HomeMy WebLinkAboutMay 5, 2025
Executive Committee
Meeting Agenda
Electronic Meeting
May 05, 2025 - 02:00 PM
Chair: Mayor Ashe
Please be advised that in accordance with Section 10.04 of the Procedure By-law, the City of
Pickering is holding Council and Committee Meetings in an electronic format until further
notice.
Members of the public may observe the meeting proceedings by viewing the livestream. A
recording of the meeting will also be available on the City's website following the meeting.
For inquiries related to accessibility, please contact Legislative Services
Phone: 905.420.4611 | Email: clerks@pickering.ca.
Call to Order/Roll Call
Disclosure of Interest
Delegations
Members of the public looking to provide a verbal delegation to Members of the Executive
Committee may do so through a virtual connection into the meeting. For more information,
and to register as a delegate, visit www.pickering.ca/delegation, and complete the online
delegation form or email clerks@pickering.ca.
The list of delegates who have registered to speak will be called upon one by one by
the Chair in the order in which they have registered. Delegates are allotted a maximum of
5 minutes to make their delegation.
Please be advised that your name will appear in the public record and will be posted on
the City’s website as part of the meeting minutes.
Matters for Consideration
Director, City Development & CBO, Report SUS 02-25 Page 5
City of Pickering Community Climate Adaptation Plan 2025 - 2035
1.
2.
3.
4.
4.1
Consultant Delegation
Jade Schofield, Principal Consultant, Climate Compass Advisors
Recommendation:
That Report SUS 02-25, regarding the City of Pickering Community Climate
Adaptation Plan 2025 – 2035, as set out in Appendix I, be endorsed;
1.
That recommendations from the Community Climate Adaptation Plan be
considered, along with other municipal priorities, through future annual
municipal plans and budget processes;
2.
That staff report back to Council on the progress of the Community Climate
Adaptation Plan’s implementation at the end of year three, of the ten-year
plan; and,
3.
That the appropriate officials of the City of Pickering be authorized to take the
necessary actions as indicated in this report.
4.
Director, Corporate Services & City Solicitor, Report CLK 02-25 Page 124
Approval of Voting Methods for the 2026 Municipal Election
Recommendation:
That Report CLK 02-25 regarding the approval of voting methods for the 2026
Municipal Election be received;
1.
That both internet voting and paper ballots, using vote tabulators, be approved
as the voting methods for the 2026 Municipal Election and any by-elections
that may occur during the 2026-2030 Term of Council;
2.
That the draft By-law included as Attachment 1 to Report CLK 02-25 be
approved and enacted;
3.
That the City Clerk be directed to proceed with a Request for Proposal for the
approved voting methods and associated services, and report back to Council
to award the contract to the most appropriate vendor(s); and,
4.
That appropriate City of Pickering officials be authorized to take the actions
necessary to give effect to this report.
5.
Director, Community Services, Report CS 04-25 Page 130
Civic Awards Program
Policy Update
4.2
4.3
Executive Committee Meeting Agenda
May 05, 2025
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Recommendation:
That Council approve the updated Civic Awards Program Policy CUL 150, as
set out in Attachment 1 to this report; and,
1.
That the appropriate City of Pickering officials be authorized to take the
necessary actions as indicated in this report.
2.
Director, Community Services, Report CS 05-25 Page 149
Waterfront Paddle Sport Rental Service
Frenchman’s Bay
Recommendation:
That Report CS 05-25 regarding an update on waterfront paddle sport rental
service on Frenchman’s Bay be received;
1.
That Council approve the inclusion of facilities to accommodate paddle sport
rental services in the design of Beachfront Park Revitalization - Phase 2; and,
2.
That the appropriate City of Pickering officials be authorized to take the
necessary action as indicated in this report.
3.
Director, Community Services, Report CS 07-25 Page 155
Northern Community Halls
Recommendations for Facility Renewal
Recommendation:
That staff be directed to investigate the option to sell Green River Community
Centre, with Infrastructure Ontario being offered the first right of refusal to
purchase for $2.00 as per the original sales agreement (Attachment 1), and
report back to Council with recommendations in Q1, 2026;
1.
That staff be directed to investigate options to sell the former Greenwood
Library back to the Durham District School Board; or lease the facility at a
market rate and report back to Council with recommendations in Q1, 2026;
2.
That staff be directed to renew the management agreement for the Mount
Zion Community Centre with the Mount Zion Community Centre Association
for a two year term from July 1 2025 to June 30 2026 returning said
agreement to Council in Q2, 2025 for endorsement; and to investigate options
to reduce the net capital cost of Mount Zion Community Centre and report
back to Council with recommendations in Q1, 2026;
3.
4.4
4.5
Executive Committee Meeting Agenda
May 05, 2025
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That staff be directed to renew the management agreement for the Whitevale
Community Centre and the Whitevale Arts and Culture Centre with the
Whitevale and District Residents’ Association for a five-year term from July 1,
2025 to June 30, 2030 returning said agreement to Council in Q2, 2025 for
endorsement;
4.
That City Heritage staff evaluate the Mount Zion Community Centre (School
Section #13 Schoolhouse) and Green River Community Centre (Green River
Baptist Church) under Regulation 9/06 of the Ontario Heritage Act to
determine whether the properties merit designation under Part IV of the Act,
and report back to Council with recommendations in Q4, 2025; and,
5.
That the appropriate officials of the City of Pickering be authorized to take the
necessary actions as indicated in the report.
6.
Fire Chief, Report FIR 04-25 Page 187
Fire Department Establishing and Regulating By-law
Recommendation:
That Report FIR 04-25 regarding the Fire Department Establishing and
Regulating By-law be received;
1.
That the draft By-law included as Attachment 1 to Report FIR 04-25 be
approved and enacted;
2.
That By-Law 771/78 be repealed; and,3.
That the appropriate City of Pickering officials be authorized to take such
actions as are necessary to give effect to the recommendations in this report.
4.
Member Updates on Committees
Other Business
Adjournment
4.6
5.
6.
7.
Executive Committee Meeting Agenda
May 05, 2025
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Report to
Executive Committee
Report Number: SUS 02-25 Date: May 5, 2025
From: Kyle Bentley
Director, City Development & CBO
Subject: City of Pickering Community Climate Adaptation Plan 2025 - 2035
File: D-7001-028
Recommendation:
1. That Report SUS 02-25, regarding the City of Pickering Community Climate Adaptation
Plan 2025 – 2035, as set out in Appendix I, be endorsed;
2. That recommendations from the Community Climate Adaptation Plan be considered, along with other municipal priorities, through future annual municipal plans and budget processes;
3. That staff report back to Council on the progress of the Community Climate Adaptation
Plan’s implementation at the end of year three, of the ten-year plan; and
4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.
Executive Summary: The purpose of this report is to seek Council’s endorsement of the City of Pickering Community Climate Adaptation Plan 2025-2035 (CCAP), a comprehensive, community-informed strategy that outlines how the City can proactively manage and adapt to
the growing impacts of a changing climate. A copy of the CCAP can be found in Appendix I.
The CCAP was developed through a five-phase approach that included a climate risk assessment, policy and gap analysis, extensive community and stakeholder engagement, and action planning. It identifies 64 adaptation actions across eight focus areas: Agriculture & Local Food, Nature & Biodiversity, Health, Social Well-Being & Emergency Preparedness, Local Economy,
Planning & Policy, Transportation, Building & Energy, and Stormwater Infrastructure.
The Plan supports and builds upon the City’s existing policies and initiatives, such as the 2024-2028 Corporate Strategic Plan, Integrated Sustainable Design Standards, the Recreation and Parks Ten Year Plan, and the Community Safety and Well-Being Plan. It also aligns with regional, provincial, and federal policies and frameworks including the Durham Community
Climate Adaptation Plan, Ontario Climate Change Impact Assessment, Provincial Planning
Statement, and the National Adaptation Strategy. In developing the Plan, the City reviewed adaptation plans from several other Durham and GTA municipalities, many of which have already adopted similar strategies. These references provided valuable insights and helped to inform the development of a locally tailored, yet broadly aligned approach, to climate
adaptation.
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The implementation of the CCAP will follow a phased approach, with actions categorized as short-, medium-, or long-term. A governance structure has been established to oversee
implementation, supported by a funding mechanism that integrates municipal resources with
potential external grants and partnerships. Progress will be monitored through a set of Key Performance Indicators (KPIs). A five-year review will assess the implementation status of actions, incorporate updated statistics, and allow for adjustments to ensure continued relevance. A more comprehensive ten-year review will reassess the overall vision, objectives,
focus areas, and governance framework, ensuring alignment with evolving climate science,
policy, and community priorities. Equity considerations are embedded across all focus areas of the plan and within the KPIs framework to ensure that adaptation actions prioritize vulnerable populations, and deliver inclusive, community-wide benefits.
The CCAP is a critical step in ensuring this municipality remains a climate-ready and resilient
city, capable of protecting Pickering residents, infrastructure, and ecosystems from current and
future climate-related risks.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan Priority of Lead & Advocate for Environmental Stewardship, Innovation & Resiliency.
Financial Implications: There are no direct financial implications from endorsing the City of
Pickering Community Climate Adaptation Plan. Any costs from recommended actions would be considered through subsequent budget submissions.
Discussion: The purpose of this report is to seek Council’s endorsement of the City of Pickering CCAP.
1. Introduction
Phase 1 was led by the City of Pickering in partnership with the International Council for Local Environmental Initiatives (ICLEI) Canada. Pickering was one of 26 municipalities
selected to participate in ICLEI Canada’s Advancing Adaptation Project, which aimed to strengthen climate resilience across Ontario municipalities. This phase included the creation of a Climate Adaptation Working Group and the completion of a Climate Risk Assessment for Pickering. Aside from staff resources, this phase did not require financial support from the City.
In 2023, as per Resolution #345/23, the City retained a consultant to complete Phases 2 to 5 of the Community Climate Adaptation Plan, as outlined in Section 7.
1.1 Importance of Climate Adaptation in Pickering
The City of Pickering CCAP is a vital strategy developed with the community, for the community, to support proactive and coordinated action in the face of a changing
climate. As extreme weather events such as flooding, heatwaves, and storms become
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more frequent and severe, it is essential to take a forward-thinking approach that protects public health, enhances the resilience of natural and built environments, and
supports the people and businesses who live, work, and invest in Pickering.
To address the impacts of our changing climate, municipalities across Ontario and beyond have been undertaking adaptation planning. Although climate adaptation is already embedded in many of the City’s existing plans and policies, the CCAP serves as a unifying framework to coordinate and strengthen these efforts. Developed through
collaboration with City staff, community partners, and residents, the plan outlines a
structured, inclusive approach to embedding climate resilience into decision-making across all sectors. This approach helps to ensure Pickering positions itself as a resilient city.
2. Climate Science Background
2.1 Adaptation vs. Mitigation
Climate adaptation involves adjusting to the current and expected impacts of climate change by reducing vulnerability and increasing resilience to risks like extreme heat, flooding, and windstorms. Climate mitigation, in contrast, focuses on reducing or preventing greenhouse gas (GHG) emissions through measures such as energy
efficiency, renewable energy, and sustainable transportation.
While both are essential, adaptation ensures that Pickering is prepared for the impacts that are already occurring and expected to intensify. CCAP focuses on a localized approach to enhance climate adaptation and protect the City’s assets, services, and residents.
2.2 Global Climate Trends
According to the Intergovernmental Panel on Climate Change Sixth Assessment Report, released in 2023, climate change is already causing widespread and intensifying impacts around the world. More frequent and severe extreme events such as heatwaves, intense rainfall, and storms, are placing increasing pressure on
ecosystems and communities. Even with significant reductions in GHG emissions,
global warming is likely to reach or exceed a 1.5°C average global temperature increase in the near to mid-term, leading to unavoidable risks. The severity of these risks will depend on local vulnerability, exposure, socioeconomic conditions, and the effectiveness of adaptation measures.
3. Risks and Local Impacts
3.1 Projected Risks Under a High-Emissions Scenario
In 2020, the Ontario Climate Consortium, in partnership with Durham Region, its eight local municipalities, and five local conservation authorities, released a guidance document titled Guide to Conducting a Climate Change Analysis at the Local Scale:
Lessons Learned from Durham Region (2020). The document provides localized,
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downscaled climate projections to support municipal planning, including for the City of Pickering. These projections compare a historical baseline (1971–2000) with future mid-
century conditions (2041–2070) and were used to inform Pickering’s climate risk
assessment.
The projections are based on a high-emissions scenario, known as Representative Concentration Pathway 8.5, which reflects continued high levels of greenhouse gas emissions, resulting in greater warming than lower-emission scenarios. This scenario
represents a plausible upper-bound trajectory and is widely used in climate risk planning
to assess worst-case outcomes relative to today’s conditions.
Under this scenario, Pickering is projected to experience significantly more days above 30°C, leading to hotter, longer summers and increased risks to public health, infrastructure, and energy systems. Winters are expected to become shorter and milder,
with more frequent freeze-thaw cycles, which can damage roads, degrade
infrastructure, and stress natural systems.
The projections also indicate more variable and intense precipitation, which can result in increased stormwater runoff and strain on the maintenance of existing stormwater systems. Additionally, extreme weather events, including storms and high winds, are
expected to stress the urban forest, disrupt ecosystems, accelerate the spread of
invasive species, while impacting agricultural systems and community health.
While the climate projections themselves are drawn from the 2020 guidance document, the anticipated local impacts described here are based on findings from Pickering’s climate risk assessment.
3.2 Recent Pickering Case Examples and Associated Impacts
Year Event Impact
2012 - ongoing Emerald Ash Borer Infestation • Over 3,000 street trees have been lost due to the spread of the Emerald Ash Borer.
• Engineering Services estimated the associated costs at approximately $1,000,000 for tree removals and replacements.
2013 Ice Storm • Significant tree damage, widespread power outages, and hazardous road conditions.
• 530 Pickering residents sought shelter at
evacuation/warming centers.
