We need to work with local innovation ecosystem actors to determine a path forward to scale existing programs and best practices through regional open-innovation platforms. This will allow municipalities to share their best practices for implementing innovative solutions to service delivery. We need to determine barriers to current municipal procurement that can easily be removed, so that we can tap our local innovators and entrepreneurs for solutions to improve municipal service delivery. 88 Accelerators/ Incubators 40 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 41 - 58 - Harmonize and Simplify Municipal Procurement Processes and Procedures ACTION 7 WHAT The Toronto Region Board of Trade surveyed chambers of commerce, boards of trade, industry associations, and selection of businesses across the Corridor on the pain points their members experienced in routine interactions with municipalities. A key theme was inconsistency, both with approval times and municipal planning and licensing processes that are protracted, tortuous and idiosyncratic. Businesses experience varying approaches to the same procedures in their day-to-day interactions with municipalities across the Corridor. From the issuing of routine building permits to differing curbside delivery rules, the uneven application of municipal regulations in different parts of the Corridor are key frustrations that can have an impact on costs to business, and ultimately their competitiveness. LEAD Toronto Region Board of Trade with Innovation Corridor Council and regional leadership caucus WHY As part of any recovery effort, it is imperative that we make doing business easier by addressing the lack of harmonization of municipal rules across the Corridor. Businesses and supply chains do not operate according to municipal boundaries, but our region and its outdated governance do not recognize this fact. Small businesses must go through multiple and time-consuming permit approvals to open a new restaurant, a childcare centre, or renovate a business. This can be frustrating and costly. TIMELINE: Short-term (Kickstart case studies)ACTION 7A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 43 42 | Shaping Our Future - 59 - QUICK WIN HARMONIZATION Municipalities in the Innovation Corridor are important economic engines for both the province and Canada as a whole. Establishing consistent, comparable regional data is essential to understanding the role of the Corridor in the larger economy, and informing policies that enhance economic and productivity growth.65 Currently several municipalities in the region conduct annual employment surveys, but the type, collection method, and measurement of that data can vary widely and may not be publicly available. The Province should work with municipalities, business, and tech innovators to harmonize and automate annual employment surveys so that results are timely, publicly available, and comparable across the Corridor. This data is crucial to track regional trends and to inform a regional economic strategy. ACTION 7ACTION 7HOW A first step to address regional harmonization of bylaws, procedures, and application processes would be to build on current provincial and municipal work to reduce red tape by focusing on regional coordination across the Corridor. Sector- specific case studies are needed to identify regional harmonization requirements and to put in place sector-specific solutions. The following three examples are suggested as initial case studies. CHILDCARE COVID-19 has brought into focus the critical importance of childcare to workforce participation and productivity. In Ontario, the Province establishes the overall regulatory environment for childcare centres, while municipalities across the Corridor have different rules and requirements in place, particularly for fire, zoning, and health & safety. This inconsistency increases the cost for the same service provider to run a childcare facility in different locations across the Corridor. As the region grows, more affordable childcare spaces will be needed. Harmonizing municipal approaches to daycare providers may help reduce costs of childcare. E-COMMERCE As e-commerce-related delivery accelerates across the Corridor, regional coordination is required to facilitate curbside delivery, reduce congestion and rethink the use of roads and parking. This must reflect both online fulfilment and the advent of new models of mobility such as ride-hailing, automated vehicles, active transportation, as well as a reduced need for parking and parking garages. Increased ecommerce places more demand on municipal assets and services. However, municipalities that are not home to logistics facilities have not benefited financially from the growth of e-commerce. Determining a quid pro quo solution can help facilitate the growth of e-commerce and contribute to the financial sustainability of our cities. SMART CITY POLICY We need to create a common smart cities policy framework across the Corridor that addresses issues of privacy, data sovereignty, data security, and infrastructure planning. That way, the smart use of urban tech, whether sensors or autonomous vehicles, can be tested, rolled out and scaled up to make our cities more liveable. As the region grows, more affordable childcare spaces will be needed. Harmonizing municipal approaches to daycare providers may help reduce costs of childcare. 44 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 45 - 60 - Target GHG Reductions in Largest Emitting Sectors ACTION 8 WHAT A growing chorus of voices has been calling for stimulus dollars to be spent strategically to achieve the twin goals of job growth and the reduction of greenhouse gases.66 Doubling down on the greening of the economic recovery can be achieved by coordinating building retrofit incentive programs and coordinating and accelerating the electrification of transportation.67 Introducing incentives to spur consumer and business spending programs on home and commercial building retrofits has the potential to boost the economy, expand the green economy, and accelerate job growth.68 WHY The building and transportation sectors represent a combined 77% of carbon emissions in the Greater Toronto and Hamilton Area according to The Atmospheric Fund.69 Significant progress has been made by the government and the business community to reduce carbon emissions and encourage green economies. However, more action will be required to meet our climate change goals. Green investments have also been shown to accelerate economic recovery and can be effective at creating new jobs and increasing consumer spending.70 From 2015 to 2017, the average annual reduction of carbon emissions across most of the Corridor was 1.7%. However, to achieve carbon-neutrality by 2050, emissions must decline at approximately four times this rate.71 There is an imperative to include carbon reduction strategies as part of any stimulus spending, but a more strategic approach should link this spending to a regional economic strategy in order to grow green jobs. LEAD Province of Ontario and Government of Canada with municipalities. TIMELINE: Short to medium-term ACTION 8A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 47 46 | Shaping Our Future - 61 - A GREEN RECOVERY AGENDA In the United Kingdom, British finance minister Rishi Sunak announced recently that about $5 billion (3 billion pounds) had been set aside to improve energy efficiency in homes and public buildings to kickstart recovery. The plan allows for households to be given grants up to $8,600 (5,000 pounds) to cover two-thirds of the cost of insulation and double- glazing of windows, to cut down on energy costs and associated greenhouse gas emissions.72 At home, the Canadian Urban Transit Research & Innovation Consortium (CUTRIC) has been leading the charge for “appropriate joint procurement mechanisms with coordinated funding and financing solutions” for electric buses and fuel cell buses to “rapidly encourage domestic job growth immediately, given that several leading manufacturers in this space have Canadian headquarters or significant manufacturing footprints in the country.”73 The acceleration of the adoption of Battery Electric Buses (BEB)s and electric vehicle charging infrastructure region-wide will also improve intra-region transportation, and contribute to achieving the region’s goal of carbon-neutrality by 2050 (eliminating most of the 49.2 million tons of carbon emitted annually).74ACTION 8ACTION 8FIGURE 10 GHG Emissions in Greater Toronto Hamilton Area + Waterloo and Guelph HOW To effectively reduce emissions, an “all hands-on deck” approach is needed that includes government, sustainability non-profits, public and private sector corporations, civil engineering/construction firms, real estate leaders, and automotive producers. To maximize incentives to consumers, coordination of programs is required among the federal, provincial, and municipal governments. Municipalities should spearhead consistency in electrified transport by coordinating on local bulk purchasing efforts for both electric transit bus fleets and shared bus fleet charging infrastructure. BUILDINGS 43% TRANSPORTATION 35% INDUSTRY17% WASTE 3.5% AGRICULTURE 1.2% 78% of GHG Emissions are related to transportation and buildings in the GTHA + Waterloo and Guelph 49% of GHG Emissions in Waterloo are from fuel consumption in transportation Source: Greater Toronto and Hamilton Area (GTHA) numbers from The Atmospheric Fund (TAF). Additional sources were added from Our Energy Guelph and Climate Action Waterloo to develop a more ‘complete’ regional number. There were no comparable numbers for Waterloo for the industry sector and for Guelph for Agriculture and Industry. 48 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 49 - 62 - WHAT Cities are the economic engines of the global economy. The strength and competitiveness of Canada’s cities will determine the trajectory of Canada’s economic recovery from the COVID crisis. Now is the time to build a coalition of civic leaders willing to support and advocate for a new deal for Canada’s global cities. WHY In a 2018 report by the Canadian Global Cities Council (CGCC) title Planning for an Urban Future: Our Call for a National Urban Strategy for Canada, the Board and eight other big city chambers of commerce stated: “One hundred and fifty years after Confederation, Canada has changed radically. But from a local, urban perspective, the form and design of Canadian federalism has not kept pace with that reality.”75 Municipalities are still creatures of the province under the Canadian constitution. Federal assistance to cities flows through the Province with complex cost-sharing formulas and conditions. Municipalities cannot run budget deficits and still must rely mostly on property taxes, which is a “a good tax for funding local services such as local roads, parks, and recreation centres, (but) is not as effective at funding redistributive services (such as social housing), because it is less directly linked to the incomes of those being taxed.”76 Enid Slack, Director of the Institute for Municipal Finance and Governance (IMFG) has argued that transit offers another example where all orders of government need to come together to provide stable funding, not only for capital improvement but also for operations and maintenance.77 In the Innovation Corridor, there is unequal access to revenue tools for cities. For example, the City of Toronto Act provides additional revenue tools not accessible to other Corridor municipalities. As the region continues to welcome over 100,000 new residents per year, municipalities need more revenue tools to plan ahead to address 21st century challenges faced by global city-regions. 21st century challenges faced by global city-regions. LEAD Coalition of business community including Canadian Global Cities Council (CGCC), civic society and municipal leadership including Federation of Canadian Municipalities (FCM) and Association of Municipalities of Ontario (AMO) TIMELINE: Medium-term to long-term (next federal election) Support a New Deal for Canada’s Global Cities ACTION 9 ACTION 9A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 51 50 | Shaping Our Future - 63 - THE IMPACT OF DOWNLOADING MORE THAN TWO DECADES LATER In Ontario, the imbalance between services and revenue sources is particularly acute compared to other jurisdictions across Canada. It is the only province in Canada where property tax pays for a portion of health and social services. This was the result of decisions made in 1997, when the Province of Ontario first began to download a series of services to the municipalities, including transit, childcare, affordable housing, roads, and property assessment.80 A recent paper from the Institute for Municipal Finance & Governance suggests that re-aligned fiscal arrangements for ambulances and public health were made in such a way “that a larger share of costs were shifted to municipalities, which were ill-equipped to take on the extra financial burden.”81ACTION 9ACTION 9HOW As Janet Ecker, the former Ontario Minister of Finance and current vice-chair of Toronto Global, has suggested that now would be the time to negotiate the “grand bargain” among all three levels of government. On the agenda is deciding which level of government should deliver which services, for how much, and how to pay for them.”78 During the pandemic, mayors and senior officials across the Greater Toronto Area and Hamilton remained in constant contact with each other to assess the fiscal and service impact of COVID. This spirit of cooperation, which included an apples-to-apples fiscal impact estimate to inform federal and provincial recovery aid support, can be built upon. Senior administrators from the six major cities across the country have also begun to meet with senior federal counterparts from finance, infrastructure and industry to discuss city challenges.79 This momentum to give our cities their due place in confederation can be built on. A coalition of business and civic society leaders can press for the revisiting of service delivery and fiscal arrangements among the three levels of government. This can be done by establishing an intergovernmental “who does what” blue ribbon panel. A campaign is needed that calls for a review framework and presses for the actions required to make Canada’s cities more globally competitive. RESIDENTIAL62%COMMERCIAL14%MULTI-RESIDENTIAL8% OFFICE BUILDING6%SHOPPING CENTER4% OTHER6% Senior administrators from the six major cities across the country have also begun to meet with senior federal counterparts from finance, infrastructure and industry to discuss city challenges.82 FIGURE 11 Property Tax Revenue Break- Down Across the Corridor 60%+ of municipal revenues is reliant on property taxes across the Corridor on average Source: Financial Information Returns (FIR) for 2018. Ministry of Municipal Affairs and Housing (MMAH) 52 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 53 - 64 - WHAT In order to make the Corridor stronger, more resilient and more equitable, we need to reimagine the foundations of our social safety net and put equity at the center of all decisions made about investments across the Corridor. COVID has exposed our vulnerabilities. The Canadian Emergency Response Benefit (CERB) highlighted that the federal government has the fiscal capacity to protect the most vulnerable in our society in the short-term, but there is growing concern about what will happen when this type of mass income support ends and businesses begin to restructure. Investments in the conditions that create economic opportunities – like affordable housing, and quality childcare to enable early learning and support women working – are investments that create a resilient and equitable society. WHY Social and economic policies can no longer be seen in isolation. By improving social safety nets, low- and mid-income earners will experience a greater sense of stability, increasing the likelihood of economic contributions and productivity.83 By taking a fresh look at the way infrastructure is defined and investments are made, the federal and provincial governments must consider the economic and social determinants of health in the design of their program priorities.84 Greater inclusion of women in the economy has been an important source for growth for the Canadian economy. Policies that support childcare services play an important role in ensuring that women can participate in the labour market and avoid the ‘parenting penalty’ women face when forced to make trade-offs between career and childcare. The challenge of providing childcare during the pandemic has impacted caregivers of all kinds. However, women have not only lost jobs at higher rates, but have been shown to be more likely to “fall out” of the labour force altogether. In the month of April, female labour force participation rates dropped precipitously to rates not seen since the 1980s.85 LEAD Regional leadership caucus with Government of Canada, Province of Ontario. TIMELINE: Medium to long-term. Invest in the Social Determinants of Health ACTION 10 ACTION 10A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 55 54 | Shaping Our Future - 65 - BENEFITS OF A NATIONAL CHILDCARE POLICY Despite innumerable social and economic benefits, Canada spends the least among OECD economies on childcare -- as little as 0.2% of GDP.87 In major cities such as Vancouver and Toronto, families with young children can spend as much on housing as they do on daycare – that is if they can secure a coveted childcare spot to begin with.88 Now more than ever, a national childcare strategy is needed. The long-term benefits of providing affordable childcare has shown to vastly exceed the costs: every dollar invested into child care has been shown to return $8.60 back into the economy over the child’s lifetime.89 COVID will continue to disproportionately impact women throughout recovery. While women accounted for 45% of the decline in hours worked over the downturn, it is estimated they will only account for 35% of the recovery.90 A national childcare strategy can ensure that women avoid “falling out” of the economy and that the long-term economic impacts of the decisions facing families in the difficult time are mitigated.ACTION 10HOW The federal and provincial governments need to evaluate the role of CERB and review past programs such as the Ontario 2017 Basic Income pilot to determine success areas, necessary improvements, and key learnings applicable to future income support programs. As the gig economy grows, our social safety net must adapt. Government can also ensure that stimulus investments take into account the social determinants of health and go beyond “shaving and paving” of roads and highways.86 The Opportunity Before Us We will build back. We