• According to City of Pickering Report CAO 02-14, the estimated costs were as follows:
• Emergency Response (2013): $115,580
• Clean-up (2013/14): $414,264
• Tree Canopy Restoration: $1,831,680
• Total Cost: $2,361,524
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Subject: City of Pickering Community Climate Adaptation Plan 2025 – 2035 Page 5
Year Event Impact
2017 &
2019
Increased intensity
of storms along
Pickering’s Waterfront
• With the high lake water levels and wave action of 2017
and 2019, much of Pickering’s waterfront sustained significant damage causing the Pickering boardwalk to be removed in 2020 and reconstructed. Source: Let’s Talk Pickering – Beachfront Park & Millenium
Square
2019 Rising Health Impacts from Extreme Heat
• According to the Durham Region Health Department, Durham Region recorded 3,814 emergency department visits and hospital admissions related to heat exposure
in 2019.
2020 Severe Wind Storms • A major windstorm with gusts up to 140 km/h caused
extensive damage in Pickering, affecting local businesses. Source: Global News Report 2020
2022 Derecho Storm (long-lived
windstorm that is
widespread and associated with a line of thunderstorms)
• One of Ontario’s most destructive windstorms, the derecho caused over $720 million in damages across
Ontario.
• According to City of Pickering Report FIR 04-22, 47,014 residents experienced power outages
throughout Pickering.
• Engineering Services estimated the associated costs at approximately $100,000 for tree removal services.
2022 & 2023 Spongy Moth Infestation • Significant Spongy Moth (formerly known as Gypsy Moth) infestation lead to widespread tree defoliation.
• Engineering Services estimated the associated cost for
pest management at approximately $25,000 in both 2022 and 2023.
2023 Wildfire Smoke & Air Quality Concerns • Persistent wildfire smoke significantly impacted air quality in Pickering, prompting high-risk air quality warnings with the Air Quality Health Index reaching
9 out of 10.
• The Chestnut Hill Developments Recreation Complex was open to the community while the special air quality alert was in effect.
2024 Severe Thunderstorms • Intense thunderstorms led to power outages and road closures in Pickering.
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Subject: City of Pickering Community Climate Adaptation Plan 2025 – 2035 Page 6
4. The Broader Value of Adaptation
4.1 Cost Savings and Risk Mitigation
Adaptation planning enables municipalities to manage climate-related risks in a more
strategic and cost-effective manner. According to the Insurance Bureau of Canada (IBC), 2024 was the costliest year on record for severe weather-related losses in Canada, with damages totaling $8.5 billion. IBC also notes that construction costs, which have risen by 66% since 2019, are further elevating the financial burden of post-disaster recovery.
Investing in adaptation can significantly reduce long-term costs and risks associated
with climate change. Measures, such as mandating stormwater infiltration and storage in new subdivisions, expanding the urban tree canopy to reduce heat stress, retrofitting public facilities to serve as community resilience hubs, and applying resilient design standards to new developments, can lessen the severity of climate impacts, lower
infrastructure repair costs, and help avoid costly emergency responses. According to
the Canadian Climate Institute (CCI), using climate-resilient materials for road construction and resurfacing could reduce future costs by more than 90%, saving up to $4.1 billion annually by the 2050s. CCI also estimates that every $1 invested in adaptation generates between $13 and $15 in long-term savings and benefits.
4.2 Co-benefits of Climate Adaptation
In addition to mitigating risk, adaptation measures may also support a range of co-benefits:
• Improved health, social well-being, and equity by reducing exposure to extreme
heat, protecting vulnerable populations, and increasing access to green spaces and
cooling infrastructure.
• Infrastructure and operational efficiency by improving durability, reducing long-term maintenance, and supporting efficient resource use.
• Enhanced biodiversity and nature services via urban tree planting, habitat restoration, and stormwater infiltration measures that improve environmental quality.
• Economic resilience and growth through job creation in adaptation-related sectors
and cost avoidance from reduced disaster impacts.
While the primary objective of the CCAP is risk reduction and resilience building, these broader co-benefits align with some of the City’s other strategic goals related to fiscal responsibility, public service delivery, environmental stewardship, and an inclusive, connected community.
5. Ongoing Climate Adaptation Efforts in Pickering
The City of Pickering has already taken progressive steps toward climate resilience through key policies and planning initiatives, investments in infrastructure and community-focused programs.
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5.1 Policy and Planning Initiative
• 2016: Amendment 23 to the Pickering Official Plan introduced climate adaptation
policies into the City’s long-term land use strategy.
• 2017: Council endorsed the Durham Community Climate Adaptation Plan, aligning local action with regional climate resilience strategies.
• 2019: Working with students from St. Mary’s Catholic Secondary School, Council declared a Climate Emergency, formally recognizing the urgency of climate action.
• 2019: Developed Stormwater Management Design Guidelines to improve flood
resilience and stormwater management practices.
• 2022: Adopted Integrated Sustainable Design Standards to help guide climate-resilient and sustainable development.
• 2024: Adopted the Recreation and Parks Ten Year Plan, incorporating climate
adaptation considerations for public spaces.
• 2025 (Draft): Integrated climate change considerations into the Asset Management Plan, supporting infrastructure decision-making under future climate conditions.
• 2025 (Underway): Initiated update to Pickering’s 2012 Urban Forest Study and Canopy Cover Assessment, to expand the study area, assess the current states of the urban forest, to monitor changes to its condition and as a guide for long-term urban forest planning.
• 2025 (Underway): Initiated Shoreline Coastal Assessment Study (West Shore Boulevard to Marksbury Drive), to determine required shoreline stabilization measures to protect road infrastructure, residential property and waterfront trail from high water levels and storm surges.
5.2 Infrastructure and Environmental Enhancements
• Beachfront Park Revitalization: Strengthened shoreline protection and improved park infrastructure resilience to high water levels and storm surges.
• Waterfront Trail Construction: Included erosion control and habitat restoration to
enhance ecological and structural stability.
• Naturalization Projects: Expanded urban forest canopy and improved biodiversity to support ecosystem resilience.
• Shade Structures and Splash Pads: Installed in part to reduce heat exposure and increase comfort in public spaces during extreme heat events.
5.3 Community-Focused Programs
• Warming and Cooling Centres at City facilities: Provided temperature-regulated
spaces for vulnerable residents during extreme heat and cold events.
• Community Safety and Well-Being Plan (2023): Addressed climate impacts on vulnerable populations.
• Sharing Weather Alerts and Service Disruptions: Improved public safety through real-time updates and emergency preparedness measures.
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Each of these actions positively contribute to climate resilience. As the scale, risks and severity of the changing climate evolves, the Community Climate Adaptation Plan helps
to structure a coordinated and proactive approach to long-term climate preparedness.
6. Supporting Policy Frameworks
Pickering’s policy landscape for climate adaptation continues to evolve, driven by provincial legislation, regional planning frameworks, and the City’s commitment to sustainable development. Climate adaptation is no longer an isolated initiative but an
integral part of municipal planning, asset management, and environmental stewardship.
Recent policy developments emphasize the importance of proactive climate resilience measures to mitigate risks, protect natural assets, and ensure long-term sustainability.
6.1 Federal, Provincial and Regional Alignment
6.1.1 National Adaptation Strategy
CCAP aligns with the Government of Canada’s National Adaptation Strategy (2023),
which emphasizes climate resilience across infrastructure, ecosystems, health, the economy, and emergency preparedness.
6.1.2 Ontario Professional Planners Institute Climate Change Adaptation Practice Guide
Most recently, the Ontario Professional Planners Institute Climate Change Adaptation
Practice Guide (2025) was developed and serves as a critical resource for municipalities, offering guidance on integrating climate adaptation strategies into local decision-making. This guide emphasizes risk assessments, infrastructure resilience, and nature-based solutions, aligning with best practices in municipal climate adaptation.
6.1.3 Ontario Provincial Climate Change Impact Assessment
At the provincial level, the Ontario Provincial Climate Change Impact Assessment (2023) provides municipalities with projections on climate-related risks, highlighting the urgency of integrating adaptation into urban planning and infrastructure management.
6.1.4 Ontario Provincial Planning Statement (2024)
The Ontario Provincial Planning Statement requires municipalities to incorporate climate
resilience considerations in planning for and the development of infrastructure, including stormwater management systems, and public service facilities, and to take into consideration any additional approaches that build community resilience to the impacts of a changing climate.
6.1.5 Ontario Flooding Strategy (2020)
Ontario’s Flooding Strategy underscores the necessity of enhanced stormwater management and emergency preparedness to address increasing flood risks.
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6.1.6 Ontario Regulation 588/17
Ontario Regulation 588/17 mandates that municipalities incorporate climate change
considerations into asset management planning, ensuring that infrastructure planning
accounts for climate-related risks. This includes assessing infrastructure vulnerabilities, identifying adaptation opportunities, and integrating lifecycle cost management to enhance long-term sustainability. As part of this, climate change considerations have been integrated into the Asset Management Plan (pending Council endorsement),
supporting infrastructure decision-making under future climate conditions.
6.1.7 Envision Durham and the Durham Community Climate Adaptation Plan
At the regional level, Envision Durham (2023) embeds climate resilience into growth planning, offering a long-term framework for sustainable land use, transportation, and environmental conservation. The Durham Community Climate Adaptation Plan (2016)
was endorsed by Pickering Council in 2017. This plan identified priority climate risks
and regional vulnerabilities, and served as a foundational resource for Pickering.
6.2 Municipal Climate Policy and Planning Initiatives
6.2.1 Pickering Official Plan Review
On January 1, 2025, planning functions were removed from the Region of Durham, and
Envision Durham became the responsibility of all lower-tier municipalities in Durham
Region, including the City of Pickering. As a result, Envision Durham now exists alongside Pickering’s Official Plan, requiring coordinated implementation to ensure alignment with local and regional climate adaptation goals. Through its Official Plan Review Process (Pickering Forward), Pickering will be further integrating climate
adaptation into key planning areas, such as stormwater management, infrastructure
resilience, and natural heritage protection.
6.2.2 Alignment with Strategic Priorities
Pickering’s policy direction continues to align with provincial and regional mandates while advancing local climate adaptation initiatives. The City of Pickering’s Corporate
Strategic Plan 2024-2028 prioritizes environmental stewardship, climate resilience, and
sustainable urban development with a specific action related to taking action and working with partners on climate change mitigation and adaptation measures.
6.2.3 Land Use Planning, Stormwater Management, and Sustainable Design Standards
Climate considerations are being embedded into policies and sustainable infrastructure
development to support a variety of priorities. Strengthened requirements for
stormwater management align with plans/guidelines such as the Frenchman’s Bay Stormwater Management Master Plan and the Stormwater Management Design Guidelines.
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In addition, the City’s Integrated Sustainable Design Standards serve as a key tool in supporting climate adaptation by noting mandatory and optional performance measures
for new developments to incorporate sustainability features such as low-impact
development, urban heat island reduction measures, building resilience, and enhanced stormwater management practices. These standards are integrated into the development application process and help ensure long-term climate resilience is considered in the design of new development.
6.3 Adaptation plans in the Greater Toronto & Hamilton Area
The City of Pickering’s adaptation efforts align with municipalities across Durham Region and the broader Greater Toronto & Hamilton Area (GTHA). The Town of Ajax launched a comprehensive Climate Risk & Resiliency Plan, and the Town of Whitby developed a Climate Emergency Response Plan to proactively prepare for future
climate-related events. These initiatives, along with Pickering’s, reflect a coordinated
local commitment to building climate resilience. More broadly, several municipalities across the GTHA have developed or are in the process of developing climate adaptation plans:
• City of Toronto
• Durham Region
• Town of Ajax
• Town of Whitby
• City of Brampton (in progress)
• City of Mississauga
• City of Hamilton
• City of Vaughan
• City of Richmond Hill
• Town of Caledon
• Town of Halton Hills
• City of Burlington
• Town of Milton
7. Process to Develop the Community Climate Adaptation Plan
CCAP has been developed through a structured, multi-phase process to ensure a
comprehensive, evidence-based, and community-driven approach to climate adaptation. This process integrates climate risk assessments, policy and gap analysis, community engagement, and action prioritization to create a robust adaptation framework for the City of Pickering.
7.1 Phase 1 – Climate Risk Assessment (2022-2023) - Identified current and projected
climate risks. The Climate Adaptation Working Group (CAWG) was created to include key City staff and community stakeholders. The CAWG conducted a collaborative risk assessment to determine high-priority climate vulnerabilities, particularly concerning environmental, built, and socio-economic systems.
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7.2 Phase 2 – Policy Review & Gap Analysis (Fall 2023) - Examined existing policies to ensure alignment with federal, provincial, regional, and municipal strategies. This
included an extensive review of regulatory requirements, and best practices across
Ontario. An internal review of City policies and programs was also conducted to identify adaptation efforts already in place and pinpoint areas needing strengthened alignment with climate resilience objectives.
7.3 Phase 3 – Community Engagement (2023 – 2025) - Actively engaged residents,
businesses, and community organizations in the development of the plan. The City
implemented a comprehensive communications strategy to raise awareness and encourage meaningful input.
Engagement efforts included three targeted community surveys (general public, schools, places of worship, and the development community), which received a total of
1,120 responses. In addition, letters were sent to invite local Rightsholders, Indigenous
communities, and equity-serving groups to engage in the process.
To gather technical insights, the City hosted three CAWG workshops. Broader community perspectives were further integrated through a public town hall, seven pop-up booths, meetings with Council members, and presentations to advisory committees.
These diverse forms of engagement helped collect local knowledge, priorities, and lived
experiences.
7.4 Phase 4 – Action Plan Development (Spring – Fall 2024) - Prioritized adaptation actions. A long list of potential actions was compiled based on community and technical input, followed by City staff reviews to assess feasibility, integration with existing
policies, timelines, and funding sources. The CAWG further refined the list, and during
the prioritization and costing workshop, ranked actions based on effectiveness, cost efficiency, and ease of implementation.
7.5 Phase 5 – Climate Adaptation Plan Finalization (Fall 2024 – Spring 2025) - Refined and finalized the CCAP. The draft plan was subject to consultation with CAWG and the
broader community. Over 200 comments were received during the refinement period,
which also included one-on-one meetings with key stakeholders and staff. This was followed by public engagement through Let’s Talk Pickering, which included a recording, providing an overview of the draft plan, and a comment section for public feedback. If the CCAP is approved and adopted by Council, staff will proceed to the
implementation phase.
8. Elements of the Plan
CCAP establishes a structured and forward-thinking approach to climate resilience in Pickering. It includes 64 specific adaptation actions across eight focus areas, designed to address the city’s climate risks and vulnerabilities.
8.1 Vision and Guiding Principles - To guide the development and implementation of
these actions, the CCAP is grounded in five guiding principles: science-based decision-making, sustainability, equity and inclusion, collaboration, and transparency and
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accountability. These principles ensure the plan is evidence-based, responsive to community needs, and focused on protecting those most vulnerable, while fostering
long-term environmental, social, and economic resilience.
8.2 Focus Areas
The adaptation actions within the CCAP are categorized into eight key focus areas, that identify strategic priorities to strengthen community resilience:
1. Agriculture & Local Food addresses food security, sustainable farming, and local
food access.
2. Nature & Biodiversity emphasizes enhancing the urban tree canopy, implementing an invasive species management strategy, and restoring ecosystems to improve biodiversity and environmental quality. 3. Health, Social Well-Being & Emergency Preparedness focuses on public health
impacts, community safety, and emergency preparedness.
4. Local Economy addresses climate risk assessments into procurement decisions and supports businesses in adopting resilient practices. 5. Planning & Policy prioritizes integration of climate resilience into policies and development planning.
6. Transportation addresses risks to transportation infrastructure from extreme
weather. 7. Building & Energy encourages energy resilience and climate-responsive building design. 8. Stormwater Infrastructure focuses on reducing runoff, enhancing maintenance,
and requiring water infiltration and storage in new developments.
8.3 Equity and Inclusive Adaptation
Recognizing that climate change disproportionately affects vulnerable populations, the CCAP integrates equity considerations for each focus area. Strategies are designed to ensure that seniors, low-income households, racialized communities, and individuals
with disabilities, have equitable access to climate-resilient infrastructure and services.
Inclusive engagement efforts, and resource allocation, ensure that adaptation investments benefit all community members, particularly those most at risk.
8.4 Phased Implementation Timeline
CCAP follows a 3-phased implementation approach that balances short-term priorities
with long-term goals.
• Short-term actions (1–3 years)
• Medium-term actions (4–7 years)
• Long-term actions (7+ years)
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Subject: City of Pickering Community Climate Adaptation Plan 2025 – 2035 Page 13
9. Implementation Strategy
9.1 Funding Mechanisms
As outlined in CCAP, Pickering’s approach to fund implementation is multi-faceted to
ensure long-term viability and scalability and to balance departmental funding requests with CCAP initiatives. CCAP notes how climate adaptation priorities can be integrated into the municipal budgeting process, while also proactively seeking external funding sources. The City will aim to leverage a combination of traditional municipal funding,
external grants, and explore innovative financing mechanisms. Where feasible, potential
funding sources have been identified to support implementation of individual actions.
9.2 Roles, Responsibilities, and Good Governance
As part of the broader implementation strategy, the CAWG aimed to identify lead and partner roles for each action. In some cases, the City of Pickering will take the lead on
implementation, while in others, it will play a supporting role in collaboration with
external stakeholders, community organizations, and regional partners. This shared-responsibility model ensures coordinated action and leverages collective capacity to deliver on the plan’s goals.
A structured governance process supports the CCAP, clearly outlining the roles and
responsibilities of Council, City staff, and the community in identifying annual priorities,
tracking performance, and seeking efficiencies through collaboration. Monitoring and accountability mechanisms, including performance indicators, will ensure consistent progress and transparency throughout the implementation of the plan.
9.3 Monitoring Progress Through KPIs
To measure progress, CCAP establishes a comprehensive monitoring and reporting
framework supported by KPIs. While the plan organizes actions into eight thematic focus areas, KPIs are grouped into four performance categories:
• Health and Natural Environment: Monitors urban agriculture initiatives, ecosystem
restoration projects, and tree canopy expansion.
• Strong-Built Environment: Evaluates resilient infrastructure, building retrofits, and risk mitigation measures.
• Healthy Society: Assesses community participation in adaptation initiatives, heat-
related health incidents, support programs for vulnerable populations and household emergency preparedness.
• Governance and Government: Tracks cross-departmental and external
partnerships throughout implementation.
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Subject: City of Pickering Community Climate Adaptation Plan 2025 – 2035 Page 14
9.4 Reporting on Progress and Updating the Plan
Maintaining, monitoring, and updating CCAP is essential to ensuring long-term
effectiveness, adaptability, and accountability. A structured review process will guide
implementation by tracking progress, identifying areas for improvement, and allowing for integration of new data, emerging risks, or evolving best practices.
Since short-term actions have a one-to-three-year implementation timeframe, a progress report will be developed after three years, prior to the five-year review to
assess short-term achievements and inform next steps. A comprehensive review of
actions will then be conducted after five years to evaluate implementation status and integrate updated information. At the ten-year mark, a full plan update will reassess the vision, objectives, focus areas, and governance framework to ensure alignment with evolving climate science and City priorities.
10. Community, Staff and Stakeholder Engagement
10.1 Outreach and Engagement Approach
The City of Pickering implemented a comprehensive engagement strategy to ensure that the CCAP reflects the needs, concerns, and priorities of residents, the City, and stakeholders.
A key component was the formation of CAWG, consisting of representatives from City
departments, community organizations, and institutional partners. This group provided critical insights and technical expertise, ensuring that the CCAP is both practical and impactful.
10.2 Members of the CAWG
City Departments:
• Office of the CAO
• City Development
• Community Services
• Economic Development & Strategic Projects
• Engineering Services
• Finance
• Fire Services
• Operations
Community and Institutional Partners:
• Central Lake Ontario Conservation Authority
• Climate Justice Durham
• Durham Catholic District School Board
• Elexicon Energy
• Enbridge
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Subject: City of Pickering Community Climate Adaptation Plan 2025 – 2035 Page 15
• Intact Centre on Climate Adaptation, University of Waterloo
• Invasive Species Centre
• Region of Durham
• Toronto and Region Conservation Authority
10.3 Engagement Strategies and Outreach Activities
The City employed multiple engagement channels to maximize community participation. Engaging a variety of stakeholders, including residents, community organizations, and institutional partners, was essential to ensuring the plan reflects diverse perspectives
and addresses the needs of all who live, work, invest, and play in Pickering.
10.3.1 Public Communications and Digital Engagement
A Let’s Talk Pickering project page was created where residents could access information, participate in surveys, and provide feedback. Project information was shared via the City’s, social media, newsletters, digital billboards, and website, with over
2,300 webpage views.
10.3.2 Targeted Stakeholder Engagement
Targeted engagement included four initial community surveys, including general public, schools, places of worship, and development community, which received a combined 1,120 responses. Targeted emails were sent to community groups, places of worship,
sports clubs, academic institutions, utilities, and the local development community.
Letters were also sent to equity-serving groups, Indigenous communities, and Rightsholders. This process captured a wide range of perspectives.
10.3.3 Workshops, Meetings, and Public Events
The City hosted seven pop-up booths at key locations to facilitate direct engagement
with residents. These locations included: a grocery store, George Ashe Library &
Community Centre, Chestnut Hill Developments Recreation Complex, and Pickering Public Library. Three Climate Risk Assessment workshops were conducted with the CAWG during Phase 1, followed by three additional workshops during phases 2 - 4 focused on policy review, gap analysis, and adaptation action prioritization. A town hall
meeting, Councillor meetings, and advisory committee presentations further enriched
the engagement process.
10.3.4 Public Review and Feedback
The draft CCAP was made available online for public review, and a Public Open House recording was posted to Let’s Talk Pickering to provide an overview of the draft plan
and using a survey tool gathered the community feedback’s on the strategy and actions
before the plan’s finalization. A summary of input received and how it was integrated into the CCAP can be found in Attachment 1.
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Subject: City of Pickering Community Climate Adaptation Plan 2025 – 2035 Page 16
10.4 Correspondence Received
10.4.1 Letter of Concern and Comments to Address
A letter was received from Terry Peters from Durham KICLEI requesting that Council
pause and critically reevaluate Pickering’s participation in the FCM-ICLEI Partners for Climate Protection (PCP) Program and the implementation of associated Climate Action Plans. Letter was submitted through Council Information Index 2025-03-14 (#105-25) & 2025-03-21 (#112-25). The letter expressed concerns regarding the financial,
administrative, and legal implications of these programs. The letter also expressed
specific concerns as outlined in the KICLEI document "Ontario Municipalities: Re-evaluation of Climate Action Plans and FCM ICLEI Partners for Climate Protection Program Participation."
The concerns appear to focus on climate mitigation, specifically, the reduction of
community greenhouse gas emissions and municipal participation in external climate
programs. In contrast, the City of Pickering CCAP is focused on climate adaptation, which involves preparing for, and managing, the impacts of climate change already being experienced at the local level and projected to occur. As such, the concerns raised do not align with the objectives or intent of the CCAP.
Over the years, the City of Pickering has undertaken many actions that support
mitigation, energy conservation, and GHG reduction. The City joined the Federation of Canadian Municipalities PCP Program in 2005 and received funding through the Green Municipal Fund to complete PCP Milestones one through three of the five milestone framework. In 2014, Pickering was recognized for completing milestones four and five.
Since then, the City has maintained free membership in the PCP program, which
provides access to tools and resources, but does not impose any financial or administrative obligations on the municipality. There has been no recent funding or City activity through this program. The City’s corporate objectives are outlined in the recent Council approved Corporate Energy Management Plan.
The report (referenced in this letter) questions the long-term effectiveness of externally
driven climate mitigation programs and the administrative burden, but it does not seem to specifically raise concerns related to community climate adaptation efforts.
Notably, on page 1, the report recommends:
“Redirecting municipal resources from externally driven climate programs to locally
prioritized issues such as ensuring community growth through housing and energy
availability, adaptive infrastructure, economic development, and public safety will better serve residents.”
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Subject: City of Pickering Community Climate Adaptation Plan 2025 – 2035 Page 17
This recommendation can be viewed to support the approach taken in the CCAP, which is a locally developed, community-driven strategy. It was created in collaboration with
residents, staff, and key stakeholders, and it focuses on adaptive infrastructure, resilient
service delivery, and public safety, key local priorities that respond to the City’s unique climate risks.
10.4.2 Letters of Support
The City received letters of support from the following organizations (see Letters of
Support, Attachments 2 to 7):
• Climate Air Partnership
• Climate Justice Durham
• Region of Durham Health Department
• Community Development Council Durham
• Invasive Species Centre
• Toronto and Region Conservation Authority
The City of Pickering Community Climate Adaptation Plan represents a significant step forward in preparing the City for the realities of a changing climate. Grounded in science, shaped by community input, and aligned with municipal, regional, provincial, and federal priorities, the
CCAP offers a clear, actionable framework to help protect people, infrastructure, and ecosystems from growing climate risks. By endorsing this plan, the City reinforces its commitment to resilience, equity, and sustainability, helping ensure that Pickering remains a safe, thriving, and climate-ready community for all who live, work, and play in the City.
Appendix:
Appendix I City of Pickering Community Climate Adaptation Plan 2025-2035
Attachments:
1. Summary of Input Received and Integration into the CCAP 2. Letter of Support, dated March 14, 2025 – Clean Air Partnership
3. Letter of Support, dated March 17, 2025 – Climate Justice Durham
4. Letter of Support, dated March 26, 2025 – Region of Durham Health Department 5. Letter of Support, dated April 3, 2025 – Community Development Council Durham 6. Letter of Support, dated April 9, 2025 – Invasive Species Centre 7. Letter of Support, dated April 15, 2025 – Toronto and Region Conservation Authority
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Subject: City of Pickering Community Climate Adaptation Plan 2025 – 2035 Page 18
Prepared By:
Original Signed By
Melanie Edmond, HBSc.
Coordinator, Sustainability
Original Signed By
Chantal Whitaker, BESc (Hons), CSR-P Manager, Sustainability & Strategic Environmental Initiatives
Approved/Endorsed By:
Original Signed By
Kyle Bentley, P. Eng.
Director, City Development & CBO
ME:ld
Recommended for the consideration of Pickering City Council
Original Signed By
Marisa Carpino, M.A.
Chief Administrative Officer
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Appendix I to Report No. SUS 02-25
City of Pickering
Community Climate Adaptation Plan 2025-2035
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Community Climate
Adaptation Plan
2025-2035
City of Pickering
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Table of Contents
Land Acknowledgement 3
Executive Summary 4
Acknowledgments 5
Message from the Mayor 6
Message from the CAO 7
Introduction 8
Local Context 9
Recent Extreme Weather-Related
Events 10
Alignment with Corporate
Strategic Plan 11
Actions to Date 12
Policy Drivers 12
Climate Projections 13
Key Insights 14
Climate Risk Assessment 15
Community Engagement 17
Key Findings from the
Engagement Process 19
The Business Case for Adaptation 20
Projected Future Costs of Climate Risks in Canada 20
The Savings of Proactive Action 22
The Co-Benefits of Investingin Climate Adaptation 23
Incorporating a Climate Equity Lens 25
Integrating Climate Equity inPickering’s CCAP Development and Implementation 26
Guiding Principles 28
Vision, Objectives, & Focus Areas 29
Vision Statement 29
Objectives 29
Focus Areas 30
Agriculture & Local Food 31
Nature & Biodiversity 33
Health, Social Well-Being, & Emergency Preparedness 35
Local Economy 37
Planning & Policy 39
Transportation 41
Building & Energy 43
Stormwater Infrastructure 45
Implementation Strategy 47
How to Read the Implementation
Strategy 48
Key Performance Indicators 49
Actions 50
Agriculture & Local Food 50
Nature & Biodiversity 53
Health, Social Well-Being, & Emergency Preparedness 58
Local Economy 64
Planning & Policy 66
Transportation 69
Building & Energy 72
Stormwater Infrastructure 76
Governance 78
Governance Process 79
Roles and Responsibilities 80
Annual Planning & Budgetary Process 82
Supporting Funding Mechanisms 82
Grants & Loans that SupportClimate Adaptation 83
Strategic Funding Recommendations 84
Maintaining, Monitoring & Updating 84
Third-Party Reporting 85
Conclusion and Looking Forward 86
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Land Acknowledgement
We acknowledge with respect and gratitude that this
report was produced on land within the Treaty and
traditional territory of the Mississaugas of Scugog Island
First Nation and Williams Treaties signatories of the
Mississauga and Chippewa Nations who continue to live
on, steward, and host the land known as the City of
Pickering.