always do. The question before us if we can build back stronger. In 2020, we faced two crises simultaneously. The COVID-19 health pandemic also brought on the most serious economic downturn since the Great Depression. There is now an opportunity for business, civic and government leaders in Ontario’s Innovation Corridor to plan for recovery not as individual industries, cities, or regions, but as a single, connected city-region. The Corridor’s economic districts, labour force and innovation ecosystem are inextricably linked. That is a tremendous source of strength and a fount of untapped potential. But to succeed, we have to move beyond our pre-pandemic ways of working, especially across municipal borders. Michael Fenn, a former deputy minister with the Province of Ontario and a member of the steering committee for this playbook, has stated that regional cooperation will require municipalities to take the initiative. They cannot wait for a governance “fix” that may never arrive from the provincial government. Any voluntary governance arrangements, Fenn said, must be built on relationships and trust as they address key regional issues such as housing affordability, transit, water and wastewater, inequality, economic development, and climate change. These issues, he said, “spill across municipal boundaries” and require cooperation and coordination at a pan-regional scale. Some of the transformations and actions that we have identified will be harder to achieve than others. A strategy on broadband must be planned though an economic development lens. Seamless transit fare and schedule integration must become a reality by 2025. Current procurement practices must be addressed urgently if the local tech innovation ecosystem and entrepreneurs are to benefit. The same is true of the need to harmonize key municipal processes and procedures, especially smart city policies that can spur urban tech innovation. The hardest action, and the one which needs the most sustained effort, will be to address the revenue-services imbalance for cities. We were all born into a world built by those who came before us. They faced challenges. They rose to them. So must we. What we face today is a crisis, but it is also a once-in-a-century opportunity. The choice before us is to ignore the possibilities of these times, or embrace them. It is the view of the people who contributed to this report that we chose the latter option. That we don’t just build back, but come back stronger. That we work together, across governments, across public and private sectors, and across geography to plan and create a better place than the one we inherited. We have the talent, the will, and the circumstance. Now, the challenge is to act. Any voluntary governance arrangements must be built on relationships and trust as they address key regional issues such as housing affordability, transit, water and wastewater, inequality, economic development, and climate change. Michael Fenn Former Deputy Minister of Ontario and Playbook Steering Committee Member 56 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 57 - 66 - AppendixAppendix APPENDIX A Occupational Categories Methodology Based on EBI’s work correlating occupations to skills, 487 occupations were segmented into 5 categories using a cluster analysis. Scores were standardized and scaled across all skills families, based on 35 O*NET skills scores. This resulted in five mutually exclusive occupational categories composed of 4-digit NOC codes. Skills data for 13 occupations were not available; jobs in these occupations account for about 1% of the total labour force and were not included in the five categories. 1. Service, Support and Communication: The Service, Support and Communication (SSC) cluster contains a mixture of occupations varying by degree of education and training. Nearly half of occupations require a college degree, and around 1 in 10 require a university degree. SSC occupations are skilled in-service orientation and literacy skills. Many service occupations such as retail and food service workers are in this cluster, as well as support occupations such as aides and assistants. Many occupations are skilled communicators; creative occupations such as musicians, dancers, writers, and artists are combining both active learning and literacy to interpret and communicate a message or story to an audience. 2. Classic Skilled Trades: The Classic Skilled Trades (CST) cluster has greater competencies in hands-on and installation skills than the average occupation, with around 1 in 3 occupations in this cluster requiring a college degree. This cluster contains the majority of manufacturing occupations, which include labourers and assemblers. Most agricultural and natural resource occupations are in this cluster, which includes farmers and workers in mining/oil. Around half of occupations in Trades, transport and equipment operators are in this cluster, which includes construction, industrial and transportation trades. 3. Modern Skilled Trades: Modern Skilled Trades (MST) also includes occupations highly specialized in hands-on and installation skills competencies but is distinguished from the CST category by a high aptitude in systems evaluation, science, analytical and technology skills. These trades occupations tend to work in areas like advanced manufacturing that require classic trades skills along with a specialization in technology and engineering skills often requiring a post-secondary education. 4. Business, Knowledge and Operations: The Business, Knowledge and Operations (BKO) cluster is highly educated; 1 in 5 occupations require a university degree, and almost half require a college degree. Although this cluster is more skilled than the average occupation in all skills but Hands-on and Installation skills, these occupations are especially distinguished based on its strengths in management and sociable skills. Many occupations are in professional business, finance and administration roles, which includes professionals in insurance, investment, finance and auditing. Other professional occupations are highly socially-oriented; this includes educational researchers, social workers, nurses, librarians, etc. In addition, a large majority of management and supervisory occupations are in this cluster as well; this includes supervisors in trades occupations, business operations, as well as service. APPENDIX B Housing Affordability Methodology EBI used data on income and shelter costs to calculate what percentage of a household’s after- tax income would be spent on purchasing or renting a home. Data and Assumptions: Average Sale Price for Homes: We used data on the average sale price for every Upper and Single-Tier municipality that make up the GTA. This was obtained from the Toronto Real Estate Board’s January 2020 Market Watch report. The average sale prices for the City of Hamilton and Kitchener-Waterloo were retrieved from their respective real estate boards for January 2020. The City of Guelph was excluded, therefore the data is missing. Average After-Tax Income: We used the average after-tax income of households in 2015 from the 2016 Statistics Canada Census. We have calculated the weighted average income of the region’s municipalities based on the total number of employed residents. Monthly Mortgage Costs: We assumed that a buyer had already made a 25% down payment (not included in the cost calculations), and was locked into a 3.29% mortgage interest rate, with a 25-year amortization. Note that the costs of housing do not include: property tax, utilities, home insurance, mortgage insurance, down payment costs, typical closing costs (e.g. legal, commission, land transfer taxes, title search, etc.) or any costs of upkeep (e.g. maintenance, renovations). Average Rental Price: We used data on the average sale price for every Upper and Single-Tier municipality that make up the GTA. This was obtained from the Toronto Real Estate Board’s Q1 2020 Rental Market report. 5. Research and STEM: The Research and STEM (RSTEM) category comprises the largest number of occupations in professional occupations which require a degree, with 90 percent of occupations requiring a post-secondary degree. This category is especially skilled in science, technology, and analytical skills. It includes professionals working in health and sciences such as physicians, dentists, pharmacists, data analysts, but also research and consulting occupations that have a high degree of active learning and literacy skills such as consultants, professors, researchers, and program officers. Acknowledgements This report benefited from the contributions of Phinjo Gombu, Dillon Baker, Vivian Li, Rajaa Benabdillah, and Andre Torquati from the Economic Blueprint Institute and from John Cengarle, Jaclyn Sucharda, and Jenna Eyram from Deloitte. The report was designed by Lisa Davison Design. 58 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 59 - 67 - 1 The Innovation Corridor comprises five Census Metropolitan Areas (CMAs) of Oshawa, Toronto, Hamilton, Guelph and Kitchener- Cambridge-Waterloo. 2 Petramala, D., Smyth, Hannah Chan, (2020) Toronto Now Fastest Growing Metropolitan Area in the United States and Canada, City of Toronto Still Fastest Growing Central City, Centre for Urban Research and Land Development, Ryerson University. 3 Statistics Canada. Table 36-10-0468-01 Gross domestic product (GDP) at basic prices, by census metropolitan area (CMA) (x 1,000,000) 4 CBRE, 2018 Scoring Tech Talent, July 23, 2018. 5 Hockeystick, Innovation Corridor VC Funding (2014-2019), EBI Analysis. 6 Ministry of Advanced Education and Skills Development, University Enrollment. 7 Rider Levett Bucknall, RLB Crane Index, Q1 2020. 8 EBI Analysis of Labour Force Survey monthly rolling averages between December 2019 to February 2020 and April 2020 to June 2020. 9 Hou, Feng; Frank, Kristyn; Schimmele, Christoph, Economic Impact of COVID-19 among visible minority groups, Statistics Canada, July 6, 2020. RBC Economics, Pandemic Threatens Decades of Women’s Labour Force Gains, RBC, July 16, 2020. 10 Statistics Canada, The Daily, June 2020. EBI Analysis of Labour Force Survey monthly rolling averages between December 2019 to February 2020 and April 2020 to June 2020. 11 Statcan, 2016 Census, Employment Income Statistics, Occupation (NOC), EBI Analysis. 12 EBI analysis includes only those essential workers whose roles are public-facing or require hands-on tasks that cannot be done remotely, for example firefighters, nurses, pharmacists, grocery store cashiers, taxi and truck drivers. For a full list of occupations deemed essential and methodology see appendix. 13 Federation of Canadian Municipalities (FCM), COVID-19: Municipalities seek emergency funding, April 23, 2020. 14 Canadian Global Cities Council, Planning for an Urban Future: our Call for a National Urban Strategy, 2018 15 Ministry of Municipal Affairs and Housing. The Ontario Municipal Councillor’s Guide 2018 16 Pinkerton, Charlie, Big city mayors want greater coordination with feds, iPolitics, January 19, 2019; Policy Options, Federalism done right in a COVID-19 Canada, August 4, 2020 17 COVID-19 Financials Impacts & Mitigation Strategy - GTHA Totals. Directionally accurate but not exact estimates prepared by GTHA municipalities on June 27, 2020. Does not include initial information from Ajax, Brock, Caledon, Uxbridge and Whitby 18 Region of Waterloo, Addendum Council Agenda, Summary of operating impacts, June 24. 2020 and Guelph’s COVID-19 deficit grows to $24.3M 19 Toronto Transit Commission, COVID-19 – Transition from Response to Restart and Recovery, June 17, 2020. 20 Office of the Premier, Historic Agreement Delivers up to $4 Billion to Support Municipalities and Transit, News Release, Province of Ontario, July 27, 2020.The announcement was part of a $19 billion recovery package for Canada negotiated between the provinces and the federal government. 21 City of Toronto, City of Toronto to address financial impacts of COVID-19, News Release, July 24, 2020. 22 The Shelter Consumption Affordability Ratio index developed by CANCEA is used to evaluate housing affordability by measuring the ability of households to “make ends meet” when trying to house themselves. 23 Interview with Craig Alexander, Chief Economist for Deloitte Canada. August 2020 24 Toronto Region Board of Trade. Help Wanted 2: A Data Driven Approach to Workforce Development. August 2020. 25 Moffatt, Mike (2020) “This isn’t your older brother’s recession: 2020 vs 2008. Mathy, Gabriel, (2020), The COVID-19 epidemic will be the first services recession and it could be a bad one, American University. 26 Payne, Adam, Germany is set to trial a Universal Basic Income scheme, World Economic Forum, Aug 20, 2020 27 In the Canadian Infrastructure Report Card. Informing the Future, 2016, the Federation of Canadian Municipalities (FCM), states that municipalities own 60% of Canada’s core infrastructure, assets that deliver drinking water and sewage and waste disposal, and also include parks and recreational facilities, social housing, local roads and bridges and public transit. Yet it only shares 8-10% of the tax base. The challenge, as Association of Municipalities of Ontario (AMO) frames it, is that “much of this infrastructure was first built in the 1950s and 1960s and needs upgrading or replacement to continue serving our communities, ensure access to social and economic opportunity, and protect the environment. 28 Feedback from Steering Committee of Track 4: Cities and Corridor Blueprint 29 “FAANG” (Facebook, Amazon, Apple, Netflix, and Google) enterprises have continued to grow and prosper, while making marginal tax contributions towards the local government infrastructure and services. The profitability of these largely untaxed entities stands in contrast to the taxable business properties that are under threat following the pandemic, including office commercial, conventional retail, entertainment and hospitality. 30 OECM is a not-for-profit collaborative sourcing partner for Ontario’s education sector, broader public sector, and other not-for-profit organizations. 31 Tobias Lütke, The Take with Tom Clark, June 12, 2020 32 EBI Analysis, see appendix for work from home methodology. 33 Municipal officials across the Corridor told EBI that broadband connectivity is an issue that affects urbanized employment lands within the Corridor municipalities, not just rural areas and near urban residential communities. 34 Yorknet and presentation by City of Toronto, Reimagine Connected Municipalities by Creating Network Utilities, 2020 35 Innovation, Science and Economic Development Canada, Universal Broadband Fund. 36 1 gigabit per second (Gbps) is equivalent to 1,000 Mbps 37 Interview with Professor Helen Hambly, June 22, 2020 and July 28, 2020 38 Schabas, Michael (2013), Review of Metrolinx’s Big Move, The Neptis Foundation. 39 Schabas, Michael (2013), Review of Metrolinx’s Big Move, The Neptis Foundation. 40 Schabas, Michael (2013), Review of Metrolinx’s Big Move, The Neptis Foundation. 41 Neptis Foundation Study found that 94% of trips made to the airport employment area surrounding Pearson airport is by automobile; Blais, Pamela, (2016), Unlocking the Potential of the Airport Megazone, The Neptis Foundation. Draft Modeling by MTO; Ministry of Transportation (MTO), Greater Golden Horseshoe Transportation Plan, Province of Ontario shows that the highways that cut through and go around Pearson Airport will get increasingly congested by 2030 and beyond. 42 Allen, J and Farber, S, 2019. “Sizing up transport poverty: a national scale accounting of low-income households suffering from inaccessibility in Canada, and what to do about it” Transport Policy. V 74. 43 EBI Analysis, see appendix for work from home methodology. 44 HDR Corporation Decision Economics, Costs of Road Congestion in the Greater Toronto and Hamilton Area: Impact and Cost Benefit Analysis of the Metrolinx Draft Regional Transportation Plan, Metrolinx December 1, 2008. 45 TTC. Development of the 5-Year-Fare Policy and 10-Year-Fare Collection Outlook. May 13, 2020 46 City of Toronto News Release. City Council approves Housing TO action plan addressing Toronto’s housing needs over the next 10 years. December 17, 2019 47 Toronto Region Board of Trade and and Woodgreen Community Services. Housing a Generation of Workers. 2020 48 EBI Analysis, see appendix for methodology. 49 Toronto Region Board of Trade and Woodgreen Community Services. Housing a Generation of Workers. 2020 50 Fenn Michael, Canadian Government Executive. Rebuilding Sustainable Communities: The Limited Dividend Company for Delivery of Critical Infrastructure. July 2020 51 University of Alberta forum on The Future of Affordable Housing: Design & Planning Innovation. Lecture on delivering affordable Housing in Toronto by Sean Gadon. November 2109 52 Ibid 53 Toronto Region Board of Trade. Help Wanted 2: A Data Driven Approach to Workforce Development. August 2020. 54 Bank of Canada. “A Look Under the Hood of Canada’s Job Market, January 2019. 55 Bank of Canada. “A Look Under the Hood of Canada’s Job Market, January 2019. 56 RBC Upskill 57 House of Commons, Experiential Learning and Pathways to Employment for Canadian Youth, Report of the Standing Committee on Human Resources, Skills and Social Development and the Status of Persons with Disabilities, October 2018. 58 City of Toronto. City of Toronto Social Procurement Program. April 2016. 59 Feedback from Steering Committee of Track 4: Cities and Corridor Blueprint. 60 Ryerson University - DMZ Innisfil 61 City of Toronto Social Procurement Program 2016 62 Mississauga Sustainable Procurement Policy January 2018 63 City of Guelph, Civic Accelerator, City of Guelph Improvement Network. 64 Government of British Columbia, Procurement Concierge Program, Innovate Procurement Initiatives. 65 Clayton, Frank; Yun, Hong, Time to Transition Municipal Employment Surveys into an Annual GGH-Wide Employment Survey, Centre for Urban Research and Land Development, September 16, 2019. 66 CBC. 5 green infrastructure project engineers recommend to boost COVID-19 economic recovery. June 2020 67 Task Force for a Resilient Recovery 68 Haley, Brendan, Energy efficiency’s role in Canada’s economic recovery, Efficiency Canada, March 28, 2020. 69 The Atmospheric Fund (TAF), Carbon Emissions Inventory for the GTHA. 70 Haley, Brendan, Energy efficiency’s role in Canada’s economic recovery, Efficiency Canada, March 28, 2020. 71 The Atmospheric Fund (TAF), Carbon Emissions Inventory for the GTHA. 72 Reuters. UK’s Sunak to spend 3 billion pounds on green projects in economy plan. July 3, 2020 73 CUTRIC. Best Practices and Key Considerations for Transit Electrification and Charging Infrastructure Deployment to Deliver Predictable, Reliable, and Cost-Effective Fleet Systems. June 2020. 