The City of Pickering is also home to many
Indigenous persons and communities who represent
other diverse, distinct, and autonomous Indigenous
nations. This acknowledgement reminds us of our
responsibilities to our relationships with the First
Peoples of Canada, and to the ancestral lands on
which we learn, share, work, and live.
We are grateful to live and work on these lands and
acknowledge the responsibility to ensure they are
cared for respectfully, especially in the face of our
changing climate. It is important to highlight that
acknowledging Indigenous peoples' history of
adapting to climate challenges is an important step
toward reconciliation, honouring their resilience and
knowledge in addressing environmental issues.
2025 -2035 Community Climate Adaptation Plan | 3
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efforts to protect and improve long-term sustainability
and does not replace or undermine mitigation efforts.
Pickering has already been impacted by extreme weather
events. Future projections indicate a warmer and wetter
climate, along with heat extremes and precipitation variability
which will pose new challenges. The latest Sixth
Assessment Report (AR6) by the Intergovernmental Panel
on Climate Change highlights the widespread impact of a
changing climate, including more frequent and intense
extreme events leading to adverse impacts on nature and
people.
The AR6 report also emphasizes that even with
significant reductions in greenhouse gas (GHG)
emissions, there is a high likelihood that global warming
will reach or exceed 1.5 degrees Celsius (1.5°C) in the
near term, causing unavoidable increases in climate
hazards and risks to ecosystems and humans. The level
of risk will depend on trends in vulnerability, exposure,
socioeconomic development, and adaptation.
Now more than ever, it is crucial for cities to implement
comprehensive, effective, and innovative responses to
climate change that integrate climate adaptation and
mitigation efforts. These strategies are essential for
advancing sustainable development and capitalizing on the
co-benefits they provide.
Executive Summary
Our changing climate is one of the greatest
challenges faced by cities worldwide. In response,
the City of Pickering has made it a priority to plan
and implement strategies to address these
impacts. The Community Climate Adaptation Plan
(CCAP) is a key initiative reflecting Pickering’s
commitment to enhancing climate resilience. This
plan addresses the increasing impacts of climate
change, including extreme weather events and rising
temperatures, which can threaten local ecosystems,
infrastructure, and community well-being.
By integrating scientific insights, comprehensive policy
analysis, and extensive community and stakeholder
feedback, Pickering aims to develop a forward-thinking
strategy that ensures both immediate and long-term
climate resilience. This plan serves as a strategic guide
to inform ongoing initiatives, ensuring that the CCAP
evolves in a manner that is adaptable and aligned with
Pickering’s commitment to sustainable community
development.
The effects of climate change are wide-ranging and
require diverse responses. While mitigation efforts aim
to contain long-term impacts, adaptation measures are
necessary to address current and future climate
impacts. Adaptation complements local government
2025 - 2035 Community Climate Adaptation Plan | 4
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2025 -2035 Community Climate Adaptation Plan
Prepared by
Climate Compass Advisors Limited
Jade Schofield, MSc, EP | Principal
City Departments Community Partners
•Office of the CAO•City Development•Community Services•Economic Development &
Strategic Projects•Engineering Services•Finance•Fire Services•Operations
•Central Lake Ontario Conservation Authority•Climate Justice Durham•Community Safety & Well-
Being Advisory Committee•Durham Catholic District School Board•Elexicon Energy•Enbridge•Intact Centre on Climate
Adaptation, University of
Waterloo•Invasive Species Centre•Region of Durham•Toronto and Region
Conservation Authority•Waterfront Visionary Advisory
Committee
The CCAP has been created in partnership with various City staff,
individuals, agencies, committees, and organizations. This plan
strives to represent those voices. Pickering’s Community Climate
Adaptation Plan acknowledges the following partners for their
collaboration and insight:
Acknowledgements
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Message from the Mayor
Climate change is no longer a distant concern - it is here, in our communities
and impacting our daily lives. The recent floods across Ontario, air quality crises
from wildfires, and devastating droughts throughout Canada all underscore this
urgent truth. These are not isolated events, but part of an escalating reality that
requires immediate action.
I am proud to introduce the City’s first-ever Community Climate Adaptation Plan
(CCAP). The CCAP is a crucial step forward in protecting the environment and
preparing for the future. It identifies key climate risks and outlines a
comprehensive framework to safeguard our city and residents, enabling them to
effectively prepare for, and adapt to, extreme weather events.
The City has proactively integrated climate resiliency strategies through various
Council-endorsed programs, plans, and policies, including the Integrated
Sustainable Design Standards and the Stormwater Management Design
Guidelines. Additional measures to enhance the community’s climate resiliency
include designating City facilities as cooling and warming centres, waterfront
restoration, and naturalization projects. This plan will build on and advance
these existing efforts.
Addressing climate change is a shared responsibility, and the City is committed
to leading by example. Together, we can adapt to these changes, safeguard our
environment, and preserve the city’s vibrancy for future generations.
Let’s build a resilient Pickering that thrives in the face of a changing climate.
Yours truly,
Kevin Ashe
Mayor, City of Pickering
2025 - 2035 Community Climate Adaptation Plan | 6
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2025 -2035 Community Climate Adaptation Plan
As the Chief Administrative Officer of the City of Pickering, I am proud to share
with you our Community Climate Adaptation Plan (CCAP). Climate change is a
reality impacting communities globally, and Pickering is no exception. From
extreme weather events to rising temperatures, we are witnessing the effects
firsthand, underscoring the urgent need for us to adapt and strengthen our
resilience.
The City of Pickering is committed to playing its part in this global effort. Our
CCAP is not just a document; it is a testament to our dedication to enhancing
climate resilience. This plan outlines strategies and actions to address the
increasing impacts of climate change, ensuring the well-being of our community,
local ecosystems, and infrastructure.
From infrastructure upgrades and green space expansions to adopting climate-
resilient plans, the City is proactively integrating climate resilience practices. It is
essential that we continue to incorporate these adaptive strategies into our core
planning and decision-making processes. By fostering continuous dialogue with
our community and local businesses, and prioritizing equity in all our efforts, we
can ensure that every resident benefits from these initiatives.
The CCAP serves as a vital tool as we navigate our path toward a sustainable,
resilient future for Pickering. Our collective efforts today will leave a lasting
impact on the environment and quality of life for generations to come.
Thank you for your ongoing support as we embark on this crucial journey
together.
Sincerely,
Marisa Carpino
Chief Administrative Officer, City of Pickering
Message from the CAO
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2025 -2035 Community Climate Adaptation Plan
Climate change is defined as the long-term shift in
temperatures and weather patterns primarily due to human
activities that release greenhouse gas emissions. Climate
change is already impacting Ontario. Recent events, such
as the 2017 floods, the 2022 derecho storm, the 2023 air
quality issues from wildfires in Northern Ontario, Quebec
and Western Canada,and the 2024 flooding events in the
Greater Toronto Area, highlight the urgent need for
comprehensive action.
Effective climate action encompasses two key
strategies: adaptation and mitigation.
•Climate adaptation focuses on preparing for and
managing the impacts of climate change.
•Climate mitigation aims to limit future climate change
by reducing greenhouse gas emissions.
For Pickering, prioritizing climate adaptation will ensure the
city can effectively manage the inevitable impacts of a
changing climate, fostering a resilient and thriving
community.
Introduction
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Local Context
Pickering is already experiencing the impacts of climate change,
including an increase in high heat days, the spread of invasive
species, and extreme weather events, resulting in a loss of tree
canopy, property damage, and utility disruptions. Climate
modeling projections show these impacts will become more
frequent, intense, and severe over time.
In 2022, a derecho storm caused over $720 million in damage in
Ontario1, leaving thousands in Pickering and Uxbridge without
power for more than a week as a result of the extensive damage.
More recently, in July 2024, severe thunderstorms caused heavy
rainfall and road closures in Pickering.
The 2024 storm also significantly impacted the broader Greater
Toronto Area, leaving 167,000 people without power and causing
widespread basement flooding2.
These events highlight the urgent need to build resiliency to
floods, windstorms, heat events, and poor air quality caused by
wildfires. As climate change progresses, these extreme weather
events will become even more intense and frequent, making it
crucial to take proactive action now to protect Pickering’s
residents, infrastructure, and environment.
1 Insurance Bureau of Canada (2024). “Derecho storm ranks 6th largest insured loss event in Canadian history”.
https://www.ibc.ca/news-insights/news/derecho-storm-ranks-6th-largest
2 City of Toronto (2024). “Toronto’s Current and Future Climate” www.toronto.ca/wp-content/uploads/2024/12/949f-
TorontosCurrentandFutureClimate-REPORT-Final.pdf
2025 - 2035 Community Climate Adaptation Plan | 9
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2025 -2035 Community Climate Adaptation Plan
Recent Extreme Weather-Related Events
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2025 -2035 Community Climate Adaptation Plan
The City of Pickering launched its first Corporate Strategic Plan, which identifies a vision, goals, and key actions to be
achieved over this term of Council and beyond.
This climate adaptation plan aligns with the six priorities
outlined in Pickering's 2024-2028 strategic plan by:
Advancing Innovation & Responsible Planning to
Support a Connected, Well-Serviced Community: By
incorporating climate resilience into planning, the plan helps
ensure that new developments are sustainable and
adaptable, fostering a well-connected and well-serviced
community.
Championing Economic Leadership & Innovation:
Integrating climate resilience into urban planning drives sustainable practices, boosts economic growth, and attracts
investment.
Advocating for an Inclusive, Welcoming, Safe & Healthy Community: Actions in the plan aim to enhance community
safety and well-being, protect vulnerable populations, and
support resilient infrastructure and green spaces.
Leading & Advocating for Environmental Stewardship,
Innovation & Resiliency: The plan reinforces Pickering’s
environmental leadership through innovative and proactive
climate resilience measures.
Strengthening Existing & Build New Partnerships: It
facilitates collaboration with municipalities, businesses, and
organizations, strengthening existing partnerships and
forming new alliances.
Fostering an Engaged & Informed Community: The plan
promotes equitable involvement and awareness among residents, empowering and supporting their resiliency
efforts.
Alignment with the Corporate Strategic Plan
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•warming and cooling centres to support residents
during extreme weather events
•naturalization projects
•shade structures•waterfront restoration
The plan is designed to align with initiatives such as the
Corporate Energy Management Plan, the Community
Emergency Management Plan, the Integrated
Sustainable Design Standards, the Community Safety
and Well-Being Action Plan, and Amendment 23 to the
Pickering Official Plan. To enhance its climate resiliency,
the City of Pickering in collaboration with ICLEI Canada
conducted a technical assessment to identify and
prioritize climate risks. This work, done as part of the
Community Climate Adaptation Plan, helped to tailor the
approach to community needs.
Policy Drivers
A comprehensive policy review at the federal, provincial,
and regional levels informed the CCAP's development,
ensuring it complemented existing policies while
providing strategic adaptation benefits.
2025 - 2035 Community Climate Adaptation Plan
Examples of plans in which alignment has been sought
includes the National Adaptation Strategy; the Durham
Community Climate Adaptation Plan, which was
endorsed by Pickering Council on May 8, 2017; and the
Toronto and Region Conservation Authority’s 2023-
2034 Strategic Plan.
These plans offer robust frameworks and strategic
directions that are highly relevant to enhancing the City
of Pickering’s climate adaptation planning. These
documents provide actionable insights and collaborative
opportunities that Pickering can leverage to bolster its
climate adaptation and sustainability efforts.
As such, this plan aims to balance economic,
environmental, and social priorities, integrating climate
action into all these efforts.
Phased Approach
The development of the climate adaptation plan followed a
structured five-step approach:•Phase 1: Climate Risk Assessment
•Phase 2: Policy Review & Gap Analysis
•Phase 3: Community Engagement•Phase 4: Action Plan Development
•Phase 5: Climate Adaptation Plan Finalization
Actions to Date
In addition to the Corporate Strategic Plan, Pickering
has integrated climate resiliency into its corporate and
community culture through various programs, policies,
and declarations. The City has since implemented
measures, such as:
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2025 -2035 Community Climate Adaptation Plan
What is RCP 8.5?
A Representative Concentration Pathway (RCP) is a climate
model used by the Intergovernmental Panel on Climate Change
(IPCC). The IPCC is an international organization that evaluates
and synthesizes the latest scientific research on climate change.
In its Fifth Assessment Report (2014), IPCC used RCPs to
illustrate how different greenhouse gas emission levels impact
future climate conditions. In the Sixth Assessment Report (2021),
these scenarios are now based on Shared Socioeconomic
Pathways (SSPs), with the timing of this plan and availability of
climate parameters, RCPs were used. The plan presents RCP
8.5 for 2041-2070, aligning with trends in the Region of Durham
and neighboring municipalities. For a detailed breakdown of
Pickering's climate projections, please visit the Guide to
Conducting a Climate Change Analysis at the Local Scale:
Lessons Learned from Durham Region (2020)3.
Why RCP 8.5?
Using the RCP 8.5 scenario for Pickering’s Community Climate
Adaptation Plan is crucial because global GHG emissions are
still trending upwards, aligning with this high-emissions pathway.
Assuming new policies and investments will reverse this trend is
not yet prudent, making RCP 8.5 the most reliable basis for
planning.
Climate Projections
Climate Change Analysis
for Durham Region
In 2020, the Ontario Climate Consortium, in partnership with
Durham Region, the eight local municipalities and five local
conservation authorities, published a guidance document titled
Guide to Conducting a Climate Change Analysis at the Local
Scale: Lessons Learned from Durham Region (2020). The
document presented downscaled climate projections across
Durham Region using an ensemble modelling approach.
The insights from this work offer a crucial foundation for
understanding and preparing for the city’s future climate
scenarios. These findings have provided updated climate
projections that paint a detailed picture of the expected
meteorological changes, such as increased temperatures and
more intense precipitation patterns. These projections were
used to help Pickering inform the priorities for developing its
adaptation strategies, ensuring that infrastructure, natural
resources, and community planning are resilient in the face of
evolving climate realities.
3 Ontario Climate Consortium (2020). “Final guide to conducting a
climate change analysis”.
https://climateconnections.ca/app/uploads/2021/03/Final-Guide-to-
Conducting-a-Climate-Change-Analysis-OCC_Nov.pdf
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These projections paint a picture of a warmer and wetter future for Pickering, with heat extremes and precipitation variability posing
new challenges. While reduced cold extremes may alleviate some winter-related issues, the potential benefits such as extended
growing seasons and reduced snowfall are accompanied by their own set of management challenges. These include increased
risks from pests, droughts, fires, and other climate-related extremes.
3 Ontario Climate Consortium (2020). “Final guide to conducting a climate change analysis”.
https://climateconnections.ca/app/uploads/2021/03/Final-Guide-to-Conducting-a-Climate-Change-Analysis-OCC_Nov.pdf
2025 -2035 Community Climate Adaptation Plan
Ice and Snow: The number of potential ice days per year in Pickering is projected to decrease by 16.1 days,
leading to potential challenges for winter activities and ecosystems adapted to historical snow conditions, but also
reducing some of the winter heating energy demands.
Mean Annual Temperature: A significant rise
in mean annual temperature is anticipated,
reaching 10.1°C by 2070, compared with the
historical average of 7.0°C.
Extreme Heat Days: There will be a dramatic increase in the number of extremely hot days,
with those over 30°C expected to jump from 7.6
days to 23.1 days per year, and days over 35°C
increasing from 0.2 days to 2.8 days annually.
Extreme Cold Days: The occurrence of
extremely cold days will become less frequent,
with days below -20°C decreasing from 8.6 to
just 3.0 days per year, and days below 0°C reducing significantly from 146.8 to 111.6 days,
indicating much milder winters.
Precipitation: Predictions show a 19% increase
in overall annual precipitation. Extreme single-
day rainfall events are projected to increase in intensity by up to 21 mm above the current
maximum.
Dry Days: The number of consecutive dry days
is expected to increase from 18.2 days to 21.9
days, indicating a shift toward longer dry periods
in the future climate conditions of the area.
Growing Season: The growing season in Pickering is projected to extend significantly, from
163 days to 193 days by 2070. This increase of
close to 30 days allows for a longer duration of
plant growth and agricultural productivity.
Key Insights
Under the RCP 8.5 scenario, the climate trends for the City of Pickering are projected using values from 1971 to 2000 as a
baseline compared with future projections for 2041 to 2070. The following climate projections were extracted from the Ontario
Climate Consortium Guide to Conducting a Climate Change Analysis at the Local Scale: Lessons Learned from Durham
Region (2020)3. This comparison points toward a significant increase in temperatures and changes in precipitation patterns.
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2025 -2035 Community Climate Adaptation Plan
The City of Pickering in collaboration with ICLEI
Canada conducted a community-wide climate risk
assessment.
This work involved the Climate Adaptation Working Group,
made up of community stakeholders and various regional
and City departments, who participated in a co-created
climate risk and vulnerability assessment.
Through a series of exercises the working group identified
the following eight priority climate impacts to move forward
into planning, focusing on those with medium or higher
risk scores in at least one category. These priority impacts
form the basis for Pickering’s strategic efforts to build
resilience against a changing climate.
Priority Climate Impact Statements
•Increase in temperatures or sudden fluctuations in
temperature and rain events, causing damage to crops,
trees, native plants, and fruit-bearing plants. This could
result in reduced vegetation, crop yield for agriculture, and
food sources for wildlife.
•Increase in average temperatures and hot days over 30°C
causing heatwaves leading to health risks (such as
cardiovascular disorders, heat stress) especially to
vulnerable populations.
Climate Risk Assessment
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2025 -2035 Community Climate Adaptation Plan
•Increase in the average temperatures and hot days over
30°C causing increased stress on corporate infrastructure
and assets such as buildings and roads, resulting in
increased maintenance and replacement requirements.
•Increase in the average winter temperatures causing shifts
in eco-regions for flora and fauna and hardiness zones,
resulting in increased survival and spread of invasive
species such as the Emerald Ash Borer and Phragmites,
damage to urban forests, and reduced ecosystem
services, such as water cycle impacts, pollinator impacts,
and decreased health of natural heritage features.
•Hotter and drier summers causing higher tree mortality
and decreased health of non-irrigated grass, resulting in
loss of natural cooling areas.
•Hotter and drier summers causing decreased health
of the urban forest and other natural features such as
wetlands, resulting in reduced ecosystem services.
•Increase in the frequency and intensity of
precipitation events causing increased runoff and erosion,
resulting in increased stress on stormwater management.
•Increase in the frequency and intensity of extreme
weather, resulting in temporary closure of businesses,
schools, markets, and City events and programs.
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2025 -2035 Community Climate Adaptation Plan
•Conducted stakeholder mapping, categorizing
stakeholders by criteria, and prioritizing inclusivity.
Following this an engagement plan targeting technical
stakeholders, First Nations and Indigenous Peoples, the
public, and Council members was developed for
effective and equitable engagement.
•Sent out letters to invite local Rightsholders,
Indigenous, communities, and equity-serving groups
to engage in the process.
•Engaged Council members to discuss project scope,
deliverables, and future steps. Hosted a follow-up
session to discuss community feedback, and the
development of the plan.
•Created a dedicated Let’s Talk Pickering page to
promote the project, solicit feedback, and inform
stakeholders on key updates.
•The City hosted seven pop-up booths at key locations
to facilitate direct engagement with residents.
Community Engagement
Engaging a diverse range of stakeholders was essential
in developing a strong and well-informed Community
Climate Adaptation Plan (CCAP) for the City of
Pickering. This section outlines the methods employed
to try to ensure inclusive, equitable, and effective
participation from all community segments and decision-
makers. Below are the engagement activities undertaken
to support the development of this plan:
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2025 -2035 Community Climate Adaptation Plan
•Targeted surveys with 1,120 survey responses to
gather insights from the public, school community,
places of worship, and development community on
climate risks and preparedness, including
demographic data to identify vulnerable groups.
•Hosted a 2-hour virtual workshop to refine climate
resilience and adaptation actions, using collaborative
planning techniques to prioritize actions and define
roles.
•Conducted a 3-hour in-person workshop to facilitate
collaborative planning to support the plan’s
development by prioritizing actions and identifying
barriers to implementation and risks to inaction, thus
providing inputs to establish an integrated governance
framework.
•Presented the CCAP to various advisory committees to
get their insight on climate adaptation actions.
•Engaged residents at a town hall meeting to discuss
climate risks, adaptation, and resilience; and gather
their experiences and visions for a resilient Pickering.
•Prepared a recording for Let's Talk Pickering to
provide an overview of the CCAP and collected
feedback on the draft plan through a survey.
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2025 -2035 Community Climate Adaptation Plan
Support Networks: Strong willingness among
residents to assist neighbours during
emergencies, highlighting the importance of
community engagement and support networks.
Development Challenges: Development
community incorporates low-impact
development and stormwater management but
faces high initial costs. Needs financial
incentives and clearer guidelines.
Fiscal Responsibility: Emphasis on the need
for fiscal responsibility in implementing climate
adaptation measures.
Continuous Feedback and Adaptation Loop:
Need for a continuous feedback mechanism to
ensure the CCAP remains dynamic and
responsive to evolving community needs and
insights.
Equity Considerations: Crucial to address
diverse and vulnerable populations in
emergency preparedness and response
planning.
Community Concerns: Widespread concern
amongst the public and school community about
weather-related emergencies, particularly power
outages and extreme weather events. Mixed
views on the City’s preparedness. Strong calls
for better communication and climate adaptation
in planning.
Natural Environment: Key concern about
protecting natural habitats, with significant
worries about the impact of development and
growth on natural areas.
Engagement and Education: Importance of
public consultation, education, and improved
climate literacy to address climate denial and
enhance community understanding of climate-
related issues.
This section presents findings from surveys conducted across various community segments in Pickering, along with insights
from interviews with Council members and engagement workshops. These findings have shaped the resulting strategies to
enhance climate adaptation, ensuring that the Community Climate Adaptation Plan is responsive and inclusive of the City’s
diverse needs.
Key Findings from the Engagement Process
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4 Canadian Institute for Climate Choices (2020). “Tip of the iceberg: navigating the known and unknown costs of climate change for Canada.”
https://climatechoices.ca/wp-content/uploads/2021/09/FINAL-ExecSumm-Infrastructure-Report.pdf
Infrastructure Costs
•Flood Damage: Flood damage to homes and
buildings to increase fivefold in the coming decades
and tenfold by the end of the century, potentially
reaching up to $13.6 billion annually4.
•Transportation Damage: Damage to roads and
railways from temperature and rainfall variations could
reach $5.4 billion annually by mid-century, with costs
potentially rising to $12.8 billion by the century’s end.
Damage to electrical infrastructure could exceed $4.1
billion annually4.
Infrastructure Savings from Adaptation
•Building Relocation: Relocating buildings from
high-risk flood zones could reduce flood costs by up
to 90% by the end of the century, potentially saving
up to $1 billion annually4.
•Road Maintenance: Using climate-resilient materials
for road construction and repaving could reduce future
costs by over 90%, saving as much as $4.1 billion
annually by the 2050s4.
Developing a business case for climate adaptation
involves evaluating current and future costs, identifying
potential savings from avoided damages, and highlighting
additional benefits. This approach provides a clear
picture of the financial implications and advantages of
adaptation measures, demonstrating their value in
protecting long-term economic and environmental
sustainability.
Projected Future Costs of
Climate Risks in Canada
The financial impact of weather-related disasters in
Canada has surged dramatically, with average losses
increasing from $8.3 million per event in the 1970s to
$112 million per event between 2010 and 2019—an
extraordinary 1,250% rise. This trend underscores the
escalating costs associated with climate risks4.
The Business Case
for Adaptation
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2025 -2035 Community Climate Adaptation Plan
Economic Impacts
•Heat-Related Health Costs: The cost of heat-related
health issues is projected to range from $3.0 billion to
$3.9 billion annually by mid-century5.
•Transportation Disruptions: Climate-induced
damage to transportation infrastructure could lead to
significant delays and disruptions, resulting in
substantial costs across supply chains and
industries, affecting economic productivity.
•Productivity Losses: Climate change could lead to a
loss of approximately 128 million work hours annually
by the end of the century, translating to $15 billion in
lost productivity5.
Addressing these risks proactively through adaptation
measures can significantly mitigate future costs and
provide additional benefits, such as reduced carbon
emissions and improved public health. By investing in
climate resilience now, municipalities can aim to
prevent substantial future expenses, strengthen its
economic competitiveness, and ensure long-term
environmental and financial stability.
5 Canadian Climate Institute (2021).“The Health Costs of Climate Change” https://climatechoices.ca/wp-
content/uploads/2021/06/ClimateChoices_Health-report_Final_June2021.pdf
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$1
$10
$5
6 Canadian Institute for Climate Choices (n.d.). “Damage Control: How Canada can prepare for climate change impacts”.
https://climateinstitute.ca/adaptation/#:~:text=In%20our%20report%20Damage%20Control,and%20indirect%20savings%20and%20benefits.
2025 - 2035 Community Climate Adaptation Plan
Direct benefits
Reduction of costs directly
associated with the adaptation
measure, such as lower repair
and replacement costs.
Economy-wide benefits
Knock-on benefits associated
with avoided direct costs,
such as reduced disruption of
supply chains.
For every $1 spent on adaptation,
Canadians can expect to gain $13 to
$15 in savings and benefits in the
future.6
The Savings of
Proactive Action
The Canadian Climate Institute’s 2023 report shows that investing
in climate adaptation today has significant financial benefits.
In both low- and high-emissions scenarios, adaptation measures
can reduce climate impacts by up to 50% by the end of the
century. If these measures are combined with global efforts to
reduce emissions, the total economic losses from climate change
can be reduced by 75% by the end of the century6.
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2025 -2035 Community Climate Adaptation Plan
The following co-benefits highlight how climate adaptation
not only addresses immediate climate risks but contributes
to overall enhancements of the well-being of the community.
Economic Resilience and Growth
Proactively adapting to the changing climate helps
safeguard Pickering’s infrastructure from extreme weather
and minimizes the financial burden of service disruptions.
Co-Benefits
•Reduce Future Costs: Investing in climate adaptation can
save significant money over time. For example, the 2013
Toronto floods had $1 billion in damages, and the 2022
Ontario derecho with $720 million in damages in Ontario7.
By upgrading infrastructure now, municipalities can avoid
similar expensive repairs and service interruptions.
•Minimize Service Disruption Costs: Effective climate
adaptation reduces the frequency and severity of service
disruptions, such as power outages. The economic impact
of service disruptions includes repair costs and lost
productivity. Investing in resilient infrastructure helps
mitigate these costs and maintain consistent, reliable
services.
•Generate Local Jobs: Climate adaptation projects, like
building resilient infrastructure, create job opportunities
and stimulate local economic growth8.
•Drive Innovation: Investing in climate solutions fosters
innovation and positions the City of Pickering as a
leader in sustainability.
Enhanced Biodiversity and Nature Services
Climate adaptation efforts are crucial for protecting
Pickering’s ecosystems, water supplies, and biodiversity.