74 The Atmospheric Fund (TAF), Carbon Emissions Inventory for the GTHA. 75 Canadian Global Cities Council, Planning for an Urban Future, February 2018. Founded in 2015, the Canadian Global Cities Council (CGCC) is a coalition of Presidents and CEOs of the nine largest urban regional Chambers of Commerce and Boards of Trade in Canada: Brampton, Calgary, Edmonton, Halifax, Montréal, Ottawa, Toronto, Vancouver and Winnipeg. Representing more than half of Canada’s GDP and population, CGCC collaborates on international and domestic issues impacting our regions’ competitiveness. For more information, visit globalcitiescouncil.ca. 76 Ontario 360. In It Together: Clarifying Provincial-Municipal Responsibilities in Ontario, January 2020. 77 Toronto Star, COVID-19 crisis creates chance to re-examine provincial funding of cities, April 2020. 78 TV Ontario, Who will save Ontario’s municipalities?, May 2020. 79 Feedback from Steering Committee of Track 4: Cities and Corridor Blueprint 80 Report on Provincial Downloading – Local Services Realignment, December, 1999 81 Eidelman, G., Hanchard T, and Slack E, In It Together, Clarifying Provincial Municipal Responsibilities in Ontario, Institute on Municipal Finance & Governance (IMFG) June 2020 82 Feedback from Steering Committee of Track 4: Cities and Corridor Blueprint 83 OECD (2015), In it Together: Why Less Inequality Benefits All, OECD Publishing, Paris. 84 Feedback from Steering Committee of Track 4: Cities and Corridor Blueprint 85 RBC Economics, Pandemic Threatens Decades of Women’s Labour Force Gains, RBC, July 16, 2020. 86 Ibid 87 Petersson, Bengt; Mariscal, Rodrigo; Ishi, Kotaro (2017), Women are Key for Future Growth: Evidence from Canada, IMF Working Paper. 88 Macdonald, David; Friendly, Martha, Time Out, Child Care Fees in Canada 2017, Canadian Centre for Policy Alternatives, December 2017. 89 President’s Council of Economic Advisers, The Economics of Early Childhood Investments, January 2015. 90 RBC Economics, Pandemic Threatens Decades of Women’s Labour Force Gains, RBC, July 16, 2020. Endnotes 60 | Shaping Our Future A Playbood for Rebooting and Reimagining the Regional Economy in Ontario’s Innovation Corridor | 61 - 68 - Toronto Global actively seeks global companies interested in expanding to the Toronto Region and connects investors with the right opportunities that will facilitate the successful growth of their business. As an arms-length organization representing municipalities across the region, funded by all three levels of government, Toronto Global works with our partners in government, business and post secondary institutions to provide a comprehensive, customized service that allows for a smooth transition for international companies wishing to do business in the Toronto Region. The Toronto Region Board of Trade is one of the largest and most influential chambers of commerce in North America and is a catalyst for the region’s economic growth agenda. Backed by more than 13,500 members, we pursue policy change to drive the growth and competitiveness of the Toronto region, and facilitate market opportunities with programs, partnerships and connections to help our members succeed – domestically and internationally. To learn about the Board’s economic recovery efforts and response to COVID-19, visit supportbusiness.bot.com. For more on making Toronto one of the most competitive and sought-after business regions in the world, visit bot.com and follow us at @TorontoRBOT. The Economic Blueprint Institute (EBI) is a strategic initiative of the of the Toronto Region Board of Trade with the goal of developing an economic blueprint for the Innovation Corridor. To expedite the region’s economic recovery, EBI is taking a research and data- driven approach to understanding COVID-19 recession impacts and developing a regional strategy that identifies economically enabling priorities. - 69 - Town of Whitby 575 Rossland Road East Whitby, ON L1N 2M8 905.430.4300 whitby.ca Page 1 of 2 October 27, 2020 Sent via email Honourable Doug Ford Premier of Ontario premier@ontario.ca Re: Region of Durham’s Potential Return to Modified Stage 2 COVID-19 Restrictions Please be advised that at a Special Council meeting held on October 26, 2020, the Council of the Town of Whitby adopted the following as Resolution # 209-20: Whereas the restaurant, hospitality, fitness and other personal service sectors in Whitby have been particularly impacted by lockdown measures intended to slow the transmission of COVID-19; And whereas many business owners in these sectors have made substantial investments in a time of declining revenues to modify their spaces and acquire personal protective equipment to ensure a safe environment for their employees and customers; And whereas most business owners in this sectors in Whitby have followed public health guidelines through the pandemic and have seen no evidence that they are a source of community transmission; And whereas a further lockdown will them cause significant economic harm; Now therefore be it resolved: 1.That the Province be requested to adopt a targeted approach, backed by conclusive local data, on the restaurant, hospitality, fitness and other personal service sectors in Whitby prior to requiring additional restrictions; 2.That in support of the Town’s Economic Recovery Plan, that Staff continue ongoing collaboration with all stakeholders to ensure support for businesses and the health and safety of the community; and, Corr. 52-20 - 70 - Page 2 of 2 3. That the Clerk be directed to circulate a copy of this resolution to the Premier, Minister of Health, Minister of Finance, M.P. Ryan Turnbull, Durham Region M.P.P.s, Durham Region Chief Medical Officer of Health, and Durham Region municipalities. Should you require further information, please do not hesitate to contact the Sarah Klein, Director of Strategic Initiatives, at 905.430.4338. Kevin Narraway Manager, Legislative Services/Deputy Clerk Copy: M. Gaskell, Chief Administrative Officer S. Klein, Director of Strategic Initiatives Honourable Christine Elliott, Minister of Health and Long Term Care - christine.elliott@pc.ola.org Honourable Rod Phillips, Minister of Finance - rod.phillips@pc.ola.org MP Ryan Turnbull - Ryan.Turnbull@parl.gc.ca Lorne Coe, M.P.P., Whitby - lorne.coe@pc.ola.org Lindsey Park, M.P.P., Durham - lindsey.park@pc.ola.org Jennifer K. French, M.P.P., Oshawa - JFrench-QP@ndp.on.ca Honourable Peter Bethlenfalvy, M.P.P. - Pickering-Uxbridge - peter.bethlenfalvy@pc.ola.org Honourable Laurie Scott, M.P.P., Haliburton-Kawartha Lakes-Brock - laurie.scottco@pc.ola.org Dr. Robert Kyle, Commissioner and Chief Medical Officer, Durham Region - health@durham.ca N. Cooper, Clerk, Town of Ajax - clerks@ajax.ca B. Jamieson, Clerk, Township of Brock - bjamieson@townshipofbrock.ca A. Greentree, Clerk, Municipality of Clarington - clerks@clarington.net M. Medeiros, Clerk, City of Oshawa - clerks@oshawa.ca S. Cassel, Clerk, City of Pickering - clerks@pickering.ca J. Newman, Clerk, Township of Scugog - jnewman@scugog.ca D. Leroux, Clerk, Township of Uxbridge -.on.ca dleroux@town.uxbridge.on.ca - 71 - 11/2/2020 Ontario Municipal Partnership Fund — Heads of Council Letter https://www.fin.gov.on.ca/en/budget/ompf/2021/mletter.html 1/3 Ontario Municipal Partnership Fund — Heads of CouncilLetter Ministry of Finance Office of the Minister 7th Floor, Frost Building South 7 Queen’s Park Cr Toronto ON M7A 1Y7 Telephone: 416-325-0400 Ministère des Finances Bureau du ministre 7e étage, Édifice Frost Sud 7 Queen’s Park Crescent Toronto ON M7A 1Y7 Téléphone : 416-325-0400 October 29, 2020 Dear Head of Council: I am writing to announce the release of the 2021 Ontario Municipal Partnership Fund (OMPF) allocations. Last fall, we committed to providing OMPF allocations well in advance of the municipal budget year. Today, we are delivering on that commitment by ensuring municipalities have the information they need to plan their budgets. Our government recognizes the importance of the OMPF for many of Ontario’s communities. We also know that stability is a priority for municipalities, particularly in these uncertain times. That is why the Premier committed to maintain the overall structure and $500 million program envelope for the 2021 OMPF, as announced at the Association of Municipalities of Ontario (AMO) conference this past August. Corr. 53-20 - 72 - 11/2/2020 Ontario Municipal Partnership Fund — Heads of Council Letter https://www.fin.gov.on.ca/en/budget/ompf/2021/mletter.html 2/3 In addition to ensuring stability, I am pleased to advise that maintaining the program envelope will allow for a further $5 million in support to be targeted to northern and rural municipalities. The Rural Communities Grant will be increased to $152 million to further support rural municipalities with the highest levels of farmland. The Northern and Rural Fiscal Circumstances Grant will be increased to $92 million to further support northern and rural municipalities with the most challenging fiscal circumstances. The 2021 OMPF will also continue to be responsive to changing municipal circumstances through annual data updates and related adjustments. As in prior years, Transitional Assistance will ensure that the 2021 funding guarantee for municipalities in northern Ontario will be at least 90 per cent of their 2020 OMPF allocation and for municipalities in southern Ontario will be at least 85 per cent of their 2020 OMPF allocation. Northern and rural municipalities with the most challenging fiscal circumstances will continue to have their guarantee enhanced up to 100 per cent of the prior year’s allocation. The Ministry of Finance’s Provincial-Local Finance Division will be providing your municipal Treasurers and Clerk-Treasurers with further details on the 2021 OMPF. This information and other supporting materials will be posted online at https://www.fin.gov.on.ca/en/budget/ompf/2021. As you know, our government has been reviewing the OMPF in consultation with municipalities, to ensure the program meets the needs of local communities, especially small, northern and rural municipalities. Given the unprecedented circumstances surrounding the COVID-19 pandemic, we will be taking more time for the review. Discussions with municipal partners are expected to resume later this year. I also wanted to take this opportunity to acknowledge the extraordinary challenges municipalities are facing as a result of the COVID-19 pandemic. The Ontario government, in partnership with the federal government, is providing up to $4 billion in one-time assistance to Ontario’s 444 municipalities and 110 public transit systems as part of the Safe Restart Agreement. This includes up to $2 billion to assist municipalities with operating pressures and up to $2 billion for COVID-19 related financial impacts to municipal transit agencies. This historic funding commitment will help local governments protect the health and well-being of the people of Ontario, while continuing to deliver critical public services such as public transit and shelters. Together, Ontario will continue down the path of renewal, growth and economic recovery. We respect our municipal partners and remain committed to listening and working together to improve the quality of life for people across Ontario. By continuing to work closely with municipalities, our government is charting a path to a strong recovery and getting Ontario back on track. Sincerely, Original signed by - 73 - 11/2/2020 Ontario Municipal Partnership Fund — Heads of Council Letter https://www.fin.gov.on.ca/en/budget/ompf/2021/mletter.html 3/3 The Honourable Rod Phillips Minister of Finance cc: The Honourable Steve Clark, Minister of Municipal Affairs and Housing - 74 - If you require this information in an accessible format, please contact 1-800-372-1102 extension 2097. October 29, 2020 The Honourable Seamus O’Regan Minister of Natural Resources House of Commons Ottawa, ON K1A 0A6 Dear Minister O’Regan: RE: Natural Resources Canada Small Nuclear Reactor Action Plan 2020 (2020-EDT-9), Our File: D02 Council of the Region of Durham, at its meeting held on October 28, 2020, adopted the following recommendations of the Planning & Economic Development Committee: “That Regional Council endorse the following draft resolution contained in Attachment #1 to Report #2020-EDT-9 of the Commissioner of Planning and Economic Development to advise Natural Resources Canada (NRCan) that Durham Region will become an active participant in the development of NRCan’s Small Nuclear Reactor Action Plan 2020: Whereas the federal government is positioning Canada to be an early global leader in the development and implementation of small modular reactors (SMRs) with the publication in November 2018 of “A Call to Action: A Canadian Roadmap for Small Modular Reactors”; Whereas the federal government, Ontario, Alberta, Saskatchewan, and New Brunswick and a host of partners in the nuclear sector are taking a ‘Team Canada’ approach to developing an action plan for publication in November 2020 to seize the SMR opportunity; Whereas nuclear energy is critical to Canada’s ability to meet its international commitments to reduce greenhouse gas emissions and shift to a low carbon economy and SMRs could support electricity needs where fossil fuels are being phased out, and offer the opportunity for remote and northern off-grid communities and resource extraction sites to move from diesel generation to a mix of energy sources including nuclear; Whereas Canada has a robust legal and regulatory framework that is internationally recognized guiding and ensuring the safe, secure of operation of nuclear industry; The Regional Municipality of Durham Corporate Services Department Legislative Services 605 Rossland Rd. E. Level 1 PO Box 623 Whitby, ON L1N 6A3 Canada 905-668-7711 1-800-372-1102 Fax: 905-668-9963 durham.ca Don Beaton, BCom, M.P.A. Commissioner of Corporate Services Corr. 54-20 - 75 - Page 2 of 3 Whereas Ontario Power Generation (OPG) has announced that they will be locating their corporate headquarters in Durham Region, and lands at OPG’s Darlington Nuclear Generating Station (NGS) are the only site in Canada approved for new nuclear development; Whereas Ontario Tech University offers Canada’s only undergraduate Nuclear Engineering program as well as Nuclear Engineering graduate degrees, and has recently established the Centre for SMRs to conduct SMR research and to prepare the next generation of nuclear scientists and engineers for this emerging technology; Whereas certain types of SMRs (micro-modular reactors) are being explored for development by New Brunswick that may be able to use spent fuel from CANDU reactors as their primary fuel source; Whereas the development of SMRs aligns closely with Durham Region’s clean energy, engineering, and environment (EN3) economic development strategy, and the adoption of this technology first in Durham Region positions the region well for the development of the SMR value chain, expertise, and accompanying high-skill job creation locally; and Whereas becoming the centre of excellence nationally for SMRs positions the region well for exporting SMR expertise, components and engineering in the future, both domestically and internationally, offering a unique opportunity to contribute to Durham’s, Ontario’s, and Canada’s economic recovery from the impacts of COVID-19; Now therefore, be it resolved that Durham Region become an active participant and supporter in the development by Natural Resources Canada (NRCan) of the SMR Action Plan 2020 by providing a vision statement to the website and conveying our interest in being part of the SMR future in Canada; That Regional Council endorse the NRCan SMR statement of principles; That the Region commit to appropriate action items in contribution to the broader Canada SMR Action Plan; and That a copy of this motion be forwarded to the Minister of Natural Resources Canada; the Director, Nuclear Energy Division at Natural Resources Canada; Ontario’s Minister of Energy, Northern Development and Mines; Durham MPs and MPPs; members of the Canadian Association of Nuclear Host Communities; and Ontario Power Generation.” - 76 - Page 3 of 3 Ralph Walton Ralph Walton Regional Clerk RW /tf c: Diane Cameron, Director, Nuclear Energy, Natural Resources Canada The Honourable Greg Rickford, Minister of Energy, Northern Development and Mines Jennifer O’Connell, MP (Pickering/Uxbridge) Mark Holland, MP (Ajax) Ryan Turnbull, MP (Whitby) Dr. Colin Carrie, MP (Oshawa) Erin O’Toole, MP (Durham) Jamie Schmale, MP (Haliburton/Kawartha Lakes/Brock) Philip Lawrence, MP (Northumberland-Peterborough South) Peter Bethlenfalvy, MPP (Pickering/Uxbridge) Rod Phillips, MPP (Ajax) Lorne Coe, MPP (Whitby) Jennifer French, MPP (Oshawa) Lindsey Park, MPP (Durham) Laurie Scott, MPP (Haliburton/Kawartha Lakes/Brock) David Piccini, MPP (Northumberland-Peterborough South) Ken Hartwick, President and Chief Executive Officer, Ontario Power Generation Members of the Canadian Association of Nuclear Host Communities B. Bridgeman, Commissioner of Planning and Economic Development - 77 - ffl:FOA MUNICIPAL FINANCE OFFICERS' ASSOCIATION OF ONTARIO PROVINCIAL BUDGET 2020: ONTARIO'S ACTION PLAN: PROTECT, SUPPORT, RECOVER Date: November 5, 2020 1.BUDGET SUMMARY AND RELATED DOCUMENTS Click here for the 2020 Provincial Budget, Highlights, and News Release. 