Co-Benefits
•Preserve Natural Resources: Adaptation measures
protect local ecosystems and improve resource
management. For example, some flood prevention
projects help maintain clean water sources, prevent
erosion, and reduce harm to natural habitats, contributing
to a more healthy environment.
•Enhance Community Beautification: Sustainable
practices and green infrastructure, such as expanding
urban green spaces and improving parklands, enhance
the visual appeal of the city. This beautification makes
Pickering more inviting and enjoyable for residents and
visitors alike.
7 Insurance Bureau of Canada (2024). “Derecho storm ranks 6th largest insured loss event in Canadian history”.
https://www.ibc.ca/news-insights/news/derecho-storm-ranks-6th-largest
The Co-Benefits of Investing in Climate Adaptation
8 Government of Canada (2020). “A Healthy Environment and a Healthy
Economy”.
https://www.canada.ca/en/services/environment/weather/climatechange/climat
e-plan/climate-plan-overview/healthy-environment-healthy-economy.html
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8 Ottawa Citizen (2024, December 2). “Stormy weather for city budgets. Ottawa Citizen”. https://ottawacitizen.com/news/local-
news/stormy-weather-for-city-budgets
2025 - 2035 Community Climate Adaptation Plan
•Boost Tourism: A greener, more beautiful city attracts
tourists and enhances their experience. Projects like
urban tree planting and waterfront improvements not only
support environmental health but also increase
Pickering’s appeal as a destination, encouraging tourism
and local economic growth.
•Lower Carbon Emissions: Green infrastructure and
sustainable practices reduce greenhouse gas emissions,
contributing to a healthier environment.
Infrastructure and Operational Efficiency
Investing in resilient infrastructure ensures that City facilities
and services are better prepared to withstand extreme
weather events, reducing maintenance and repair costs.
Effective climate adaptation improves resource efficiency,
such as water and energy management, leading to cost
savings and enhanced operational performance.
Co-benefits
•Enhance Infrastructure Durability: Investing in resilient
infrastructure reduces repair costs. The 2017 Ottawa
flood cost about $80 million in cleanup and repairs;
resilient design can help prevent such high costs8.
•Save on Resources: Better resource management,
such as efficient water systems and energy use, leads to
cost savings and improved operational efficiency.
Improved Health, Social Well-Being, and Equity
Climate adaptation measures are vital for protecting
Pickering’s most vulnerable residents, including low-income
families and the elderly, from climate-related risks. These
efforts not only improve quality of life but also reduce
pressures on emergency services and healthcare systems.
As well, they play a crucial role in closing equity gaps and
supporting reconciliation efforts.
Co-Benefits
•Protect Vulnerable Populations: Adaptation strategies,
such as establishing cooling centres, help shield at-risk
groups from extreme heat and other climate-related
hazards, ensuring their health and safety.
•Reduce Pressure on Emergency Services and
Healthcare: By mitigating extreme weather impacts and
improving public health through adaptation measures,
the city can help can alleviate some of the burden on
emergency services and healthcare systems.
•Close Equity Gaps and Support Reconciliation:
Climate adaptation efforts aim to reduce disparities by
prioritizing the needs of marginalized and historically
underrepresented communities, fostering social equity
and advancing reconciliation.
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2025 -2035 Community Climate Adaptation Plan
The concept of climate equity acknowledges that
climate change doesn’t affect everyone equitably.
For instance, low-income individuals and communities are more
likely to face the severe impacts of climate events, while also
being the most vulnerable to job insecurity. These facts support
the inclusion of an equity lens within the CCAP. Considering
climate equity in Pickering's CCAP is especially crucial as it
aligns with the City's Equity, Diversity, and Inclusion Strategy.
This commitment aims to ensure that climate action is
sustainable, inclusive, and just for all residents.
Specific climate inequity effects include:
•Disproportionate Impact
Climate change disproportionately affects people experiencing
low income, older adults, racialized populations, and persons
with disabilities. These groups may face heightened
vulnerabilities due to inadequate housing, limited access to
food and healthcare, and difficulties during emergencies.
Addressing these inequities is essential for developing
inclusive climate solutions.
•Reconciliation Impact
Climate change can undermine reconciliation efforts with
Indigenous communities by worsening challenges such as land
loss, disruption of cultural practices, and food insecurity.
Incorporating Indigenous knowledge into climate action is
important for achieving true reconciliation.
What is Climate Equity?
Climate equity is a principle that emphasizes fairness in
addressing climate change. It recognizes that everyone—
regardless of gender, race, ethnicity, income, and other
characteristics—should benefit from a healthy environment
and have access to the resources and opportunities they
need to protect themselves from the impacts of a changing
climate.
Incorporating a Climate
Equity Lens
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2025 -2035 Community Climate Adaptation Plan
Addressing social equity in climate adaptation planning
is essential to ensure that vulnerable communities are
not disproportionately affected by climate change and
that adaptation efforts do not further disadvantage these groups. Pickering’s population is expected to grow to
over 150,000 by 2036, and its diverse makeup
underscores the need for an equitable approach in its
Community Climate Adaptation Plan.
Given Pickering’s diverse community, it is crucial to
understand how different segments of society are affected
by and can respond to climate change. This understanding is key to developing inclusive and effective adaptation
strategies that benefit all residents.
Essential steps to address this involve:
Participatory Planning Process
•Community Engagement: Actively involve a diverse
array of stakeholders, including community members
from marginalized groups and stakeholder groups that
support them, in the planning process to ensure their
needs and concerns are addressed.
•Feedback Mechanisms: Establish regular feedback
channels throughout the planning and implementation
phases to adapt strategies based on community input.
Comprehensive Vulnerability Assessments
•Identifying Vulnerabilities: Map out neighbourhoods
and sectors based on their vulnerability to climateimpacts, considering factors such as income, ethnicity,
age, disability, and geographic location.
•Prioritization of Actions: Focus resources andadaptation efforts first on the communities and sectors
identified as most vulnerable.
Data-Driven Strategies
•Data Collection and Analysis: Collect and analyze
data on demographics, health, economic status, and
resource accessibility to inform targeted adaptation
measures.
•Equitable Resource Distribution: Ensure resources
and funding for climate resiliency are distributed
equitably, with prioritization given to the most at-riskcommunities.
Localized and Inclusive Adaptation Measures
•Place-Based Approaches: Customize adaptation
strategies to the specific conditions and challenges of
each community, acknowledging varied vulnerabilities
and capacities.
•Cross-Identity Collaboration: Encourage
collaboration across different identity groups to foster
a collective approach to community resilience.
Integrating Climate Equity in Pickering’s CCAP
Development & Implementation
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2025 -2035 Community Climate Adaptation Plan
Indigenous Engagement and Reconciliation
•Culturally Sensitive Partnerships: Actively seek to
support and collaborate with Indigenous communities,
First Nations, and Indigenous service providers to
develop and implement climate adaptation initiatives
that are culturally relevant and beneficial. Respect and
incorporate traditional knowledge and leadership in the
planning process to enrich the CCAP and foster
stronger community ties and resilience.
•Learning from Indigenous Knowledge: Integrate
Indigenous perspectives and their deep knowledge of
natural systems and millennia of experience as
stewards of the environment. This collaboration will
enhance the effectiveness and cultural relevance of
adaptation strategies.
By embedding these mechanisms into the implementation
of the CCAP, the City of Pickering can strive to ensure
that its climate adaptation efforts are inclusive and
equitable, directly addressing the needs of its most
vulnerable populations and effectively using community
insights and resources for a resilient future.
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2025 -2035 Community Climate Adaptation Plan
This plan is guided by key principles to ensure effective and
equitable action. These principles are designed to align with
the City’s goals and address the pressing challenges of our
changing climate.
Science-Based Decisions: The City commits to
using the latest climate science and local data to
drive effective adaptation strategies.
Sustainability: Solutions are chosen for their benefits
to Pickering’s environment, economy, and overall
community well-being, promoting long-term
sustainability.
Equity and Inclusion: The City embeds an equity
lens and ensures broad community involvement in
climate adaptation planning and decision-making
processes.
Collaboration: The City collaborates with local
Rightsholders, services providers, businesses, and
residents to implement adaptation measures and
enhance community involvement.
Transparency and Accountability: The City
maintains clear communication regarding its climate
goals, progress, and outcomes, with regular updates
and accessible reporting.
Guiding Principles
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2025 -2035 Community Climate Adaptation Plan
Objectives
The following four objectives have been developed to
guide the CCAP. They serve as foundational guidelines
for the plan and inform the actions within the various
focus areas.
•Strong Built Environment: Promote the sustainability
and livability of the community. It integrates resilient
infrastructure, transportation networks, strategic urban
design, flood-resilient measures, sustainable building
practices,and land use.
•Healthy Natural Environment: Promote the well-being
and integrity of the air, water, food, and natural areas. It
includes invasive species control, increased biodiversity,
and the resilience of natural environments, as well as
the promotion of local food systems.
•Healthy Society: Promote the physical health and well-
being of residents. It includes community relations,
education and awareness, diversity and equity, public
safety, and the preparedness and well-being of
community members.
•Good Governance: Encompass the strategic
framework and institutional arrangements that guide
how the city plans for, responds to, and manages
climate change challenges. It is the backbone of our
climate resilience and adaptation efforts.
Vision Statement
Our vision for Pickering is to lead in climate adaptation
by integrating innovative science with a deep
commitment to equity. We aim to protect and enhance
our natural environment, stimulate economic growth, and
enhance social well-being, building a resilient city that
excels in quality of life, innovation, and inclusivity for all.
Vision, Objectives,
& Focus Areas
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2025 -2035 Community Climate Adaptation Plan
The following eight focus areas have been identified as
essential to helping Pickering become a more resilient and
adaptive community. They result from Phase 1 of the
Community Climate Adaptation Plan, analysis of
background research, and extensive public and stakeholder
engagement. In the following sections each focus area is
discussed, including a general description and key issues.
1.0 Agriculture & Local Food
2.0 Nature & Biodiversity
3.0 Health, Social Well-Being, & Emergency Preparedness
4.0 Local Economy
5.0 Planning & Policy
6.0 Transportation
7.0 Building & Energy
8.0 Stormwater Infrastructure
Focus Areas
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Agriculture & Local Food
The Agriculture & Local Food focus area addresses the
challenges and opportunities posed by climate change on local
food systems. Key actions include promoting sustainable
farming practices, partnering with the agricultural sector, and
improving access to locally grown food through initiatives such
as urban agriculture.
Rising temperatures, shifting precipitation, and more frequent
extreme weather events pose risks to crop yields, livestock health,
and farm operations, while also increasing pest and invasive species
pressure.
At the same time, climate change may offer opportunities such as
longer growing seasons and increased crop variety. Adapting to
these changes requires ongoing collaboration with farmers to
support sustainable practices and strengthen local food systems.
Improving local food access, including urban agriculture, enhances
community resilience and supports food security.
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2025 -2035 Community Climate Adaptation Plan
•Enhancing Accessibility:Addressing challenges like limited time, financial
resources, or physical access by designing workshops, urban agriculture
initiatives, and programs to meet diverse needs and schedules.
•Fostering Collaboration:Bridging gaps in participation by encouraging
involvement in cooperatives, networks, and projects from farms of all scales
and from residents with varying knowledge and experience.
•Supporting Sustainability:Mitigating resource disparities by promoting
sustainable practices and guidelines tailored to the needs of farms of all sizes,
including small-scale and community-run operations.
•Engaging Communities:Overcoming representation gaps by involving
diverse groups in the design and implementation of urban agriculture
programs.
•Strengthening Food Security:Addressing unequal access to nutritious food
by ensuring equitable distribution, particularly during climate disruptions, to
build community resilience.
Equity Lens Considerations (Agriculture & Local Food)
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Nature & Biodiversity
The Nature & Biodiversity focus area addresses both the
impacts of climate change on natural systems and the critical
role ecosystems play in enhancing community resilience.
Actions include enhancing the urban forest canopy, managing
invasive species, restoring wetlands and ravines, supporting
species at risk, and integrating nature into stormwater
management and asset planning.
Pickering’s natural areas, including forests, wetlands, ravines, and
urban gardens, provide essential services such as air and water
purification, flood protection, and habitat for native species. Healthy,
biodiverse ecosystems improve climate resilience by reducing heat,
absorbing carbon, and buffering storm impacts.
Adaptation efforts will focus on restoring ecological integrity,
expanding native plantings, and promoting public education and
stewardship. These nature-based solutions not only protect
biodiversity but can also improve public health, climate regulation,
and quality of life for residents.
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•Targeting High-Need Areas: Focus tree planting and canopy enhancements
in neighbourhoods with greater heat exposure, limited green space or
degraded ecosystems.
•Engaging Communities: Address barriers like language differences, lack of
tools or transportation, limited program awareness, and time constraints to
ensure equitable participation in stewardship initiatives.
•Improving Accessibility: Design tree planting subsidies, educational
programs, and initiatives to accommodate residents of all ages, abilities, and
income levels.
•Inclusive Planning: Ensure parks, biodiversity areas, and green spaces are
equitably located, particularly in neighbourhoods with fewer natural features or
higher population density.
Equity Lens Considerations (Nature & Biodiversity)
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Health, Social Well-Being, &
Emergency Preparedness
The Health, Social Well-Being, and Emergency Preparedness
focus area addresses the physical and mental health risks
posed by climate change while promoting equity, public safety,
and social resilience. Actions include developing accessible
public safety communication strategies, climate preparedness
toolkits, and neighbour-helping-neighbour programs to support
mutual aid during emergencies.
Extreme weather events such as heatwaves, storms, and poor air
quality increase the risk of injury, illness, mental health impacts, and
service disruptions. Strengthening emergency preparedness and
expanding awareness of climate risks are essential to reduce these
impacts.
Building community support systems, including buddy networks,
local partnerships, and climate resilience hubs, helps enhance public
well-being and ensures vulnerable populations are protected during
climate-related events.
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2025 -2035 Community Climate Adaptation Plan | 36
•Community Inclusivity: Foster inclusive emergency preparedness initiatives
by addressing barriers such as language, accessibility, and cultural norms,
ensuring all residents can engage with and benefit from support systems.
•Accessible Communication: Use diverse, culturally relevant communication
strategies to ensure emergency information reaches all residents, including
those with limited digital access, sensory impairments, or language differences.
•Equitable Resource Distribution: Prioritize the location and design of
resources like cooling centers, shelters, and public health initiatives to ensure
they are accessible to all neighbourhoods, especially those with socioeconomic
or transportation challenges.
•Culturally Responsive Practices: Develop outreach, health campaigns, and
mental health supports that respect and align with cultural practices, values,
and needs to increase effectiveness and accessibility.
•Infrastructure Equity: Ensure infrastructure improvements, such as school
retrofits and emergency facilities, are equitably distributed and responsive to
the needs of communities with fewer existing resources.
Equity Lens Considerations (Health, Social Well-being, & Emergency Preparedness)
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2025 -2035 Community Climate Adaptation Plan
Local Economy
The local economy focus area addresses climate risks posed to
local businesses. Actions include integrating climate risk
assessments into procurement decisions, supporting
businesses in adopting resilient practices, and increasing
education and awareness to enhance climate resilience.
A resilient local economy is essential for Pickering to thrive in the
face of a changing climate, with initiatives designed to help
withstand the increasing severity of extreme weather events.
Encouraging businesses to implement adaptation practices and
resilient site features plays an important role in fostering a proactive
culture.
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•Inclusive Collaboration: Foster public-private partnerships and involve
diverse community stakeholders to ensure that climate resilience efforts reflect
the needs of all sectors and equitably distribute benefits.
•Support for Small Businesses: Provide targeted assistance to small and
locally owned businesses, helping them develop continuity plans and adopt
resilient practices to withstand climate-related disruptions.
•Equitable Procurement Practices: Encourage municipal procurement
processes that prioritize local and diverse businesses, ensuring economic
opportunities are distributed fairly within the community.
•Accessible Education and Incentives: Engage community leaders to spread
awareness about climate adaptation and promote incentives for adopting
resilient site features, particularly in areas with limited green infrastructure or
resources.
Equity Lens Considerations (Local Economy)
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| 39
Planning & Policy
The Planning & Policy focus area addresses climate risks by
integrating resilience considerations into municipal strategies
and governance, including planning policies for new
development and future growth. Actions include incorporating
climate resilience into infrastructure decisions and budgets, and
reviewing local by-laws to support climate adaptation.
Effective planning ensures that infrastructure decisions, budgets, and
development projects incorporate climate resilience. This focus area
prioritizes the use of local climate data to guide decisions, identify
vulnerable neighbourhoods, and direct support where it is most
needed. Regular updates to municipal response plans and policies
help mitigate urban heat, manage stormwater runoff, and help
protect residents from climate-related risks.
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•Equitable Resource Allocation: Focus infrastructure and budget investments
in areas with limited financial resources or infrastructure resilience, such as
low-income neighbourhoods and rental housing communities, which often face
higher risks from inadequate cooling resources and green spaces.
•Inclusive Engagement: Include seniors, renters, newcomers, and individuals
with disabilities in planning processes to ensure emergency plans and
resilience strategies are accessible, culturally relevant, and reflective of diverse
community needs.
•Accessible Urban Design: Strengthen policies that increase access to green
spaces, shade structures, and cooling solutions in dense urban areas and
communities with limited access to private air conditioning, such as low-income
households and areas with higher populations of elderly residents.
•Resilient Community Support: Develop strategies that help address the
needs of economically vulnerable, socially isolated, or health-compromised
individuals, ensuring emergency preparedness and long-term adaptation
policies prioritize their well-being.
Equity Lens Considerations (Planning & Policy)
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Transportation
The Transportation focus area addresses climate risks that
disrupt mobility, safety, and access to essential services.
Actions include updating design standards for culverts and
flood infrastructure, enhancing snow and ice removal practices,
and improving the clearing of transportation routes after
extreme weather.
As climate-related events like heavy rainfall and extreme
temperatures increase, maintaining safe, connected, and resilient
transportation networks is critical. This involves upgrading
infrastructure, improving road durability, and regularly reviewing
design and maintenance standards to reduce weather-related
disruptions.
2025 - 2035 Community Climate Adaptation Plan | 41
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| 422025 -2035 Community Climate Adaptation Plan
•Prioritizing Infrastructure Needs: Direct upgrades, such as road and culvert
enhancements, to areas where infrastructure is most vulnerable to climate
impacts, ensuring improvements address safety, connectivity, and resilience.
•Accessibility and Affordability: Ensure that climate adaptation measures
and infrastructure improvements are both accessible to all community
members and addressing the needs of low-income, elderly, and other
vulnerable populations.
•Accessible Communication: Provide winter maintenance guidelines and
transportation updates in multiple languages and accessible formats to
accommodate varying literacy levels, language abilities, and accessibility
needs.
Equity Lens Considerations (Transportation)
- 65 -
| 43
Building & Energy
The Building & Energy focus area enhances climate resilience
in both municipal and private buildings by addressing risks
such as structural damage, energy disruptions, and stress on
the energy grid. Actions include supporting resilient building
practices, implementing the Corporate Energy Management
Plan, developing a corporate building standard with climate
adaptation features, and reviewing best practices in climate-
resilient asset management.
This focus area emphasizes integrating energy efficiency,
sustainable materials, and climate-responsive design into both new
and existing buildings. Regular updates to Pickering’s Integrated
Sustainable Design Standards can further support the long-term
resilience of future developments.
2025 - 2035 Community Climate Adaptation Plan
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| 442025 -2035 Community Climate Adaptation Plan
•Prioritizing Vulnerable Areas: Focus on improving resilience in infrastructure
and energy systems in areas with higher climate vulnerabilities, including
neighbourhoods with socioeconomically disadvantaged populations or older,
less resilient structures.
•Affordable Resilience: Ensure climate-resilient upgrades and retrofitting
programs, such as floodproofing and energy-efficient technologies, are
affordable and accessible for residents across all income levels.
•Community-Centred Resilience: Design infrastructure improvements that
prioritize the needs of vulnerable groups, such as seniors and renters, to
strengthen overall community well-being and safety during climate events.
Equity Lens Considerations (Building & Energy)
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Stormwater Infrastructure
The Stormwater Infrastructure focus area addresses climate
risks from increased rainfall and severe storms. Actions
include mandating water infiltration and storage in new
subdivisions, enhancing maintenance of outfalls and catch
basins, and promoting strategies to reduce runoff.
With more frequent and intense weather events, it is essential to
maintain stormwater and drainage systems that can withstand
climate pressures. A comprehensive approach involves regular
inspections, maintenance, and upgrades to ensure long-term flood
resilience and infrastructure reliability.
2025 - 2035 Community Climate Adaptation Plan | 45
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| 462025 -2035 Community Climate Adaptation Plan
•Community-Centred Design: Promote naturalized stormwater solutions, such
as rain gardens and bioretention cells, in areas that face higher risks of
stormwater runoff. These solutions enhance stormwater management while
providing additional community benefits.
•Accessible Education: Create flood mitigation education materials that are
easy to understand and accommodate diverse languages to help residents
access and understand critical information.
Equity Lens Considerations (Stormwater Infrastructure)
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2025 -2035 Community Climate Adaptation Plan
This implementation strategy, organized by 8 focus areas, details the
specific actions required to achieve the CCAP’s objectives. It includes:
1.Identified Actions: Lists the specific actions required to achieve the
strategy’s objectives.
2.Leads and Partners: Suggests possible leads and partners to be
included in the implementation of the actions.
3.KPIs: Establishes key performance indicators (KPIs) to measure the
success and impact of the adaptation efforts.
4.Costing: Estimates the order of magnitude costs associated with
each action and outlines potential funding sources.
5.Timeframe: Provides a timeline for when the actions will be
undertaken.
This comprehensive approach aims to ensure that Pickering can
effectively address climate challenges and enhance community
resilience.
Implementation Strategy
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2025 -2035 Community Climate Adaptation Plan
The below acronyms highlight external grant funding
opportunities to support implementation.Please note
this list is accurate to the date of the creation of this
plan and regular monitoring of external funding
opportunities will be required.
•FCM-GMF Federation of Canadian Municipalities -
Green Municipal Fund
•GCCC Tree Canada FCM - Growing Canada’sCommunity Canopies
•GO-GLLAF Government of Ontario - Great Lakes
Local Action Fund
•IC-DMAF Infrastructure Canada - Disaster Mitigation
Adaptation Fund
•IC-GICB Infrastructure Canada - Green and Inclusive
Community Building Fund
•IC-NIF Infrastructure Canada - Natural InfrastructureFund
•IC-RKI Infrastructure Canada - Research Knowledge
Initiative
•ISAF Invasive Species Action Fund
Timeline
1-3 years
4 -7 years
7+ years
Cost
$0 -100k
$$100k -800k
$$$800k+
To review the CCAP implementation strategy, begin by
examining the outlined adaptation actions with an additional
equity lens tailored to each focus area. The implementation
strategy also provides estimates of the costing and timeline
(reference the legend below for additional clarity) of each
action item along with a set of key performance indicators
that allow progress to be measured against. The
implementation strategy also identifies the designated lead
on the action and a preliminary list of City and community
partners who hold expertise or could support the success of
the action.
How to Read the Implementation Strategy
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2025 -2035 Community Climate Adaptation Plan
Key performance indicators (KPIs) are measurable goals
that help track the success of the CCAP. They can help inform
the City on how well implementation is progressing. While the
following KPIs are quantitative measures, many qualitative
factors are equally important, such as how the action made a
difference to individuals or in neighbourhoods. Although the
impacts can be difficult to measure during the ongoing
implementation of this work, we recognize its importance and
will monitor as applicable.
Healthy Natural Environment (HNE)
1.1 Urban Agriculture Engagement: Number of participants,
engaged in the City's urban agriculture initiatives.
1.2 Ecosystem Restoration Projects: Number of successful
local ecosystem restoration efforts and size of area restored.
1.3 Tree Canopy Expansion: Percentage increase in urban
tree cover.
Strong Built Environment (SBE)
2.1 Resilient Infrastructure Projects: Number of
infrastructure projects designed to handle extreme weather,
including improvements in areas disproportionately affected by
climate impacts.
2.2 Key Infrastructure Assessments and Upgrades:
Number of inspections and upgrades of critical infrastructure.
2.3 Building Retrofits: Percentage of buildings retrofitted for
factors such as temperature regulation, energy efficiency,
wind resilience, air quality, and flood prevention.
2.4 Risk Mitigation Measures Implemented: Number of
climate risk prevention and maintenance projects completed.
Healthy Society (HS)
3.1 Community Participation: Number of residents
participating in climate or resilience surveys, events,
workshops and other community engagement opportunities,
ensuring broad and inclusive community engagement.
3.2 Heat-Related Health Incidents Reduction: Percentage
of heat-related hospital visits, particularly in neighbourhoods
with higher vulnerability to heat impacts.
3.3 Support Programs for Vulnerable Populations: Number
of programs targeting at-risk groups, including low-income,
isolated individuals, the elderly, and disabled residents,
ensuring equitable access to resources that support resiliency,
such as cooling/warming centres and preparedness kits.
3.4 Household Emergency Preparedness: Number of
households prepared for a weather-related emergency.
Good Governance (GG)
4.1 Organizational Collaborations: Number of cross-
departmental and external partnerships formed to enhance the
coordination and effectiveness of climate adaptation efforts.
Key Performance Indicators
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2025 -2035 Community Climate Adaptation Plan
# Action Objective KPIs Cost Timeline Lead Partners Funding
1.1 Partner with agricultural
associations to understand
what farmers are already doing
to address the impacts of
climate change.
GG 4.1 $Region of
Durham
Ontario Federation
of Agriculture,
Ontario Ministry of
Agriculture, Food
and Rural Affairs,
Durham Agricultural
Advisory
Committee,
Durham Region
Federation of
Agriculture
1.2 Facilitate collaboration and
knowledge exchange among
farmers via farmer
cooperatives, community
networks, and participatory
research projects.
HS, GG 3.1
4.1
$Region of
Durham,
City
Development
Ontario Federation
of Agriculture,
Ontario Ministry of
Agriculture, Food
and Rural Affairs,
Durham Agricultural
Advisory
Committee,
Durham Region
Federation of
Agriculture
1.0 Agriculture & Local Food
Actions
| 50
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
1.3 Promote the adoption of
agroecological and
sustainable farming
methods that improve soil
health, conserve water, and
enhance biodiversity, such
as no-till farming, cover
cropping, agroforestry,
hedgerows, and integrated
pest management.
HNE, GG 1.2
4.1
$$Region of
Durham,
City
Development
Ontario Federation
of Agriculture,
conservation
authorities, Durham
Agricultural
Advisory
Committee,
Durham Region
Federation of
Agriculture,
Durham Farm
Fresh, Ontario Soil
& Crop
Improvement
Association
1.4 Promote urban agriculture
through funding initiatives for
schools, community gardens,
rooftop gardens, etc.
HNE, HS, GG
1.1
3.1
4.1
$$City
Development,
Operations,
Finance
Conservation authorities,
Region of Durham,
Durham Integrated
Growers, Durham
Food Policy Council,
Barrett Centre of
Innovation in
Sustainable Urban Agriculture
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
1.5 Continue to offer urban
agriculture-related local food
educational programs such as
seed swaps and vegetable
growing workshops.
HS, GG 1.1
3.1
4.1
$City
Development,
Community
Services,
Pickering Public
Library
Conservation
authorities, Durham
Integrated Growers, Region of Durham,
Barrett Centre of
Innovation in
Sustainable Urban
Agriculture, Durham
Farm Connections,
AgScape
1.6 Continue to support
community-based food
security initiatives such as
farmers markets and
programs that support local
farmers to ensure a stable
local supply of food,
particularly during climate-
related disruptions.