2.PROVINCIAL SUMMARY 2020 PRIORITIES Ontario's Action Plan: Protect, Support, Recover provides $15B in new supports, building on the $30B in total supports to date from the first phases of Ontario's response to COVID-19, for' a total of $45B in total supports over a three-year period. The budget is built on three pillars: •Protect-Urgent COVID-19 Response •Support - Support for People and Jobs •Recover -Creating Conditions for Growth 3, MUNICIPAL HIGHLIGHTS RESPONSE TO COVID-19 -PREVIOUS INVESTMENTS •As announced, $48 for municipalities and transit systems to provide one-time assistance, in partnership with the federal government, through the Safe Restart Agreement (p. 85) •As announced, $51 OM through the Social Services Relief Fund to help municipal service managers and Indigenous housing partners protect homeless shelter staff and residents, expand rent support programming and create longer-term housing solutions (p. 85). •·Through the Municipal Modernization Program and the Audit and Accountability Fund, the government is providing up to $350M by 2022/23 to help municipalities lower costs and improve services for local residents over the long term (p. 86). PROPERTY TAX AND ASSESSMENT SYSTEM •Business Education Tax (BET) rates are set at 0.88% for 2021 - a 30% reduction from the current top BET rate of 1.25%. The BET will be reduced by $450M in 2021 (pp. 101, 227- 231 ). o The Province will adjust payments to school boards to offset the reduction in education property taxes (p. 101) 2169 Queen Street East, 2nd Floor, Toronto, Ontario M4L lJl T: 416-362-9001 F: 416-362-9226 www.mfoa.on.ca www.oneinvestmentprogram.ca - 78 - Corr. 55-20 •Beginning in 2021, municipalities will be able to adopt a new optional property subclass for small business properties. "Small Business" would be defined locally by the municipality. The small business property subclass will allow municipalities to target tax relief by reducing property taxes to eligible small business properties (p. 103, 232). o The Province will also consider matching these municipal property tax reductions to support small businesses (p. 232) •Amendments to the Assessment Act are being introduced for the potential creation of optional new assessment tools to address concerns regarding redevelopment and speculative sales (p. 233). •Proposed amendment to the Assessment Act that would provide regulatory flexibility for the Minister of Finance to make adjustments to the current rules regarding the phase-in of property assessment increases. This would allow the Minister to change the phase-in parameters for subsequent reassessments, which may be necessary as a result of the postponement of the 2021 reassessment (p. 236). •As announced in the March 2020 Economic and Fiscal Update, the government postponed the property tax reassessment that was scheduled to be conducted during 2020 for the 2021 taxation year (p. 86). •As announced in the 2019 Ontario Economic Outlook and Fiscal Review, the government is conducting a review to explore opportunities to: enhance the accuracy and stability of property assessments; support a competitive business environment; and, strengthen the governance and accountability of MPAC (p. 232). Based on consultations the following changes are proposed: o The Province is working with stakeholders to enhance the accuracy and transparency of MPAC assessment methodologies, particularly large industrial properties (p. 233) o The Province is working with stakeholders to explore opportunities to improve MPAC's information disclosure and engagement process (p. 233) •Proposed amendments to the Municipal Act, 2001 and the City of Toronto Act, 2006 to streamline processes related to implementing certain municipal property tax options, based on input received during the property assessment and taxation review process (p. 236). •Proposed amendments to the Assessment Act to apply the existing property tax exemption for Ontario branches of the Royal Canadian Legion, for 2019 and subsequent tax years, to Ontario units of the Army, Navy and Air Force Veterans in Canada (p. 236). •As part of the Province's response to the COVID-19 pandemic, the Province deferred the June and September quarterly property tax payments that municipalities make to school boards by 90 days (p. 86). INFRASTRUCTURE •The Province has allocated $2.68 in 2020/21 for the rehabilitation and expansion of highways and bridges across the province (p. 133). 2 Provincial Budget 2020: Municipal Implications (MFOA) - 79 - •$466M in capital grants over three years starting.in 2020/21 for universities and colleges (p. 135). •As announced, as part of the Ontario's Up to Speed Plan, an additional $680M investment over four years to expand broadband and cellular access across Ontario. Combined with its prior commitments, this new funding increases Ontario's investment in broadband to nearly $18 over six years beginning 2019/20 (p. 128). •$15M over two-years in one-time funding to support municipalities to improve the management of Lake Ontario wastewater and stormwater discharges (p. 126). •$1 OM to provide support for wastewater monitoring and public reporting (p. 126). •$12M over two years in one-time funding to establish a pilot for detecting COVID-19 in raw wastewater (p. 126). OMPF •As announced, the $500M envelope and structure of the OMPF are maintained for 2021 (p. 87). 2021 OMPF allocations were announced in October 2020. •Due to the COVID-19 pandemic, the Province will be taking more time to review the OMPF (as announced in 2018) (p. 87). TOURISM •$1 00M over two years to develop a Community Building Fund to support community tourism, cultural and sport organizations that are experiencing significant financial pressures due to the pandemic (p. 72). o This includes funding for municipalities to make investments in infrastructure rehabilitation and renovations to meet public health protocols and local community needs •As announced, a $9M investment through the Reconnect Festival and Event Program to support municipalities and event organizers during COVID-19 (p. 72). The program is meant to safely reconnect the people of Ontario with their communities through online, drive-through and other innovative experiences. •$150M to develop an initiative to encourage Ontario residents to travel within the province in 2021. The initiative would support up to 20% of eligible Ontario tourism expenses and the Province is currently consulting with stakeholders to develop this strategy (p. 114 ). FINANCIAL SERVICES SECTOR •As announced, the Province has approved an increase to the Financial Services Regulatory Authority of Ontario's (FSRA) line-of-credit with the Province, which allows the regulator to provide emergency liquidity support to credit unions (p. 115). •The Province is introducing legislative changes to modernize the Credit Unions and Caisses Popu/aires Act, 1994 (p. 116). Proposed changes include: o Allowing credit unions to sell insurance within branches and online o Provide opportunities for insurance intermediaries and credit unions to seek mutually beneficial business relationships that could reduce costs o Better enable the FSRA to operate as a principles-based regulator (p. 116) 3 Provincial Budget 2020: Municipal Implications (MFOA) - 80 - OTHER •Proposed amendments to the Conservation Authorities Act to further focus conservation authorities on their core mandate and improve overall governance, oversight and accountability of conservation authorities, reflecting a commitment made in the Made-in Ontario Environment Plan (p. 238). •The Province will continue to advance resource revenue sharing opportunities from aggregates development, as well as forestry and mining, with more Indigenous partners and Northern municipalities (p. 83). •Housekeeping amendments to the Provincial Offences Act to enable staggered proclamation of amendments that were passed in 2017 (p. 237). •$2M over two years to create an Inclusive Community Grants Program, which will fund the development of community supports that promote healthy and active aging (p. 70). •The creation of 30,000 new child care spaces over the next five years (p. 112). 4.OTHER INITIATIVES HEALTHCARE •$7 .58 in new funding to (p. 31 ): o Increase average daily direct care from a nurse or personal support worker per long term care resident to four hours a day over a four-year period o $48 in 2021 /22 and $28 in 2022/23 to provide dedicated support to protect people's health and to support the fight against the COVID-19 pandemic o Open the new Cortellucci Vaughan Hospital site •As announced in the $2.88 COVID-19 Fall Preparedness Plan, o $1 .48 to expand COVID-19 testing and ramp up case and contact management. (p. 37) o $351 M for additional hospital beds (p. 41) •As announced, $1.758 commitment to increase long-term care capacity and access for residents by building 30,000 long-term care beds. Changes also made to the Construction Funding Subsidy along with the introduction of a new upfront capital investment (p. 47). •As announced, a Community Paramedicine for Long-Term Care program is being piloted in Renfrew County, York Region, the City of Ottawa, Cochrane District and Brant County while provincewide implementation continues to be explored (p. 49). •An additional $572M to support hospital costs incurred during the pandemic, in addition to the initial investment of $3.38. The total expenditure is $2.58 higher than in 2019/20 (p. 35). •$10.9M additional funding to retirement homes to ensure they have access to PPE and critical supplies to protect residents and staff in addition to the $20M already provided to the sector (p. 39). •As announced, $783M for long-term care homes including $405M to contain and prevent COVID-19 (p. 43). 4 Provincial Budget 2020: Municipal Implications (MFOA) - 81 - •As announced, a temporary wage increase is being provided to PSWs effective October 1, 2020 at a cost of $461 M (p. 46). •As announced, $3.88 over 10 years to support the province's Mental Health and Addictions Roadmap to Wellness (p. 50). •$188 in capital grants over 10 years to build new and expanded hospital infrastructure and address urgent upgrades, including repairs and maintenance to help modernize hospitals across the province (p. 53). •A new organization overseeing a Provincial Emergency Volunteer Unit is under development and will launch in the spring budget (p. 56). •COVID-19 spending to date has also included (p. 29): o $1.1B for PPE o $1 00M for public health units o $1 ?0M for community capacity, home care and Telehealth Ontario ELECTRICITY •The Province has introduced the Comprehensive Electricity Plan. Beginning January 1, 2021, approximately 85% of wind, solar, and bioenergy contracts will be funded by the Province as opposed to ratepayers. The government has estimated that this change will result in medium-size and larger industrial and commercial employers saving 14-16% on electricity bills (p. 94 ). TAXATION •The Province is proposing to make the increase in the Employer Health Tax (EHT) exemption from $490,000 to $1 M permanent starting in 2021 (p. 104 ). •The Province is proposing to temporarily extend some tax credit deadlines for cultural industries such as film and television production (p. 223). •The Province is proposing amendments to requirements for the cultural media tax credits (p. 223). •The Province is proposing a new Seniors' Home Safety Tax Credit for the 2021 taxation year for seniors and intergenerational families who have seniors living with them (p. 68). ENVIRONMENT •The Province is looking to expand the quantity and quality of the Greenbelt (p. 125). •$6M to electrify more campsites, and revitalize and expand the number of roofed accommodations (p. 124 ). S Provincial Budget 2020: Municipal Implications (MFOA) - 82 - OTHER •Freezing of beer tax and mark up rates until March 1, 2022 (p. 82). •A retroactive cancellation of the wine basic tax rates le gislated to occur on June 1, 2020 (p. 82). •The Province is creating Invest Ontario, a new investment attraction agency that will promote Ontario as a key investment destination (p. 120). •$500M over four years to make government services more reliable, convenient and accessible through the Ontario Onwards Acceleration Fund (p. 91 ). •Introduction of legislation to give the Alcohol and Gaming Commission of Ontario authority to conduct and manage internet gaming (p. 144). •An additional $3.1 M in 2021/22 for Seniors Active Living Centres (p. 70). •The Province is currently reviewing the Pension Benefits Guarantee Fund (PBGF) under the Pension Benefits Act. The PBGF is applicable to Ontario employees participating in an eligible defined benefit plan in cases of employer insolvency. The outcome of this review will be revealed in the 2021 Ontario Budget (p. 118). •The Province is establishing Supply Ontario, a centralized supply chain agency to stabilize access to critical supplies and equipment such as PPE (p. 143). •The Province has proposed amendments to the Financial Administration Act, which if passed, would allow for certain pension plans to be mana ged in a manner more affordable for the government (p. 146). 5.PROVINCIAL ECONOMY REVENUE •The Province forecast $151.1 B in revenue in 2020/21, $0.5B more than the revenue forecasted in the 2020-21 First Quarter Finances report (pp. 169-170). •Significant revenue changes since the 2020/21 First Quarter Finances include (pp.170- 171 ): o Education Property Tax is lower by $21 OM o Land Transfer Tax revenue is higher by $420M due to stronger housing resales o Government of Canada Transfers have increased by $771 M EXPENSES •The 2020/21 total expense outlook is $187B, $391 M higher than the 2020/21 First Quarter Finances forecast (pp. 171-172). •Since the release of the 2020/21 First Quarter Finances, key changes to program expense projections include (p. 174): o $367M for wage enhancements for personal support workers (PSWs) and direct support workers in home and community care, long-term care, public hospitals and the social service sector 6 Provincial Budget 2020: Municipal Implications (MFOA) - 83 - o $300M to provide relief for businesses subject to new, targeted public health measures by helping to offset fixed costs. This includes assistance with costs associated with property taxes and energy bills RESERVES AND CONTINGENCY FUNDS •The Province's reserves will remain at $2.58 in 2020/21 (p. 176). •The net position of the dedicated COVID-19 Health Contingency Fund is projected to be $0.68 and the Support for People and Jobs Fund is currently projected at $2.18 in 2020/21 (p. 176). INFLATION (P.149) •Inflation is expected to reach 1.7% in 2021. % 2017 2018 2019 2020 CPI inflation 1.7 2.4 1.9 0.5 INTEREST RATES (P. 156) 2021 1.7 2022 2023 2.0 1.9 •The province has extended the terms of its debt to reduce refinancing risks on maturing debt. This also protects the Interest on Debt (IOD) forecast in the long term against potential increases in historically low interest rates (p. 157). •Long term interest rates are expected to remain low, rising modestly from 0.7% in 2020 to 1.7% in 2023 (p.157). % 2018 2019 3 Mo. Treasury Bill 1.4 1.7 rate 10 Yr. Canada Bond 2.3 1.6 rate GDP (P. 149) 2020 2021 0.4 0.2 0.7 0.7 2022 2023 2024 0.2 0.4 2.8 1.3 1.7 3.7 •Ontario's real GDP is expected to decline by 6.5% in 2020 and rise 4.9% in 2021, then gradually slow to growth of 3.5% in 2022. •All G7 countries posted significant declines in real GDP in the second quarter of 2020. Canada's real GDP declined by 11.5% while in the United States, real GDP declined by9%. % 2017 2018 2019 2020 Real GDP 2.8 2.2 1.7 6.5 Nominal GDP 4.1 3.4 3.9 (5.0) 7 Provincial Budget 2020: Municipal Implications (MFOA) 2021 2022 2023 4.9 3.5 2.0 6.6 5.7 4.2 - 84 - EMPLOYMENT (P.149) •Bet ween February and May, Ontario employment declined by nearly 1.2M jobs and the unemployment rate increased to a record high of 13.6% (p. 151 ). •The impact of COVID-19 has been uneven across businesses and the workforce. Certain sectors, such as accommodation and food services, have experienced relatively large employment losses. The decline in employment has been relatively large in the private sector and among small businesses (p.152). % Employment Growth 2017 1.8 2018 1.6 CANADIAN DOLLAR (P. 158) 2019 2.9 2020 2021 2022 2023 (5.4) 5.0 2.5 1.9 •The Canadian dollar decreased earlier this year, declining from 77 cents US to 69 cents US. It has since increased to around 75 cents US and is expected to rise modestly over the forecast period to 76 cents US by 2023. 6.PROVINCIAL FINANCES DEBT •In 2020/21, Ontario is forecasted to issue $52.3 B in long-term debt, $17.38 of which have yet to be issued. The Province will pay $12.58 in interest costs (pp. 207-210). •$6.758 of the provincial long-term debt will be issued through Green Bonds to support clean transportation, energy efficiency, and climate adaptation and resilience (p. 208). •Ontario net debt-to-GDP ratio will reach 47% in 2020/21 up from 39.7% in 2019/20. The ratio is expected to reach 49.6% in 2022/23 (p.167). DEFICIT (P. 167) •Province is projecting a deficit after reserve of $38.58 in 2020/21, a near three-fold increase from the 2019-20 actual of $8.78 (p. 167). •The deficit is expected to decrease to $33.1 Bin 2021 /22 and $28.1 B in 2022/23 (p. 167). 8 Provincial Budget 2020: Municipal Implications (MFOA) - 85 - Medium-Term Fiscal Plan and Outlook ($8 > (p. 167) Actual Current 2019/20 Outlook 2020/21 Revenue 156.1 Expenses Programs 152.3 Interest on Debt 12.5 Total Expense 164.8 Surplus/Deficit Before (8.7) Reserve Reserve 0.0 Surplus/(Deficit) (8.7) Net Debt (as% of GDP) 39.7 Accumulated Deficit (as 25.3 % of GDP) Prepared by: Shira Sabins Manager of Policy shira@mfoa.on.ca 416-9362-9001 X 227 Damaris Lara Policy Team Lead damaris@mfoa .on .ca 416-362-9001 X 234 Julie Turcsanyi Office Administrator julie@mfoa.on.ca 416-362-9001 X 224 151.1 174.6 12.5 187.0 (36.0) 2.5 (38.5) 47.0 31.2 Medium-Term Outlook % change 2021/22 2022/23 2020/21 2021/22 152.3 160.2 (3.2) (2.4) 170.2 172.4 14.6 11.8 13.2 13.9 0.0 5.6 183.4 186.3 13.5 11.3 (31.1) (26.2) 313.8 257.5 2.0 2.0 (33.1) (28.2) 342.5 280.5 48.5 49.6 18.4 22.2 33.0 34.1 23.3 30.4 Suzanna Dieleman Manager, Investment Services (A) suzanna@mfoa.on.ca 416-362-9001 X 232 Christine Duong Senior Policy Advisor christine@mfoa.on.ca 416"'.362-9001 X 230 9 Provincial Budget 2020: Municipal Implications (MFOA) 2022/23 2.6 13.2 11.2 13.0 201.1 224.1 24.9 34.8 - 86 - City of Pickering One The Esplanade Pickering, ON L 1V 61<7 HOUSE OF COMMONS CHAMBRE DES COMMUNES CANADA cJenn!fer ®'(701111ell Member of Parliament Pickering-Uxbridge Dear Mayor Ryan and Members of Pickering City Council, November 9, 2020 Canada is facing the most serious public health crisis in our history. COVID-19 has altered everything about our way of life. It has exposed and compounded existing inequalities and vulnerabilities and has hit communities like ours hard. More than anything, it has highlighted how much we rely on connections. Now, more than ever, everyone in Pickering needs reliable access to high-speed Internet as we a.re working, learning and keeping in touch with friends and family from home. Today, the Prime Minister announced the launch of the $1.758 Universal Broadband Fund (UBF), which will help connect 98% of Canadian households to high-speed internet by 2026. Even before the COVI D-19 crisis began, our Government recognized that fast, reliable and affordable high speed internet is a necessity, not a luxury, for all Canadians, including those living in rural and remote communities. We know that Canada's economic recovery depends on connectivity in every household across the country as families need it for work, education, access health services and remain connected with loved ones. That's why the newly launched UBF will comprise of the following streams to help all Canadians get connected: •$150M Rapid Response Stream: This supports smaller projects that are shovel ready and can be built within the next 12 months. Applications are being assessed through a rolling intake process, on a first come, first served basis and will not have to wait for the application intake to close before receiving approvals -this application is open now and the final deadline for this stream will be on January 15, 2021. •$750M Large, High-Impact Projects:This stream will fund transformative projects in size and scope which support a business case that can involve the Canada Infrastructure Bank. In conjunction with low-cost loans through the CIB, this stream will provide grants to further support the business case of a strong project. Application deadline for this stream is February 15, 2021 . •$SOM Mobile Projects: This stream targets mobile network projects that primarily benefit Indigenous communities, including the deployment of mobile coverage within an Indigenous community or on roads that lead to Indigenous communities. Application deadline for this stream is February 15, 2021. ®ttawCf <YtJnsll!uencp ®J!icc Room 530, Valour Building, Ottawa, Ontario Kl A 0A6 1154 Kingston Road, Unit 4, Pickering, Ontari6�V' <>fi4 Tel.: 613-995-8082 Fax.: 613-993-6587 Tel.: 905-839-2878 Fax.: 905-839-2423 Jennifer.OConnell@parl.gc.cahttp://joconnell.liberal.ca Corr. 56-20 - 87 - •Core Universal Broadband Fund: The remaining UBF projects will support any project, including backbone and last-mile, which connect Canadian househo lds to minimum speeds of 50/10mbps. •Committing $600 million to secure low-earth-orbit satellite capacity through Telesat, in order to provide high-speed internet to the most rural and remote parts of Canada. This investment will not only connect some of the most challenging locations but will also serve to provide new services to the Canadian market allowing for additional competition to help address issues of affordability for services. I want to also note that the Canada Infrastructure Bank's $2 billion broadband initiative will accelerate connectivity in underserved communities by focusing on the development and execution of large, high-impact projects. The additional funding under the UBF will fill in the gaps for small to medium sized projects. To ensure a diversity of applicants that reflect community needs, the Universal Broadband Fund is dedicating resources to help applicants that need support to build partnerships, understand available sources of funding and navigate the application process. This will ensure the Universal Broadband Fund can support the needs of all applicants, but especially smaller applicants such as municipalities or Indigenous groups. This dedicated support will also be available to assist municipalities that have specific gaps, but are without a service provider to help fill them. Further details and the application guide is available here: https://www.ic.gc.ca/eic/s ite/139.nsf/eng/h 00006.html Municipalities will play a crucial role in determining the priority planning process, but today's announcement means that our government to date has invested $6.2 billion for broadband connectivity. This investment is more than all previous governments combined, and has now provided enough funding to connect 98% of all Canadians within the next 6 years, four years earlier than originally promised. I look forward to working with y·ou on this important issue in our community. Please don't hesitate to reach out to me with any further questions or concerns. Yours Sincerely, Jennifer O'Connell Member of Parliament for Pickering-Uxbridge Page 2 of2 - 88 - CAO 45-20--Clf/of--Pl(KERJNG To: From: Copy: Mayor Ryan and Members of Council Stan Karwowski Director, Finance & Treasurer Interim Chief Administrative Officer Directors Chief Executive Officer, Library Manager, Budgets & Internal Audit Subject: Civic Centre Actual Project Costs-to-Date File: F-1000-001 Memo October 1, 2020 Last November, Council was provided with a financial update on the expenditures to date regarding the Civic Centre project. The costs-to-date included direct and indirect project support costs. With the approval of the Development Management Agreement, (August 10, Council meeting), staff believe that it is important to provide Council with a financial update on the costs incurred to-date. Financial Summary of Costs Incurred to Date As of September 30, 2020 Indirect Support Costs Direct Costs Total Costs-to-Date $436,797 4,399,239 $4,836,036 The indirect costs includes legal, land appraisal and 1PM cost study. The approval process for these costs has been mainly through Council reports as presented below. Table One Reports to Council Authorizing Payment of Invoices Report Name Report No. Date Approval Amount($) Payment of Invoices Related to FIN 18-19 October 21, 2019 533,888 Preliminary Design of the Civic Centre Project Payment of Outstanding Fees Related CAO 01-20 February 27, 2020 1,802,080 to Architect and Consultant Fees for the Pickering City Centre Project Pickering City Centre Project -LEG 03-20 June 29, 2020 675,503 Payment of Architects Alliance Invoices - 89 -Corr. 57-20 Pickering City Centre Project -LEG 06-20 August 10, 2020 953,783 Development Management Agreements The approval amount is net of HST. Not included in the above Table is the CAO report (CAO 05-19) that hired Sabourin Kimble & Associates (SKA) in a consulting capacity for the preliminary design work related to the relocation of services. A breakdown of costs by function is presented below. As stated above, the information below is based on all receipts received by September 30, 2020. Total Cost Summary by Function Building Architect Cost Review (1PM) Development Management Fees Geo Technical Consultant Land Appraisal Landscape Architect Legal Relocation of Services Theatre Consultants Total $2,765,708 40,828 868,891 45,838 19,805 102,968 376,163 596,844 18 990 $4,836,036 The above information is presented in alphabetical order. The above cost information is based on a net HST basis (1.76%). In other words, if an item had a cost of $100, adding the net HST would result in the reported cost as being shown as $101.76. Presented below is breakdown of cost by vendor. Total Cost Summary by Vendor October 1, 2020 Architects Alliance Cushman Wakefield D.Bottero & Associates Exp Services 1PM NAK Design SCS Consulting SKA Theatre Consultants Tory's TwoPointO Total Civic Centre Actual Project Costs-to-Date $2,765,708 266,971 19,805 45,838 40,828 35,626 2,748 661,440 18,990 376,163 601,920 $4,836,036 Page 2 of 3 - 90 - The above information is presented in alphabetical order. TwoPointO Development Management Agreement fee is higher due to the fact they are responsible for two buildings (Performing Arts Centre and new Central Library). The above information only relates to the payment of invoices related to third parties. Over the last two years, there has been a subst antial investment of staff time devoted to this project that has not been measured and or quantified at this current time. Attachment: Memo dated November 12, 2019 re Update on Civic Centre Project Costs October 1, 2020 Page 3 of 3 Civic Centre Actual Project Costs-to-Date - 91 - �CdtJPlC,KE-RlNG To: Mayor Ryan and ·Members of CouncilFrom: Stan KarwowskiDirector, Finance & TreasurerCopy: Chief Administrative OfficerDirectors(Acting) Chief Executive Officer, Lib_rary. Manager, Budgets & Internal Audit Subject: . Update on Civic C�ntre Project Costs File: F-10 00 -00 1 Attachment 1. Memo November 12, 2019 As Members of Council are aware, the City has commenced the proc�ss of revising its 2017Council approved DC study to reflect the Civic Centre project. The DC update Study includes the · Civic Centre cost data as of October 20 1 9 . A quick financial snapshot of the Civic Centre project is presented below. '1-�L;�.�l'T " ----"Civic Centre BLlildi:��osts "-i r���!::�!_21-Yg�irie��c;: II # ! 1 Expenditures .. .. . I ! . . . . . I r 1 ! !Total 8Liildfr1g-Cost $ · 1·29 ,336 ,7 46 ff $168,494,141 I T $3 9 ,157,395 2 I I Relocation of .Services . 7�72.5,175 I - . 7�305:891 1. r-· . ·�ft9,284'.. _; _ T !New: Staff Par kfng _ Lot (Est.) ... -----...... J . � �-_-600:000 JT ... 600�0 0041 iTotal Estimated E;xp. I I $ · 137 ,061,9 21 11 $176 ,400,032 . I $39 ,338, 1.11 .·.·c:-J l��:� ��e��!: ���:-r+;--�� 3�::; ::��� -:r; 17�:��:::;� r l�4D.���:!:��_· 7_J.! __ pc Fu����� . .JJ ___ 59 ,91���?1_J_86 ,678,131 LJ 26 ,767 ,610 . ___ a ___ !_/City Cost __ .. _____ .. ___ 1 .. +t .... 79,563,690 ____ $ __ 92,826 ,542 J_. $13 ,26 2,852 __.1 . _9 ---.-. __I ��r�=� ;a�:J� Rights 1_. _ 7,964 ,602 _, •_ 7,964 ,602 -f-................. _--·--.--�--�-- .. 10 J ru �?ed Cost J.$ 71_,599,088. 861 9 40 1. $13 ,262,852_ The Civic Centre bu ilding cost as shown in line 1 has increased by $39 .. f million or 30 .28%. Line 3 is a ·new cost for the Civic Centre project that reflects the need to construct an outdoor parking area•for staff be hind the Recreation Complex. Staff's South Esplanade parking· lot will be lost - 92 - through the planned construction of the two condominium towers. Line 7 reflects the additional DC funding that is being secured through the DC Update process and is increasing by 44.67%. It should be noted that the building cost has increased by 30.28% and the DC funding has increased by 44.67%. The higher increase in DC funding reflects the successful efforts of staff to be creative and innovative with application and use of DC dollars. The DC Update Study now includes DC dollars for the relocqtion of services and for actual partial funding of the 600 seat theatre. A breakdown of the building cost is presented below. ····-· .. -··-... ,�--�-�--~-·-... -._- . .. .,. -···· ,,·-'··--·-···•·•----···· --------< Civic Centre Building Costs -As of October 2019 I Line I ··;;-I Expenditures . r . . ..... . _May_ October Difference Perc.�nt.age c�_arm.� .. 1 11 Library $ 2 //Arts Centre 3 !!Additional Arts · I 30,372,529 41,267,774 -��!§41,623 . $ 4,169,094. 16,939,660 13.73% 41.oso/o I 4 !I Senior & Youth . f 5 · 1 i City Parking I 9�§\Q00 23,416,500 -----.. ,.,. ..... _ --2_9,87�,]�� 5,282,327 __ 12,442,577 .' §,516,7?7, I §�J.4%. J26.42%flsriclge Cfrik'..1 . IILandscaping . I ·1�i23:·sg3 1 · 1'.25% i 8 !!Total Building Cost I . 11 ·· . . . . . .. _ L._, 12f336)46 j . . .r .J Please find below, explanations for the building related cost increases: 111 Arts Centre -Cost increase is largely proportional to the growth in support space for the studio (kitchens, washrooms, support staff space, etc.). The size of the theatre has remained the same. The Arts Centre space has expanded from 36, 122 sf to 49,465 sf or an increase of 13,343 sf or 36.9%. •Library'-Increase in cost is due to the addition of the City Lounge Area and City Facilitiessupport space, as well as the increase in Library increased from $1.0 million to$1.65 million. •· Seniors and Youth Centre -A significant portion of the increase resulted from the costsassociated with the long spans for the double gym, along with a better understanding of theSeniors and Youth Centre needs. •Parking - Increase is due to costs associated with a better understanding of the costs for.shoring and formwork. There was also a minor increase of two additional parking spots. The Civic Centre project continues to move forward through the detailed design phase. The completion of the detailed design phase should translate· into final cost estimates for the project In other words, the project's cost may further rise above the $168.5 million. Direction has been November 12, 2019 Page 2 of 5 Update on Civic Centre Project Costs - 93 - given to the architect and Cushman Wakefield to focus on cost control and to consider alternative design strategies while maintaining the same size of the buildings as a cost control measure. If the cost increases for the Arts Centre and Senior & Youth Centre, a percentage of the increase will be recovered through DC funding. Increasing costs for the library will be 100% covered by the taxpayer due to the fact the library has hit its historical level of funding cap under development charges. Strategies for Reducing City Cost . ! r y I I ! October 71,599,088 l i $ 841f3f31 1§l4Q . - . - ·-I f 6.16% Line 10 from above correlates with the cost information from the first page. If the City is able to market the naming rights for the two remaining buildings, the City's net cost is reduced by $8 .8 5 million to $76.01 million. (Unfortunately, HST has to be applied to the naming rights revenue.) The financial model for the Civic Centre project assumes that the naming rights revenue is all received upfront before construction starts. If the naming rights revenue is received over several· years, the City would use the naming rights revenue to help pay for the annual debt charge payments. Under this scenario, the City would have to borrow more funds. The CAO's office is working diligently to secure the naming rights revenue for these two buildings. Line 14 does not reflect the following two options: furidraising and senior government grants. At this current time, it is challenging to determine what can be accurately raised through donations and/or a fundraising campaign. However, it should be possible to raise at least $2.0 million from various activities. At this current time, staff are applying for the "Investing in Canada Infrastructure Program" grant. The grant application is a two-step process. The first step is to apply to the Province and if successful, the Province then provides a list of recommended or "nominated" projects to the Federal Government. Staff have been instructed to contact our local provincial and federal representatives to make them aware of the City "Ask" ·and of course to obtain their support. November 12, 20 19 Page 3 of 5 Update on Civic Centre Project Costs - 94 - Municipal Debt Limits As stated in report (FIN 15-19 -page seven), the City has a debt limit (Annual Repayment Limit) as reported by Ministry of Municipal Affairs (MMA). The ARL can be simply defined as the maximum amount that a municipality can pay in principal and interest payments in the year for long-term debt (and in annual payments for other financial commitments) without first obtaining approval from the Ontario Municipal Board. From a simple perspective, the ARL could be viewed as the annual debt limit on an individual's credit card. The goal is not to maximize the borrowing amount, but instead to use the ARL as a guideline to manage the City's financial affairs. MMA determines each year, the municipality's limit using a formula in the regulation based on the financial information supplied to the ministry through its Financial Information Return (FIR). For municipalities, the ARL is set at 25% of their annual "own-source" revenues (a ministry determined amount which includes property taxes, user fees and investment income) less their annual long-term debt servicing costs and annual payments for other long-term financial obligations. The long term debt servicing cost includes all City issued debt plus other debt such as DC debt and third party debt (soccer dome.) It is rare for municipalities to exceed the 25% debt limit. The FIR document as prepared by Finance staff and approved by Council includes a schedule that represents the ARL Attachment 1, Schedule 81 of the FIR is based on the City's 2018 year end and represents the ARL document. The last line of the document (line 9930) means that ·Pickering has unused debt capacity in the amount of $19.6 million. To put another way, the City can borrow additional funds until the debt charges (principal and interest) associated with the additional borrowing is less than or equal to $19.6 million. The Civic Centre debt picture consists of two components: DC funded and taxpayer funded (casino funded). The City is the guarantor of the DC funded debt. In other words, if there was a recession or economic slowdown that impacted new home sales that in-turn reduced the amount of DC fees collected, the City/taxpayer would have to address the shortfall in DC funding. The worst case borrowing scenario is presented below. Worst Case -October Cost Data Taxpayer Funded (Pg. 1 -Line 10) DC Funds ($86,678,131 minus $1 0.0m) Total 25 years -3.5% Civic Centre Debt $84,861,940 76,678,131 lifil.MQ, 071 . $9,800,000 The City currently has approximately $10.0 million in DC funding for this project and theref ore, the DC funding borrowing amount is reduced by this amount. The above scenario, assumes zero DC fees collected and that 100% of the DC funding is borne by the Pickering taxpayer. Based on the City's 2018 FIR Schedule 81 (Line 9930), and after deducting the $9.8 million in additional Civic Centre debt charges, the City can still borrow additional funds for other projects. Preliminary casino revenue modelling indicates that the City would be able to cover the DC debt charges shortfall under the worst case scenario. The issue to the City is that we are bending the November 12, 2019 Page 4 of 5 Update on Civic Centre Project Costs - 95 - traditionally financial rule of "Don't Count your Chickens before they are Hatched". From a risk control perspective, if would have been better to have one year of casino revenue experience before undertaking such a large project. Over 25 years, the City would have paid $43.86 million in interest charges on its share of the debt ($84.8 million). Obviously, there is an incentive to control costs that in-turn would reduce total interest costs. Civic Centre Costs To-Date The 2019 capital budget included seed funding for the Civic Centre project and these funds were to be used to address the various c·ost issues associated with bringing such a large project to the "launch phase". The funding source for these-two items is the Rate Stabilization Reserve. I Civic Centre Consulting Fees (Spent To-Date) 1···-- - . . .. -- - - - -... -- --1 - !Budget i --�------ -----,-- iJ:_2(p�nses TO-Date 11PM Report : Arts Centre Consultant . ilegal Fees ·!valuat ion Servicesl--· ! Funds Available Relocation of Services __ SKA Engineerin_g F'reliminary Design Architects Alliance Theatre Consultant --Funds Available I I I $ f --------------------------- I _, The term "Spent To-Date" means actual bills that have been paid based_ on a net HST (1.76%) basis. "Funds Available" figures represents the dollars that have not yet been spent or are available to pay future invoices. However, it should be noted that on a daily basis, costs continue to be incurred for the Civic Centre project by the City for legal services, engineering and architecture. If you have any questions, please do not hesitate to contact me at your earliest convenience. --::::::==::> � Attachment: FIR, Schedule 81 November 12, 2019 Update on Civic Centre Project Costs Page 5 of 5 - 96 - ,,... Attachment 1 Province of Ontalio -Ministry ef Municipal Affairs and Housing ''17.06,2019 10:35 �1801®1 FIR2018: Pickering C Schedule 81 AsmtCode: 1ao1 ANNUAL DEBT REPAYMENT LIMIT MAH Code: 10102 based on the information reported for the year ended December 31, 2018 t>; ... ,, 02)0 0220 0299 06)0 991.0 .... - .. �: :•.::, "--..:-.•••·� •••••;-,\""',,.•._.;-:�•,t•l"•*..,'\!�,-.....-.;:,,�1,:;,•"J'Vt.-t,•t, f>,t-.-•-•,•-�·. ••·;· ..... •,,,,,,,,.._ ·••• ..,, .• , r •� ,•�, ... ,.,.,. .••• • •.• .: •' • •'•'-1 :--•.�• ;: ... '• .Ntn:e: THE r;�TI� i't:!¢ ANiqiJAl.REPAYMENTl1iliri'.ii3. EFF1;cti�1fa4��ARY'in, 29.:io ' · . · · •• :"'t �fe?�e: �ote ';haffee; _in.a f.iven·ue� f0r' H�Jne� ��dhi-P,ged are not refle�.t�·� in this estimate . . DETER .MIN,A_TfCi�•pF �NN�f,L DEB_T REPAYl\lENT.Lil'diT- Debt C�arges foflhe c;urtent Year Pr1ncipaf(SLC_74309901).,.;: •. , .••. , ...•.•.• ,. ·:, .-....•... , ••••••••..•.. · .•• : •••••••••....• lplere.sl_(SLC7430.9902) ... : .. , •..••.••• , .•...•••...•••.....•....•••• .'·., .....•.. · •. , · •.• : •• : ..• . . Subtotal 1 $ ' �; ... ··. ,·,. ' 5,5 98,099 093 5,509 6,533,518 ... .,•• · Paymenls for Long Term Co mmitments and Uabl/lUes financed from the consolidaled stal�menl of· ·operaUo�sil:l�G42.601001J ... ·. ·:.,.; •..•...... : • . .-••.•• , • : .... · ..•. ,_. ..•• , •. , .•..• :. ·-·.,, •. ,,,, �L------�o__,I':· .... ·: . 1-::· {. : . Total_ Debt Charge� _-j���--�6_,53_.�3,5�1__,.,8 i: • • : ••• • ')a, : : • • _. .. 1 :�:·;,.. , . , .-· ... . ·:.·. · .... .• ';,• • •· :, •.. · ..• u 1 . $ 101Q 1020 1030 1040. 1050 1060 1099 1410 141 1 141 2 1420 9920 -1 610 20 10 2210 2220 2225 2226 2230 2;140 2250-- .. : 22!i1 2253 . 2252 i2�· 2299 24 10 · 26 1� 2620 9930 Excluded Debt Gh�rge? �--,. . . ,. Elecllic!{y-Prlncipal (SLC'74303001). ,., •. ·• , .• : •.•• , • '. ... :1 . '.' , .•...• ; • : .. · .• '., ;':,:, . ;_ . · ... 1 •• , •••• , ·• •• ' . . 0 ... Elecbiclly-lnlerest(SLC74303002) .. ,,,, . .'.,.,,., ._. ,.-,, .. ;, •.. , .,. ,_' .. :· .• .",.,,, ._. ·., ....• ·• ,.; .,.,,:,, :'0 ·:·. Gas-Principal {SLC 74 3040 01) •..•••.•••• .': . , •. , • '. .. : •..•••••..•• · .. , , _-:·. : •.••...•.. : . : • • . . . i-,-'--------0-1 .; Gas-lnt�resl(SLC74304002).: •. ; ••• · ..•••• '; ••.••• : ......••.• · ..•..•....• · .•.•..• ; ..• ·,........ 0 ... . ...... . Telep ho ne-Prlnclpal (SLC74305001) .••..•..........• ; ••....•••...••.•• , .••. , .. , • . • • . • • • • • • . • • . . O .• Telep ho ne-l�feresl(SLC743050(J2j, ••••. ,, .. :.,., ..•.•• .-. , •.... ·, .•...•• · ••••••.•.. :, ••••••• _., ,., 0 ' · • · ' · · . Subtotal ·. 0 · Debl _Cha[!ies for TIie !?;ainage/�ho�Une A-lslstance (SLC074 301 5 01+SLC-74301 5 02) ••.••••• : . · .•• ' ..•....•• : •.•. , •... : (. ,: ;:• '• .. ·. �r:: Provincial Gra�I funding forrepayment oflo�g tell]l debt(SLC-74 312_0 01 +SLC 7� 3120.02) ••.... , .••• .' ••• , •. : ...•••.••• , _. 1 . O l ·•Lump sum iballqon) rep�ym_entsoflong term deot (SLG7431 1001+SLC743 11002). · .•.. • •. · •• , ...•. , •.•.. _· •••••• :: .. ·• , .• j · 2,04 5,000 I • Total De!Jt Charges to be Excluded · 2,Q15,000 ! . Ne!Debt Charges 4,488,�18 I '· • • • :" ••t: .. ··. ·-:· .. ..... � TotalRevenueiiSal eofHydroUtillliesRemoved)(SLG10S91001) .•..••..•••••.•• :; ._ .. : .. ; •••••.• : ..•••.• : •• Excluded Reve·nue Am_ounts . . 'Fees for Tffe Drainage I Shorellrie Assistan� (SLC 1218 50 04) •.•.••.• , •••.•.. , .•..•• ,· •.••.• : ..••.••••••• ,· •. , , • • : : t. • � • • • Ontario Gr��ls, IDc!qding �rants for Tangible Capi!a!Assels·(sLC 10'0699 01+SLc,100810 01+SLC100B15 .01) ..•.•..•.••.. ; •••••• Ca nada Grants, lncl�dlng Gra�!s ljJrT.:ingibr'e '6ipital Assets (��c 10 0820 01 +SLG 10 06 25 01) .............................. . Deferred revenue earned (Provlnc!ai Gas Tax)(SLC,10 0830 01) •. · .•...•••....•...... : ••••.....•. .' .•..••••.•..•• , defeired revenue earned (Banada Bas Ta�)(SLC 10 0031 01)" ..... , ••.•...•.••.•....••••..•. , •.. , ...• , •••. · •.•• ·-• • .I •• •• .... • • • ' • Revenue frorn·other rJ]4ni�lpaHti�s, including R�e�ue frirTa)lglble Capl[al Assets (SLC 10 1099 01 :i-·llLC 10 1,098 01) •..••... , ........ . Gain/Loss on .sale oOap_�. & �pl)ai a�f!, (S_LC f O 1,8 11 01) . : ..•.•••.•..•....•.••.•.•••.••.•.•• , .•.•• • •....... Deferrelj revenue e_am�!f {Elevei•opment Cliarges)(SLC 10 181201): ..•. ; • , •••.•.•..•••.•••• , . · ............... , . ·. ·: • •I , ··1- . . . . . Qef�,!Iep rey1mUfl .. !l§rn!!\l.(�epf�!!,�f\ ¼n d chie:1'1.inql�Rj\�l)).JSLCJO 1 Bj3_01). , ..• � .•. ·-· .•.; ' . , .• ·' . ·' .• �-· ; ·-.•. , A • ·-·--· ,, •• '� :_:_ . dllieriiererreqr'ev�ii!Jeeii/ll!id:i�Liqo1il1401J,.:, ..••.• _ ••••••.••. ·,._.-.••••. · .. · •.•.• : ...•• : •. , ..••••.•• ;::; �-�·-: Domi[�il Tan�l�I� Qapiial As�.e� (SU.:: 5_306j0 01) • .' • : ••. .-...... '. ••• :-••...•.•.... · •••• ,. ' ..... ,' ... .-••.•• .' · •••. ; : ·-:-. ·Increase/ Dei:rea�e fn Go�ernnJentBuslm;ss·Enlerpri�e equity (SLC 101905 01) •..•......• : : : .••• · .•. ; • : ... ." • : ........ . 1 $ 111,688,361 ··: .. , .. ·. : . ;,.• ; .. .. 1,133,188 1,05 6,70fl' o· .3,224,3�7 90,07 2 -246,00� .3, 178,106 . 156,444 .. 678,697 9�5,033 5,050,7 12 · . . . . , ' . . . . . . . '.sulitotat ;� ... -... ··-. ,,I. --·--� • ,..:: , ·:---·:· .-� .-.:.. �.-·":'. -· ' • :: -: -·,� � ··��· -::··.--------.c....,.�.., ·Fees andReyenueforJolnllbclllBoardsforf:lomesfor.fheAged .. ,·.:,, •• , •.. .' ..•• , · •. : ••• :,.; .-............. , . ; 15,31 7,310 · -· ' . . ··. .. . . . ' . . ,, ' . , .: For ll�ustr�lion Purposes On_iy ·I· N�t Re�!��e.s: r 96,371,05 1 I -:=:::=====::;::=::::: 2�% of Net Reven:ue; _I. 24,092,7631 · .ESTl(IIATEQ ANNUAL RE�AYMEl-!_T Lit,\!( , ::= -========1 9=,6:::::·Q4=,2=4=:5 I - . . .... ,=---:1 years ." - 97 - 1 To:Brenner, Maurice, Councillor Subject:RE: Advancing Accessibility in Ontario: Improving Understanding and Awareness about Accessibility | Faire progresser l’accessibilité en Ontario : pour une meilleure compréhension de l’accessibilité et une plus grande sensibilisation face à celle-ci From: Minister Seniors and Accessibility (MSAA) <MinisterSeniorsAccessibility@ontario.ca> Sent: Tuesday, November 3, 2020 10:30 AM To: Minister Seniors and Accessibility (MSAA) <MinisterSeniorsAccessibility@ontario.ca> Subject: Advancing Accessibility in Ontario: Improving Understanding and Awareness about Accessibility | Faire progresser l’accessibilité en Ontario : pour une meilleure compréhension de l’accessibilité et une plus grande sensibilisation face à celle‐ci CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. To our valued partners: I would like to share an important update with you regarding Ontario’s journey towards an inclusive and barrier-free province. As you may recall, we announced on January 28th that the Ontario government has developed a new cross-government framework called Advancing Accessibility in Ontario. Since that time, the COVID-19 pandemic has made a profound impact on our lives and the way we interact with others. Accessibility remains a top priority and Ontario is moving forward with announcing the two remaining key areas of focus in the framework. Today, we are focusing on the area of improving understanding and awareness about accessibility. To demonstrate progress in this area, the government is working with stakeholders, including partner ministries, broader public sector organizations, businesses and non-profit organizations, to help raise awareness and change attitudes. The government is working on numerous initiatives to help improve understanding of, and awareness about, accessibility. Some of them include: 1. Launching an accessibility awareness campaign to help people learn more about accessibility, inclusion and hiring people with disabilities. 2. Collaborating with Destination Ontario to improve the user experience for travellers with accessibility needs by providing practical information about accessible options with Ontario’s tourism businesses. 3. Enabling Ontarians to engage with and learn about attractions, tourism operators and artists across the province, while keeping themselves safe during COVID-19, through Ontario Live, a virtual hub for the arts, attractions, and film and television. 4. Embedding accessibility into national and international sport events by providing funding to non-profit organizations that deliver these kinds of events. Corr. 58-20 - 98 - 2 5. Developing an enhanced curriculum and training materials on accessibility for building officials through the Ontario Building Officials Association. This ensures that new and existing buildings can be planned and built to be more accessible. We know a lot of work still needs to be done to make the province more accessible. When a society is inclusive and barrier-free, people can fully participate in their communities. When this happens, we all benefit. Creating such a society requires collaboration with key stakeholders. This includes working with businesses, community organizations, all levels of government and members of the disability community to increase awareness and change attitudes about accessibility. Making Ontario a province where communities and businesses are accessible for everyone benefits us all. Our framework will continue to make a positive difference in the daily lives of people with disabilities. It was informed by the recommendations made by the Honourable David C. Onley in the third legislative review of the Accessibility for Ontarians with Disabilities Act, as well as input from key partners, organizations and people with disabilities. To learn more about Advancing Accessibility in Ontario, please visit our news release and backgrounder. I ask that you support our public education campaign by amplifying our social media efforts. Thank you for your commitment towards making Ontario accessible and inclusive. Sincerely, Raymond Cho Minister for Seniors and Accessibility Confidentiality Warning: This e-mail contains information intended only for the use of the individual emailed above. If you have received this e-mail in error, we would appreciate it if you could advise us through the ministry's website at https://www.ontario.ca/page/ministry-seniors-accessibility and destroy all copies of this message. Thank you. ▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪ ▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪ - 99 - Report to Council Report Number: ENG 13-20 Date: November 23, 2020 From: Richard Holborn Director, Engineering Services Subject: Consulting Services for Detailed Design for the New Highway 401 Road Crossing to Connect Notion Road to Squires Beach Road - File: A-1440 Recommendation: 1. That Council approve the hiring of AECOM Canada Ltd. for the Detailed Design Services of the new Highway 401 road crossing to connect Notion Road to Squires Beach Road in accordance with Purchasing Policy 10.03 (c) as the assignment has a value above $50,000.00 and a competitive process is not being followed, and is therefore subject to the additional approval of Council; 2. That the fee proposal dated November 6, 2020 submitted by AECOM Canada Ltd. for the Detailed Design Services for the new Highway 401 road crossing to connect Notion Road to Squires Beach Road in the amount of $3,284,320.14 (HST included) excluding provisional items be accepted; 3. That the total gross project cost $3,862,677.00 (HST included), including the proposal amount and other associated costs, and the total net project cost of $3,478,460.00 (net of HST rebate) be accepted; 4. That the Director, Finance & Treasurer be authorized to finance the estimated net project cost of $3,478,460.00 as follows: a) The sum of $1,000,000.00 as approved in the 2020 Development Projects (DC Funded) Capital Budget to be funded from a Third Party Contribution be increased to $1,391,384.00; b) The sum of $500,000.00 as approved in the 2020 Development Project s (DC Funded) Capital Budget to be funded from the DC Transportation Services Reserve Fund be increased to $1,600,092.00; c) The sum of $500,000.00 as approved in the 2020 Development Projects (DC Funded) Capital Budget to be funded from the Roads & Bridges Reserve Fund be revised to an Internal Loan in the amount of $486,000.00 for a term not exceeding two years, and the balance sum of $984.00 from property taxes; 5. That award of the proposal to AECOM Canada Ltd. be subject to the City of Pickering and Pickering Developments Inc. entering into a cost sharing agreement with respect to funding of the project; - 100 - ENG 13-20 November 23, 2020 Subject: Consulting Services for Detailed Design for the New Highway 401 Road Crossing to Connect Notion Road to Squires Beach Road Page 2 6. That the appropriate City staff be authorized to execute a Professional Services Agreement between the City of Pickering and AECOM Canada Ltd. in a form satisfactory to the Director, Corporate Services & City Solicitor and Director, Finance & Treasurer; 7. That AECOM Canada Ltd. be approved, in principle, to provide construction administration services required to monitor and execute the construction contract with the approved contractor when a tender has been awarded, subject to review and acceptance of the scope of work and associated fee at that time; and, 8. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The Municipal Class Environmental Assessment (MCEA) for the New Highway 401 Road Crossing from Notion Road to Squires Beach Road was undertaken by the City of Pickering and Pickering Developments Inc. as co-proponents. AECOM Canada Ltd. was retained by Pickering Developments Inc. to complete the MCEA. The project received approval from the Minister of the Environment, Conservation and Parks on February 25, 2020. The Environmental Study Report satisfied Phases 1 through 4 of the MCEA process, and the co-proponents may now proceed to Phase 5 which is design and construction. A proposal for detailed design requested from AECOM Canada Ltd. includes a work plan and fee estimate to provide these services. Due to the complexity of the assignment, and the number of major stakeholders involved, it is anticipated that detailed design will take up to 24 months to complete. The proposal from AECOM Canada Ltd. dated November 6, 2020 in the amount of $3,284,320.14 (HST included) has been reviewed by the co-proponent project team, and the work plan, deliverables, schedule and fee are deemed acceptable. In accordance with City Purchasing Policy section 10.03 (c) awarding the assignment requires Council approval. Financial Implications: 1. Proposal Amount Proposal from AECOM Canada Ltd. dated November 6, 2020 Notion Road/Squires Beach Road/Highway 401 Crossing Detailed Design (excludes provisional items) $2,906,478.00 HST (13%) 377,842.14 Total $3,284,320.14 - 101 - ENG 13-20 November 23, 2020 Subject: Consulting Services for Detailed Design for the New Highway 401 Road Crossing to Connect Notion Road to Squires Beach Road Page 3 2. Estimated Project Costing Summary Proposal $2,906,478.00 Associated Costs Contingency (5%) Provisional Items (identified in the proposal) Various Agency Fees (permits, approvals, etc.) 145,324.00 316,496.00 50,000.00 Sub Total – Costs $3,418,298.00 HST (13%) 444,379.00 Total Gross Project Cost $3,862,677.00 HST Rebate (11.24%) ($384,217.00) Total Net Project Cost $3,478,460.00 3. Approved Source of Funds – 2020 Development Projects (DC Funded) Capital Budget Account Source of Funds Available Budget Required 5321.2002.6230 Third Party Contribution Development Charges – Transportation Services Reserve Fund Roads & Bridges Reserve Fund Internal Loan – 2 years Property Taxes $1,000,000.00 500,000.00 500,000.00 0.00 0.00 $1,391,384.00 1,600,092.00 0.00 486,000.00 984.00 Total $2,000,000.00 $3,478,460.00 Net project costs (over) under approved funds ($1,478,460.00) When the 2020 Capital Budget was being prepared, a detailed scope of work and estimated cost for the detailed design was not known. An amount that was considered reasonable at the time was recommended for approval. The proposal dated November 6, 2020 from AECOM Canada Ltd. contains a detailed breakdown of estimated costs by task and work activities, which represents a true reflection of the complexities and constraints inherent in this type of assignment. The funding allocations, including cost sharing with a third party (Pickering Developments Inc.), was also estimated at the time of budget preparation. Since that time, the City has retained Watson & Associates to prepare the 2020 Development Charges Update Study to capture this project and determine the benefit to existing (BTE)/non-growth share. The cost sharing agreement with Pickering Developments Inc. will reflect their responsibility to contribute 40 per cent of the total project costs which include, but are not limited to, land acquisition, design, u tility relocation, construction, construction administration and inspection, and ancillary costs, which represents the BTE/non-growth share of the projects costs. - 102 - ENG 13-20 November 23, 2020 Subject: Consulting Services for Detailed Design for the New Highway 401 Road Crossing to Connect Notion Road to Squires Beach Road Page 4 The revised funding allocations indicated in the chart above reflects the calculations in the proposed 2020 Development Charges Update Study and the proposed cost sharing agreement with Pickering Developments Inc. to fund the total net project cost. Internal Loan financing is used as a temporary source to reflect the post period benefit costs. These costs will be included in the next Development Charges Study that is forecasted to be completed by June 2022. Discussion: The Municipal Class Environmental Assessment (MCEA) for the New Highway 401 Road Crossing from Notion Road to Squires Beach Road was undertaken by the City of Pickering and Pickering Developments Inc. as co-proponents. The aim of the project was to provide improved road network connectivity, capacity and active transportation to support continued growth in the City of Pickering and to bring relief to the existing road infrastructure. The project also supports the development of lands located south of Highway 401 and the rail corridor including Durham Live. AECOM Canada Ltd. was retained by Pickering Developments Inc. to complete the Municipal Class Environmental Assessment (MCEA). The Notice of Completion of the Environmental Study Report (ESR) was filed on October 18, 2019 and the project received approval from the Minister of the Environment, Conservation and Parks on February 25, 2020 after a Part II Order was requested. The ESR satisfied Phases 1 through 4 of the MCEA process, namely: Phase 1 – Problem or Opportunity Phase 2 – Alternative Solutions Phase 3 – Alternative Design Concepts for the Preferred Solution Phase 4 – Environmental Study Report Upon approval of the MCEA, the co-proponents may proceed to Phase 5 which is Design and Construction. In order to accelerate the detailed design required to construct the project, the co-proponents contacted AECOM Canada Ltd. to request they submit a proposal to undertake the necessary work. As AECOM Canada Ltd. satisfactorily completed the MCEA and have substantial knowledge of the project and the background information that lead to the preferred design concept they are the logical choice. The proposal dated November 6, 2020 includes a work plan and fee estimate to provide these services. The detailed design will be based on the MCEA approved design plan. Generally speaking, the scope of work includes detailed design of: widening of Notion Road to a three-lane cross-section from Kingston Road to Pickering Parkway, including modifications at the Kingston Road/Notion Road intersection; widening of Squires Beach Road to a three-lane cross-section from (former) Kellino Street to Bayly Street, including modifications at the Bayly Street/Squires Beach intersection; - 103 - ENG 13-20 November 23, 2020 Subject: Consulting Services for Detailed Design for the New Highway 401 Road Crossing to Connect Notion Road to Squires Beach Road Page 5 new four-lane roadway and bridge crossing Highway 401, Metrolinx railway and CN railway, and connecting the Notion Road/Pickering Parkway and Squires Beach Road/(former) Kellino Street intersections; and, (former) Kellino Street re-profiling, Pickering Parkway realignment, a new cul-de-sac at the existing south end of Notion Road to maintain access to existing properties, and for all existing entrances. The scope of work also includes electrical design, landscape architecture services, geotechnical investigations, utility relocation coordination, stormwater management, coordination of permit applications, preparation of contract drawings, specifications and tender pa ckage, and preparation of the construction estimate. AECOM Canada Ltd. have noted potential provisional items as part of the work plan that may be required to complete the detailed design assignment. These provisional items are not included in the initial award to AECOM Canada Ltd. but are carried in the total net project cost as other associated costs. Should any of these items be required, they will be added to the Purchase Order. Due to the complexity of the assignment, and the number of major stakeholders involved, it is anticipated that detailed design will take up to 24 months to complete. The proposal from AECOM Canada Ltd. dated November 6, 2020 has been reviewed by the co- proponent project team, and the work plan, deliverables, schedule and fee are deemed acceptable. Although the proposal does not include construction administration services, including inspection, payment certificate preparation, and construction certification, it is recommended that AECOM Canada Ltd. be approved in principle to provide these services, subject to acceptance of a further proposal outlining the scope of work and associated fee. In accordance with City Purchasing Policy section 10.03 (c), where a competitive process is not followed, the Director initiating the assignment shall require Council approval to engage the services of a particular consultant. The Director, Engineering Services is recommending Council approval to retain AECOM Canada Ltd. for this assignment. The initial project award will consist of tasks related to detailed design services as outlined in AECOM Canada Ltd.’s proposal dated November 6, 2020. Attachments: 1. Location Map - 104 - ENG 13-20 November 23, 2020 Subject: Consulting Services for Detailed Design for the New Highway 401 Road Crossing to Connect Notion Road to Squires Beach Road Page 6 Prepared/Approved/Endorsed By: Original Signed By: Richard Holborn, P.Eng. Director, Engineering Services Original Signed By: Stan Karwowski, MBA, CPA, CMA Director, Finance & Treasurer Original Signed By: Paul Bigioni Director, Corporate Services & City Solicitor RH:mjh Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Interim Chief Administrative Officer - 105 - !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!BAYLY STREET HIGHWAY 4 0 1 KINGS T O N R O A D NOTION ROADBROCK ROADPICKERING PARKWAY FINCH AVENUE SQUIRES BEACH ROADSALK ROADTOY AVENUEMARSHCOURT DRIVEROYAL ROADDENMAR ROADBAINBRIDGE DRIVESOUTHVIEW DRIVETRIBRO STUDIOS AVENUE PLUMMER STREET ASHFORD DRIVEBURNSIDE DRIVEKINGSTON ROAD W D u f f i n s C r e e k West Duffi n s Cr e e k 1:10,000 SCALE: Engineering Services Department Location Map New Highway 401 Road Crossing to Connect Notion Road to Squires Beach Road Nov. 13, 2020 DATE: q TOWNOFAJAX SUBJECTAREA Attachment #1 to Report #ENG13-20 - 106 - Memo To: Susan Cassel City Clerk November 18, 2020 From: Catherine Rose Chief Planner Copy: Manager, Development Review & Urban Design Planner II Subject: Amending By-law for Zoning By-law Amendment Application A 07/19 Oak Hill Developments Ltd. and White-Pine General Contractors Ltd. Lots 60 and 61, Plan 418 (467 and 471 Rosebank Road) Amending By-law 7793/20 for Zoning By-Amendment Application A 07/19 Statutory Public Meeting Date July 15, 2020 Planning & Development Committee Date November 2, 2020 Subject Lands The subject lands comprise two properties located at the southeast corner of Rosebank Road and Gillmoss Road within the Rosebank Neighbourhood (see Location Map, Attachment #1) Purpose and Effect of Amending By-law 7793/20 To rezone the subject lands from “R3” – Third Density Residential Zone” to “S4-18”, “S4-19” and “(H)S4-19” to facilitate a residential draft plan of subdivision consisting of 8 lots for detached dwellings, with 3 lots fronting Rosebank Road and 4 lots fronting Gillmoss Road (see Submitted Draft Plan of Subdivision, Attachment #2). The zoning by-law establishes appropriate performance standards including, but not limited to, provisions for maximum building heights, building setbacks and lot coverage. The by-law also includes a holding provision on proposed lot 8, which does not have legal frontage onto a municipal right-of-way, and provides criteria for the lifting of such holding provisions. Council Meeting Date for By-law November 23, 2020 - 107 - November 18, 2020 Page 2 of 3 A 07/19 Note: During the consideration of the above-noted applications at the November 2, 2020, Planning & Development Committee, the applicant requested the following revisions to the recommended draft zoning by-law: increase the maximum building height from 9.0 metres to 10.0 metres; increase the maximum dwelling depth from 17.7 metres to 18.5 metres for Lots 4 to 8 ; and permit detached bungalow dwellings on Lots 4 to 8 fronting Gillmoss Road with a maximum dwelling depth of 22.5 metres and a maximum lot coverage of 42 percent. The Planning & Development Committee recommended that Zoning By-law Amendment Application A 07/19 be approved to facilitate the residential development consisting of 8 lots for detached dwellings. However, Committee asked that staff work with the applicant to revise the recommended zoning by-law to address the requested amendments, prior to Council’s enactment. The changes requested by the applicant were related to the inclusion of zoning provisions for single-storey detached bungalows and for a slightly larger dwelling depth for two-storey dwellings on lots that exceeded 40 metres deep. Based on further discussions, the application has agreed to a maximum building height of 9.0 metres for two-storey detached dwellings. The following changes have been made to the site-specific zoning by-law amendment to ensure that detached bungalows can be accommodated within the “S4-19” zone and that slightly deeper two-storey units are permitted: decreasing the maximum building height to 6.0 metres, where a bungalow is proposed; increasing the maximum dwelling depth to 22.5 metres, where a bungalow is proposed ; increasing the maximum lot coverage of 42 percent, where a bungalow is proposed; and increasing the maximum dwelling depth to 18.5 metres for lots that exceed 40 metres deep. The revisions to the amending by-law will provide for the development of appropriately sized bungalows on Lots 4 to 8 by permitting a larger lot coverage and greater dwelling depth, while limiting the overall height of the dwelling. The revisions will enable a type of housing form that is desired within the community, while ensuring compatibility with the surrounding neighbourhood. The increase in maximum dwelling depth from 17.7 metres to 18.5 metres is a minor revision to enable the construction of two-storey dwelling units. The increased dwelling depth is limited to Lots 4 to 8, which are approximately 45 metres deep. The maximum dwelling depth of 18.5 metres is appropriate given the depths of Lots 4 to 8, while still maintaining a rear yard setback of approximately 18.0 metres. Also, the revised dwelling depth falls within the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study, which outlines that a maximum dwelling depth of up to 20.0 metres is appropriate for lots 40 metres in depth or greater. The applicant and their planning consultant have reviewed the changes to the zoning by-law amendment and concur with staff’s recommended changes. - 108 - November 18, 2020 Page 3 of 3 A 07/19 CM:ld J:\Documents\Development\D-3200 Draft Plans of Subdivision (SP Applications)\2019\SP-2019-02 & A00719 Oak Hill\Memos\By-law Chart Memo to Clerks LD.docx Attachments Location Map Submitted Draft Plan of Subdivision By-law (Text & Schedule) Original Signed By Catherine Rose - 109 - DunnCrescentRodd Avenue Foster Court Rougemount Drive Rosebank RoadCowan CirclePetticoatCree kPikeCourtNomad RoadOakwood DriveDysonRoadStaghorn RoadMaitlandDriveDahliaCrescentMcleodCrescent Gillmoss RoadMoorelandsCrescent1:5,000 SCALE: © The Corporation of the City of Pickering Produced (in part) under license from: © Queens Printer, Ontario Ministry of Natural Resources. All rights reserved.;© Her Majesty the Queen in Right of Canada, Department of Natural Resources. All rights reserved.; © Teranet Enterprises Inc. and its suppliers all rights reserved.; © Municipal Property Assessment Corporation and its suppliers all rights reserved.; City Development Department Location Map File: Applicant: Property Description: SP-2019-02 and A 07/19 THIS IS NOT A PLAN OF SURVEY. Date: Aug. 20, 2019 ¯ E Oak Hill Developments Ltd. and White-Pine General Contractors Ltd. Lot 60 and 61, Plan 418 Cowan Circle (467 and 471 Rosebank Road) SubjectLands Rosebank South Park Gilmoss Road - 110 - L:\Planning\01-MapFiles\SP\2019 Sept. 20, 2020DATE: Applicant: Property Description: File No: Submitted Draft Plan of Subdivision FULL SCALE COPIES OF THIS PLAN ARE AVAILABLE FOR VIEWING AT THE CITY OF PICKERING CITY DEVELOPMENT DEPARTMENT. City Development Department SP-2019-02 and A 07/19 Oak Hill Developments Ltd. and White-Pine General Contractors Ltd. Lot 60 and 61, Plan 418 (467 and 471 Rosebank Road) - 111 - The Corporation of the City of Pickering By-law No. 7793/20 Being a By-law to amend Restricted Area (Zoning) By-law 2511, as amended, to implement the Official Plan of the City of Pickering, Region of Durham, being Lots 60 and 61, Plan 418, City of Pickering (A 07/19) Whereas the Council of The Corporation of the City of Pickering received an application to rezone the subject lands being Lots 60 and 61, Plan 418, in the City of Pickering to permit the development of 8 lots for detached dwellings accessed from an internal public road; And whereas an amendment to Zoning By-law 2511, as amended, is required to permit such uses; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedule I Schedule I attached hereto with notations and references shown thereon are hereby declared to be part of this By-law. 2. Area Restricted The provisions of this By-law shall apply to those lands being Lots 60 and 61, Plan 418, in the City of Pickering, designated “S4-18”, “S4-19” and “(H) S4-19” on Schedule I attached hereto. 3. General Provisions No building, structure, land or part thereof shall hereafter be used, occupied, erected, moved or structurally altered except in conformity with the provisions of this By-law. 4. Definitions In this By-law, (1) “Bay, Bow, Box Window” shall mean a window tha t protrudes from the main wall, usually bowed, canted, polygonal, segmental, semicircular or square sided with window on front face in plan; one or more storeys in height, which may or may not include a foundation; may or may not include a window seat; and may include a door. (2) (a) “Dwelling” shall mean a building or part of a building containing one or more dwelling units, but does not include a mobile home or trailer. - 112 - By-law No. 7793/20 Page 2 (b) “Dwelling Unit” shall mean one or more habitable rooms occupied or capable of being occupied as a single, independent, and separate housekeeping unit containing a separate kitchen and sanitary facilities. (c) “Dwelling, Detached” shall mean a single dwelling which is freestanding, separate and detached from other main buildings or structures. (d) “Dwelling, Detached Bungalow” shall mean a single dwelling which is freestanding, separate and detached from other main buildings or structures that is limited to a maximum building height of one (1) storey. (3) “Dwelling Depth” shall mean a horizontal distance measured from the front wall of a dwelling to the rear wall of a dwelling, excluding any allowable projection. (4) "Floor Area - Residential" shall mean the area of the floor surface contained within the outside walls of a storey or part of a storey. (5) “Front Entrance” shall mean the principal entrance oriented towards the front lot line providing access to the interior of a dwelling from the exterior and does not include an access provided through an attached private garage. In the case of a corner lot, the principal entrance providing access to the interior of a dwelling from the exterior may be oriented towards the side lot line that is adjacent to the street, or abutting on a reserve on the opposite side of which is a street. (6) “Height, Building” shall mean the vertical distance between the established grade, at the front of the house, and in the case of a flat roof, the highest point of the roof surface or parapet wall, or in the case of a mansard roof the deck line, or in the case of a gabled, hip or gambrel roof, the mean height between eaves and ridge. (7) (a) “Lot” shall mean an area of land fronting on a street which is used or intended to be used as the site of a building, or group of buildings, as the case may be, together with any accessory buildings or structures, or a public park or open space area, regardless of whether or not such lot constitutes the whole of a lot or block on a registered plan of subdivision. (b) “Lot Frontage” shall mean the width of a lot between the side lot lines measured along a line parallel to and 7.5 metres distant from the front lot line. (8) “Private Garage” shall mean an enclosed or partially enclosed structure for the storage of one or more vehicles, in which structure no business or service is conducted for profit or otherwise. - 113 - By-law No. 7793/20 Page 3 (9) "Storey” shall mean the portion of a building other than a basement, cellar, or attic, included between the surface of any floor, and the surface of the floor, roof deck or ridge next above it. (10) (a) “Yard” shall mean an area of land which is appurtenant to and located on the same lot as a building or structure and is open, uncovered, and unoccupied above ground except for such accessory buildings, structures, or other uses as are specifically permitted thereon. (b) “Front Yard” shall mean a yard extending across the full width of a lot between the front lot line of the lot and the nearest wall of the nearest main building or structure on the lot. (c) “Front Yard Depth” shall mean the shortest horizontal dimension of a front yard of a lot between the front lot line and the nearest wall of the nearest main building or structure on the lot. (d) “Rear Yard” shall mean a yard extending across the full width of a lot between the rear lot line of the lot, or where there is no rear lot line, the junction point of the side lot lines, and the nearest wall of the nearest main building or structure on the lot. (e) “Rear Yard Depth” shall mean the shortest horizontal dimension of a rear yard of a lot between the rear lot line of the lot, or where there is no rear lot line, the junction point of the side lot lines, and the nearest wall of the nearest main building or structure on the lot . (f) “Side Yard” shall mean a yard of a lot extending from the front yard to the rear yard, and from the side lot line to the nearest wall of the nearest main building or structure on the lot. (g) “Side Yard Width” shall mean the shortest horizontal dimension of a side yard of a lot between the side lot line and the nearest wall of the nearest main building or structure on the lot. (h) "Flankage Side Yard" shall mean a side yard immediately adjoining a street or abutting on a reserve on the opposite side of which is a street. (i) "Flankage Side Yard Width" shall mean the shortest horizontal dimension of a flankage side yard of a lot between the lot line adjoining a street or abutting on a reserve on the opposite side of which is a street, and the nearest wall of the nearest main building or structure on the lot. (j) “Interior Side Yard” shall mean a side yard other than a flankage side yard. (11) “Wall, Front” shall mean the wall of the dwelling closest to the front lot line. - 114 - By-law No. 7793/20 Page 4 5. Provisions (1) Uses Permitted (“S4-18” and “S4-19” Zone) No person shall within the lands zoned “S4-18” and “S4-19” on Schedule I attached hereto, use any lot or erect, alter, or use any building or structure for any purpose except the following: (a) Dwelling, Detached (b) Dwelling, Detached Bungalow (2) Zone Requirements (“S4-18” and “S4-19” Zones) No person shall within the lands zoned “S4-18” and “S4-19” on Schedule I attached hereto, use any lot or erect, alter, or use any building except in accordance with the following provisions: “S4-18” Zone “S4-19” Zone (a) Lot Frontage (minimum) 15.0 metres 12.2 metres (b) Lot Area (minimum) 500 square metres (c) Front Yard Depth (minimum) 7.5 metres 6.0 metres (d) Side Yard Depth (minimum) 1.5 metres on both sides 1.2 metres on one side, and 0.6 of a metre on the other side (e) Flankage Yard Depth (minimum) 4.0 metres (f) Rear Yard Depth (minimum) 7.5 metres 10.0 metres (g) Dwelling Depth (maximum) 17.7 metres 18.5 metres (h) Height of Front Entrance (maximum) 1.2 metres between established grade and the top of the floor immediately inside the front entrance (i) Building Height (maximum) 9.0 metres (j) Lot Coverage (maximum) 33 percent 35 percent (k) Parking Requirements (minimum) A minimum of 2 parking spaces per dwelling unit for resident, one of which must be provided within an attached private garage. - 115 - By-law No. 7793/20 Page 5 “S4-18” Zone “S4-19” Zone (l) Driveway Width (maximum) Maximum driveway width shall not exceed the width of the exterior walls of the private garage(s). (m) Garage Requirements Minimum one private garage per lot attached to the main building, the vehicular entrance of which shall be located not less than 6.0 metres from the front lot line, and not less than 6.0 metres from any side lot line immediately adjoining a street or abutting on a reserve on the opposite side of which is a street. (n) Interior Garage Size (minimum) Each parking space within a private garage shall have a minimum width of 5.6 metres and a minimum depth of 6.0 metres; however, the width may include one interior step and the depth may include two interior steps. (o) Garage Projection A maximum 2.0 metres projection beyond the wall containing the main entrance to the dwelling unit, except where a covered and unenclosed porch extends a minimum of 1.8 metres from the wall containing the main entrance to the dwelling unit, in which case no part of any attached private garage shall extend more than 3.0 metres beyond the wall containing the main entrance to the dwelling unit. (3) Special Provisions The following special provisions shall apply to lands zoned “S4-18” and “S4-19” on Schedule I: (a) Obstruction of Yards (maximum): (i) uncovered and covered unenclosed porches and associated stairs not exceeding 1.2 metres in height above established grade may encroach a maximum of 2.0 metres into the minimum required front or flankage yard; (ii) uncovered balconies, decks and associated stairs, not exceeding 1.5 metres in height above grade may encroach a maximum of 3.0 metres into the required rear yard, provided they are setback 0.6 metres from a side lot line; (iii) balconies located above the first floor projecting or inset in the rear are prohibited; (iv) bay, box or bow window, with or without foundation, having a width of up to 4.0 metres may encroach a maximum of 0.6 metres into any required yard or half the required side yard, whichever is less; and (v) window sills, chimney breasts, fireplaces, belt courses, cornices, pilasters, eaves, eaves troughs, and other similar architectural features are permitted to project a maximum of 0.6 metres into any required yard and are required to be setback 0.6 metres from a side lot line. - 116 - By-law No. 7793/20 Page 6 (b) Despite Section 2.46(c) of By-law 2511, as amended, the following definitions shall apply to the lands identified in a cross-hatched pattern on Scheule I: (i) “Front Lot Line” shall mean the most northerly lot line. (ii) “Rear Lot Line” shall mean the lot line running parellel to and opposite of the front lot line. (iii) “Side Lot Line” shall mean all other lot lines that are not a front lot line or rear lot line. (c) Desipte Sections 5(2)(g), 5(2)(i) and 5(2)(j) of this By-law the following provisions shall apply for Dwellings, Detached Bungalow on lands zoned “S4-19” on Schedule I: (i) Building Height (maximum): 6.0 metres (ii) Dwelling Depth (maximum): 22.3 metres (iii) Lot Coverage (maximum): 42 percent 6. Provisions (“(H) S4-19” Zone) (1) Uses Permitted (“(H) S4-19” Zone) Until such time as the “(H)” Holding Provision is lifted, the lands shall not be used for any purposes other than the following: (a) Private Open Space (2) Zone Requirements (“(H) S4-19” Zone) The “(H)” Holding Symbol shall be removed from the “S4-19” zone until the completion of the following: (a) Gillmoss Drive is extended further east to the satisfaction of the City. 7. Model Homes (1) Despite the provisions of Clause 6.1 of By-law 2511, a maximum of 2 model homes, together with not fewer than two parking spaces per Model Home, may be constructed on the lands set out in Schedule I attached to this By-law prior to the division of those lands by registrations of a plan of subdivision or enacting a by-law exempting those lands from the Part Lot Control provisions of the Planning Act. (2) For the purpose of this By-law, “Model Home” shall mean a dwelling unit which is not used for residential purpose, but which is used exclusively for sales, display and marketing purposes pursuant to an agreement with the City of Pickering. - 117 - By-law No. 7793/20 Page 7 8. By-law 2511 By-law 2511, as amended, is hereby further amended only to the extent necessary to give effect to the provisions of this By-law as it applies to the area set out in Schedule I attached hereto. Definitions and subject matters not specifically dealt with in this By-law shall be governed by relevant provisions of By-law 2511, as amended. 9. Effective Date This By-law shall come into force in accordance with the provisions of the Planning Act. By-law passed this 23rd day of November, 2020. ___________________________________ Dave Ryan, Mayor ___________________________________ Susan Cassel, City Clerk - 118 - S4-19S4-18 (H)S4-19S4-19 Rosebank RoadGillmoss Road Clerk Mayor Schedule I to By-Law Passed This Day of i N7793/20 23rd November 2020 34.4m 45.7m45.7m45.8m5 2 . 0m 36.6m 12.2m 36.9m36.6m33.5m 12.2m 12.2m 45.8m- 119 - Memo To: Susan Cassel City Clerk November 17, 2020 From: Catherine Rose Chief Planner Copy: Manager, Development Review & Urban Design Subject: Amending By-law for Official Plan Amendment OPA 18-002/P Metropia (Notion Road) Development Inc. 1865 Pickering Parkway City of Pickering Amending By-law 7794/20 for Official Plan Amendment Application OPA 18-002/P. Statutory Public Meeting Date June 18, 2018 Planning & Development Committee Date September 14, 2020 Purpose and Effect of By-law To adopt Amendment 39 to reduce the minimum net residential density required on the lands located on the south side of Pickering Parkway west of Notion Road to facilitate a residential condominium development. The second purpose of this Amendment is to re-designate the easterly portions of the subject lands and the lands immediately to the south (1805 Pickering Parkway), owned by Pickering Ridge Lands Inc. Trustee, from “Mixed Use Areas – Speciality Retailing Node” to “Open Space System – Natural Areas” to facilitate the conveyance of these lands to the Toronto and Region Conservation Authority. Council Meeting Date November 23, 2020 Note: On September 14, 2020, the Planning & Development Committee endorsed staff’s recommendation that the draft by-law to adopt Amendment 39 to the Pickering Official Plan as set out in Appendix I to Report PLN 17-20 be forwarded to Council for enactment. TB:ld J:\Documents\Development\D-3100\2018\OPA 18-002P, SP2018-03 & A003-18\Draft OPA\Memo to Clerks\By-law Chart Memo to Clerks Final.docx Attachments By-law 7794/20 Schedules A to By-law 7794/20 Original Signed By Catherine Rose - 120 - The Corporation of the City of Pickering By-law No. 7794/20 Being a By-law to adopt Amendment 39 to the Official Plan for the City of Pickering (OPA 18-002/P) Whereas pursuant to the Planning Act, R.S.O. 1990, c.p. 13, subsection 17(22) and 21(1), the Council of The Corporation of the City of Pickering may, by by-law, adopt amendments to the Official Plan for the City of Pickering; And whereas pursuant to Section 17(10) of the Planning Act, the Minister of Municipal Affairs and Housing has by order authorized Regional Council to pass a by-law to exempt proposed area municipal official plan amendments from its approval; And whereas on February 23, 2000, Regional Council passed By-law 11/2000 which allows the Region to exempt proposed area municipal official plan amendments form its approval; And whereas the Region has advised that Amendment 39 to the City of Pickering Official Plan is exempt from Regional approval; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. That Amendment 39 to the Official Plan for the City of Pickering, attached hereto as Exhibit “A”, is hereby adopted; 2. That the City Clerk is hereby authorized and directed to forward to the Regional Municipality of Durham the documentation required by Procedure: Area Municipal Official Plans and Amendments. 3. This By-law shall come into force and take effect on the day of the final passing hereof. By-law passed this 23rd day of November, 2020. ___________________________________ David Ryan, Mayor ___________________________________ Susan Cassel, City Clerk - 121 - Exhibit “A” to By-law 7794/20 Amendment 39 to the City of Pickering Official Plan - 122 - Amendment 39 to the Pickering Official Plan Purpose: The purpose of this amendment is to reduce the minimum net residential density required on the lands located on the northwest corner of Pickering Parkway and Notion Road to facilitate a residential condominium development. The second purpose of this Amendment is to re-designate the easterly portions of the subject lands and the lands immediately to the south (1805 Pickering Parkway), owned by Pickering Ridge Lands Inc. Trustee, from “Mixed Use Areas – Speciality Retailing Node” to “Open Space System – Natural Areas” to facilitate the conveyance of these lands to the Toronto and Region Conservation Authority. Location: The site specific amendment affects the lands located on the southwest corner of Pickering Parkway and Notion Road described as Part of Lot 17, Concession 1, Now Parts 1, 2 & 3, 40R-11413, City of Pickering. Basis: The Amendment for the lower minimum density facilitates an appropriate development that responds to the site constraints, and the surrounding residential development. The re-designation of the easterly portions of the subject lands and the lands (1805 Pickering Parkway) immediately to the south, owned by Pickering Ridge Lands Inc. Trustee, are required to enable the future conveyance of these lands to the Toronto and Region Conservation Authority for the purposes of floodplain storage and compensatory wetland area to facilitate the proposed residential development of the subject lands. The Amendment is consistent with the policies of the Provincial Policy Statement 2020, and conforms to the Growth Plan for the Greater Golden Horseshoe and the Durham Regional Official Plan. Actual The City of Pickering Official Plan is hereby amended by: Amendment: 1. Revising Section 12.11, Village East Neighbourhood Policies by adding a new subsection (h) as follows: “(h) despite Table 6: Mixed Use Areas: Densities and Floor Area by Subcategory, permit a minimum residential density of 58 units per net hectare on the “Metropia” lands located on the south side of Pickering Parkway, west of Notion Road.” as identified and shown on Schedule ‘A’ attached to this amendment for information. 2. Amending Schedule I – Land Use Structure by replacing the “Mixed-Use Areas – Speciality Retailing Node” designation with “Open Space System – Natural Areas” designation for lands identified on Schedule ‘A’ attached hereto. Implementation: The provisions set forth in the City of Pickering Official Plan, as amend ed, regarding the implementation of the Plan shall apply in regard to this Amendment. Interpretation: The provisions set forth in the City of Pickering Official Plan, as amended, regarding the interpretation of the Plan shall apply in regard to this Amendment. OPA 18-002/P A 03/18 Metropia (Notion Road) Development Inc. - 123 - Notion RoadBeechlawnDriveMarshcourt DrivePicke ri ng P a rkw a yLarksmereCourt AshfordDrive Highway 40 1 RH OS-HL OS ¹Land Use Structure Urban Residential Areas Mixed Use Areas Freeways and Major Utilities Open Space System Natural Areas Low Density Areas Specialty Retailing Node Prestige Employment Mixed Employment Controlled Access Areas City of Pickering City Development Department © July, 2018This Map Forms Part of Edition 8 of the Pickering Ofiicial Plan and Must Be Read in Conjunction with the Other Schedules and the Text. Extract of Schedule I to theEdition 8 Pickering Official PlanCity of Pickering Area Shown on This Map Town of Ajax City of TorontoCity of MarkhamTownship of Uxbridge Town of WhitbySchedule 'A' to Amendment 39Existing Official Plan Employment Areas!Reduce the minimum residential density to 58 units per net hectare Redesignate from "Mixed Use Areas - Specialty Retailing Node" to "Open Space System - Natural Areas" ! ! - 124 - Memo To: Susan Cassel City Clerk November 18, 2020 From: Kyle Bentley Director, City Development & CBO Copy: Interim Chief Administrative Officer Manager, Building Services & Deputy CBO Subject: Amendment to Schedule A and Creation of Schedule A – Part B of By-law 7362/14 appointing Inspectors File: L-2000-021 Council currently has in place By-law 7362/14, which is required to provide for the administration and enforcement of the Building Code Act within the City. This By-law includes a schedule of persons appointed pursuant to that Act. The recent resignation of Jeremy Bender (effective September 2, 2020) and hiring of Peter Furnell as Supervisor, Building Permits (effective November 2 , 2020) requires that the respective names be deleted and added to Schedule A. Additionally, due to an increasing backlog of building permit applications, and in order to meet provincially legislated timeframes, it has become necessary to outsource plans examination work to a third party contractor (RSM Building Consultants) for a 6 month period to reduce the current volume experienced within the Section. This By-law amendment will include a second Schedule A – Part B, which identifies the respective individuals, appointed as inspectors , that will be undertaking the plans review work until May 31, 2021. Funds for this third party plans review work are being sourced from 2612.2392 – Consulting & Professional from the 2020 Council approved budget, in accordance with th e City’s Purchasing Policy. Please find attached the amending By-law, which reflects the above-noted permanent and interim appointments. If you have any questions, please contact me at extension 2070. KB:ld Attachment Schedule A – Appointments Schedule A – Part B – Interim Appointments Original Signed By Kyle Bentley - 125 - The Corporation of the City of Pickering By-law No. 7795/20 Being a By-law to amend Schedule A of By-law 7362/14 appointing Inspectors Whereas, pursuant to the provisions of subsection 3(1) of the Building Code Act, 1992, S.O. 1992, chapter 23, the Council of The Corporation of the City of Pickering is responsible for the enforcement of the Act within the City of Pickering; Whereas, pursuant to By-law 7362/14, Council appointed a Chief Building Official and such Inspectors as are necessary for the enforcement of the Act within the City of Pickering; Whereas, as a result of recent staff changes, the By-law to appoint these individuals must be amended to reflect the change in staffing; Whereas, as a result of an increasing volume of permit applications, it has become necessary to outsource third party plans examination services; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: Schedule A of By-law 7362/14, as amended, is hereby deleted and replaced with Schedule A attached hereto; Schedule A – Part B attached hereto is hereby added and is subject to expire on May 31, 2021. By-law passed this 23rd day of November, 2020. __________________________________ David Ryan, Mayor __________________________________ Susan Cassel, City Clerk - 126 - Schedule A Appointments Item Column Column 1. Chief Building Official Kyle Bentley 2. Deputy Chief Building Official/Inspector Carl Kolbe 3. Inspector Steven Amaral 4. Inspector Stuart Caulfield 5. Inspector Joseph Domanski 6. Inspector David Escudero 7. Inspector Adam Fowler 8. Inspector Peter Furnell 9. Inspector Rachelle Gravel 10. Inspector Steven Heidebrecht 11. Inspector Anthony Nunes 12. Inspector Steven Smythe 13. Inspector David Stawowczyk 14. Inspector Abid Syed 15. Inspector Ardalan Tanha 16. Inspector Robert Watson 17. Inspector Andy Westcott - 127 - Schedule A – Part B Interim Appointments Item Column Column 1. Inspector Amanda Harris 2. Inspector Barbara Mocny 3. Inspector Gerald Moore The above-noted interim appointments will expire on May 31, 2021. - 128 - Memo To: Susan Cassel City Clerk November 17, 2020 From: Kyle Bentley Director, City Development & CBO Copy: Interim Chief Administrative Officer Director, Corporate Services & City Solicitor Fire Chief Senior Coordinator, Development Liaison Subject: Amendment to By-law 7769/20 (Temporary Patios) - Extension of term On June 29, 2020, Council passed By-law 7769/20 enabling the Director, City Development, or designate, with the delegated authority to process requests for patio extensions on behalf of Council. As the Province’s COVID-19 emergency orders for interior restaurant and bar operations continue to be in effect, and as the City desires to support all reasonable efforts to restore business during the ongoing pandemic, it is recommended that Council enact an amending by-law to extend the temporary patio program beyond its current term ending January 31, 2021 at 3 :00 am. The attached draft by-law amendment has two key components: 1. it extends the effective date of the By-law in Section 9 of By-law 7769/20 to the later of April 30, 2021 or a prescribed date when the Provincial restrictions are lifted; and 2. it limits the program extension to temporary patios operating on private property, with all temporary patios operating on municipally owned property to be removed by January 1, 2021 at 3:00 am. It is recommended the attached is By-law 7796/20 be enacted by City Council, at its meeting scheduled for November 23, 2020, which formally extends the term of effect of By-law 7769/20 as identified above. CH:ld J:\Bylaw\Temporary Patio By-law\Amending By-laws\Memo re amendment to 7769-20.docx Attachment By-law 7796/20 - 129 - The Corporation of the City of Pickering By-law No. 7796/20 Being a By-law to amend By-law 7769/20 that assigned certain functions, duties and authorities to the Director, City Development, or designate. Whereas Council of The Corporation of the City of Pickering enacted By-law 7769/20 to establish a process to submit an application for a Request for Review of a Temporary Patio, and to delegate the authority to approve such Requests subject to conditions; Whereas By-law 7769/20 ceases to be in effect after 3:00 am on January 1, 2021; Whereas Provincial restrictions on the operation of interior restaurant spaces continue to be in force; Whereas Council continues to support the ongoing restoration of the local economy and the provincial Framework for Re-opening the Province, Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Paragraph 9 of By-law 7769/20 is repealed and replaced with the following: This By-law will be effective until the later of: (a) April 30, 2021 at 3:00 am; or (b) the date and time at which the Province lifts all restrictions imposed un der the Emergency Management and Civil Protection Act on the operation of interior restaurant spaces. 2. A new Section 10 is added to By-law 7769/20 as follows: 10. Notwithstanding Paragraph 9 of this By-law, for the period from January 1, 2021 to April 30, 2021, this By-law applies only to temporary new or expanded outdoor patio space operating on private property. For any previously approved new or extended outdoor patios operating on municipally owned sidewalks, boulevards or road allowances, this By-law will be effective only until January 1, 2021 at 3:00 am. 3. By-law 7769/20 remains in full force and effect subject only to the amendments set out herein. By-law passed this 23rd day of November, 2020. ___________________________________ David Ryan, Mayor ___________________________________ Susan Cassel, City Clerk - 130 -