HS, GG 1.1
3.3
4.1
$$City
Development,
Community
Services,
Region of
Durham
Conservation
authorities, local
community groups
e.g., food banks, Durham Farm Fresh,
DARS, Durham Food
Policy Council,
Feed the Need,
Barrett Centre of Innovation in
Sustainable
Agriculture
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
2.1 Develop an invasive species
management strategy.
HNE, GG 1.2
4.1
$$Operations,
Engineering
Services
City Development,
conservation
authorities,
Invasive Species
Centre,
Ministry of Agriculture, Food
and Rural Affairs,
Canadian Food
Inspection Agency
Tree
Canada-
GCCC
ISAF
2.0 Nature & Biodiversity
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
2.2 Analyze heat-vulnerability data
to identify the need for canopy
shade in vulnerable
communities, highlighting areas
where the implementation of
green infrastructure
can mitigate heat-related risks
and improve urban livability.
HNE, HS,
GG
1.3
3.2
4.1
$$Engineering
Services,
City
Development,
Community
Services,
Region of
Durham
Operations,
conservation
authorities
Tree
Canada-
GCCC
2.3 Conduct an urban forest canopy
assessment to evaluate canopy
cover, tree equity, and current
vulnerabilities to climate and
tree health, and to identify
optimal planting areas.
Use this data to update to the
2012 Urban Forest Study.
HNE, GG 1.3
4.1
$$$Engineering
Services,
Operations
City
Development, conservation
authorities, Ontario
Urban Forest
Council, Region of
Durham
Tree
Canada-GCCC
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
2.4 Expand community tree
planting initiatives on public
lands to increase public
engagement and canopy
cover, focusing on enhancing
local biodiversity and
resilience.
HNE, HS,
GG
1.3
3.1
4.1
$City Development Conservation
authorities,
Ontario Power
Generation,
Region of
Durham
Tree
Canada-GCCC
2.5 Support the naturalization,
upkeep, and improvement of
natural areas, especially
forests/woodlands, aquatic
ecosystems, riparian zones,
and wetlands.
Continue to broaden initiatives
that conserve and enrich these
environments.
HNE, GG 1.2
4.1
$$$City Development,
Engineering
Services
Conservation
authorities,
Region of
Durham, Ontario
Federation of
Anglers and Hunters, Ducks
Unlimited
IC-NIF
2.6 Introduce planting and
education strategies to support
pollinators, incorporating
drought-resistant native plants
in urban and natural areas.
HNE, GG 1.2
4.1
$$City Development Conservation
authorities,
garden centres/
nurseries,
horticultural
associations & naturalist groups,
property owners
IC-NIF
2.7 Implement a street tree
campaign where businesses
and residents can adopt and
care for newly planted trees.
HNE, HS, GG
1.3
3.1
4.1
$Engineering
Services,
City Development
Local community
groups,
neighbourhood
associations,
businesses, residents
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
2.8 Transition to heat-and -
drought resistant native
plants and tree species on
City owned/managed lands,
and ensure adequate
resources are available for
increased watering needs,
such as tanker trucks or
irrigation systems.
HNE 1.2
1.3
$Operations City
Development
Tree
Canada-
GCCC
2.9 Develop and implement
programs to educate
residents in the care and
maintenance of privately
owned trees.
HNE, HS,
GG
1.3
3.1
4.1
$City
Development
Local
community
groups,
neighbourhood
associations
Tree
Canada-
GCCC
2.10 Continue providing
additional subsidy programs
for tree planting on private
property.
HNE, GG 1.3
4.1
$City Development Conservation
authorities,
Local Enhancement
& Appreciation of
Forests (LEAF),Forests Ontario,
Region of Durham
Tree
Canada-
GCCC
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
2.11 Explore opportunities
regarding asset
management planning in
relation to the natural
environment.
HNE, GG 1.2
4.1
$$Finance,
Engineering
Services,
City
Development,
Operations
Conservation
authorities,
Region of
Durham,
Natural Asset
Initiative, Greenbelt
Foundation, FCM
FCM-
GMF
2.12 Protect existing high-quality
natural features and areas;
restore degraded ecosystems.
HNE, GG 1.1
1.2
4.1
$Conservation
authorities, Engineering
Services
City Development,
Region of Durham, Ducks Unlimited
Canada
2.13 Explore partnerships
with the Sustainable
Neighbourhood
Action Program
to help
neighbourhoods build
resilience against
climate change.
HNE, HS, GG
1.2
3.1
4.1
$$City Development Conservation authorities,
Region of Durham,
Community Services
FCM-GMF
IC-NIF
| 57
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#Action Objective KPIs Cost Timeline Lead Partners Funding
3.1 Establish buddy systems and
neighbour-helping-neighbour
programs that encourage
residents, especially seniors and
those at risk, to connect with
local community networks;
share resources, information,
and assistance; and enhance
mutual aid and support during
extreme weather emergencies
and other crises.
HS, GG 3.1
3.3
4.1
$Community
Services, Fire
Services,
Office of the
CAO
Region of Durham,
community groups,
neighbourhood
associations, local
faith groups, long-
term care facilities
3.2 Foster stronger relationships
with neighbourhood groups and
local organizations.Work with
them to set up community hubs
during extreme weather events
and investigate options to
increase temporary shelters
during extreme weather events.
HS, SBE, GG 2.1
3.3
3.4
4.1
$$Office of the
CAO
Region of Durham,
community groups,
neighbourhood
associations, local
faith groups, school
boards
2025 -2035 Community Climate Adaptation Plan
3.0 Health, Social Well-Being, & Emergency Preparedness
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
3.3 Design or support programs
aimed at assisting
homeowners and renters in
addressing climate risks and
improving their preparedness
for emergencies. This may
involve providing financial
support programs, technical
assistance for home retrofits,
emergency supplies, and
mitigation measures.
HS, SBE,
GG
2.3
2.4
3.3
3.4
4.1
$$$City Development,
Region of Durham
Fire Services,
Intact Centre
on Climate
Adaptation,
University of
Waterloo
(Intact Centre),
industry
collaborators,
Institute for
Catastrophic
Loss Reduction
3.4 Develop and distribute
educational toolkits that provide
residents with information and
resources on climate risks and
emergency preparedness.
These toolkits should be
accessible, user-friendly, and
tailored to the specific needs
and vulnerabilities of the
community.
HS, GG 3.1
3.4
4.1
$City Development, Fire Services,
Region of Durham,
Office of the CAO
Conservation,
authorities,
Intact Centre
FCM-GMF
IC-DMAF
3.5 Enhance staff capacity
to implement community
support programs and
resources that can manage the
needs of vulnerable populations
during critical times.
HS, GG 3.3
4.1
$Community
Services, Office
of the CAO
Fire Services,
Region of
Durham
| 59
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#Action Objective KPIs Cost Timeline Lead Partners Funding
3.6 Leverage social media and
the City's website to
maintain open and
transparent communication
channels for residents.
Ensure regular
dissemination of significant
weather forecasts,
emergency preparedness
tips, response plans and
resources, and live updates
during emergencies, to
keep the community
informed and prepared.
HS, GG 3.1
3.4
4.1
$Office of the
CAO
Fire
Services,
Region of
Durham,
conservation
authorities,
media outlets
3.7 Conduct a corporate
facility needs assessment
to identify the resources and
infrastructure needed
to optimize warming/cooling
centres, ensuring they are
equipped to support
communities during extreme
temperature events.
HS, SBE,
GG
2.1
2.2
3.2
4.1
$$Community
Services,
Operations
Region of
Durham IC-GICB
2025 -2035 Community Climate Adaptation Plan | 60
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
3.8 Identify which facilities have
backup power generators and
what the facilities can power
with the generator.
HS, GG 2.1
2.2
2.4
4.1
$Community
Services,
Operations
IC-DMAF
IC-GICB
3.9 Launch a transparent public
awareness campaign that
details the steps the City is
taking to improve readiness
for weather-related
emergencies.
This could include showcasing
investments in infrastructure,
training for emergency
personnel, and community
preparedness programs.
HS, GG 3.1
4.1
$$Office of the
CAO, City
Development
Fire Services,
Region of Durham
IC-DMAF
3.10 Review and amend City
staff safety practices as
needed, to ensure safety
during extreme weather
events such as days over
30°C.
HS, GG 2.4
4.1
$Operations Human Resources
| 61
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
3.11 Increase understanding of
values, motivations, and
behaviour shifts,to
influence climate adaptation
perception in community.
HS, GG 3.1
4.1
$City Development Corporate Services,
Community
Services, Office of
the CAO
3.12 Develop culturally inclusive
communication strategies for
public safety messaging,
ensuring that emergency
information respects and
uses cultural communication
norms. For example, form
partnerships with
multicultural media outlets to
broadcast climate resilience
information and education.
HS, GG 3.1
4.1
$$Office of the
CAO
City Development,
Community
Services, Region of
Durham, Durham
Welcome Centre,
Indigenous service
providers, local
faith groups
| 62
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
3.13 Support vector-borne disease
awareness campaign by, for
example, installing educational
signs in local parks and open
spaces, and enhancing disease
management programs.
Promote public health
strategies to control and
prevent outbreaks, including
personal protection practices,
such as the correct application
of repellents and use of
protective clothing.
HS, HNE,
GG
1.2
3.1
4.1
$$Operations,
Region of Durham
Ministry of the
Environment and
Climate Change
3.14 Partner and build strong
relationships with local
organizations to share mental
health support initiatives that
provide counseling and
resources to residents affected
by the psychological impacts of
extreme weather events.
HS, GG 3.1
4.1
$$Office of
the CAO,
Region of
Durham
Local faith groups,
Indigenous service
providers
| 63
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#Action Objective KPIs Cost Timeline Lead Partners Funding
4.1 Expand collaboration and
foster partnerships between
public entities and the
private sector, including local
organizations, to leverage
resources ‒ for example,
engaging with local faith
groups to establish cooling
shelters.
SBE, HS,
GG
2.1
3.3
4.1
$Office of the
CAO, City
Development
Community
Services,
Immigration Centre,
Ajax Pickering Board
of Trade, Partners in
Project Green,
STEP Canada, local
faith groups
IC-RKI
4.2 Integrate climate risk
knowledge into municipal
procurement decisions to
ensure the resilience of
goods, services, and
infrastructure against climate
impacts.
SBE, GG 2.1
2.2
2.3
2.4
4.1
$Finance,
Operations, Community
Services
Region of Durham,
City Development,
conservation
authorities
IC-DMAF
2025 -2035 Community Climate Adaptation Plan
4.0 Local Economy
| 64
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#Action Objective KPIs Cost Timeline Lead Partners Funding
4.3 Raise awareness among
businesses about establishing
plans to address weather-
related emergencies.
HS, GG 3.1
4.1
$Economic
Development
Ajax-Pickering
Board of Trade,
Intact Centre,
Building Owners
and Managers
Association (BOMA)
Canada, Partners in
Project Green,
conservation
authorities
IC-DMAF
IC-RKI
4.4 Encourage businesses to
implement adaptation practices
and resilient site features and
infrastructure.
SBE, GG 2.1
2.4
4.1
$City
Development,
Economic
Development
Ajax-Pickering
Board of Trade,
Region of Durham,
Intact Centre
IC-RKI
IC-NIF
GO-
GLLAF
Tree
Canada
-GCCC
2025 -2035 Community Climate Adaptation Plan | 65
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
5.1 Incorporate climate
resiliency into infrastructure
decisions and associated
capital budgets.
SBE, GG 2.1
2.2
2.3
2.4
4.1
$$$All
departments
Conservation
authorities
FCM-GMFIC-NIF
5.2 Regularly update and test
municipal emergency plans
with a focus on climate-
induced events,
incorporating community
input for improved response
strategies.
SBE, GG 2.4
4.1
$$Office of the CAO,
Fire Services
Region of
Durham,
City
Development
5.0 Planning & Policy
| 66
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
5.3 Conduct a comprehensive
review, as appropriate, to
ensure all local by-laws,
regulations, and the Official
Plan support and enforce
climate adaptation measures.
GG 4.1 $Corporate Services,
Office of the CAO
City Development
5.4 Review best municipal practices to enhance landscaping-related
policies and definitions as
appropriate within the Official
Plan and Zoning By-law to
mitigate impacts of urban heat
and stormwater runoff.
SBE, GG 1.2
1.3
4.1
$City
Development Engineering Services,
Region of Durham,
Landscape Ontario
Tree
Canada
-GCCC
IC-NIF
GO-
GLLAF
5.5 Prioritize the installation of
splash pads and shade
canopy covers in dense
communities where access to
shade and/or air conditioning
may be limited.
SBE, HS,
GG
2.43.3
4.1
$$Engineering
Services
Operations,
Region of
Durham
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#Action Objective KPIs Cost Timeline Lead Partners Funding
5.6 Construct additional features
such as shade structures and
misting stations, in parks and
urban spaces to provide relief
from the heat, especially in high
pedestrian traffic areas.
SBE, HS,
GG
2.4
3.2
4.1
$$Engineering
Services
Operations,
Community
Services
FCM-
GMF
5.7 Explore municipal best practices
regarding by-laws to regulate the
maximum temperature in dwelling
units to protect vulnerable residents from extreme heat.
HS, GG 3.2
4.1
$City
Development,
Corporate
Services
Durham Region
Health, Ontario
Government
| 68
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2025 -2035 Community Climate Adaptation Plan
#Action Objective KPIs Cost Timeline Lead Partners Funding
6.1 Establish a road
infrastructure resilience
assessment program. This
program should regularly
evaluate the vulnerability of
road surfaces, foundations,
and drainage to climate-
related damage. Develop a
guideline to enhance
resilience through material
selection, design standards,
and maintenance practices.
SBE, GG 2.1
2.2
2.3
4.1
$Operations,
Engineering
Services
Conservation
authorities,
Region of
Durham,
Ontario
Government
FCM-GMF
IC-DMAF
6.2 Continue to update and
enhance the design standards
for culverts and flood
infrastructure to improve
resilience and manage future
climate-related events,
prioritizing culvert upgrades or
replacements to bolster
capacity and resilience against
increased precipitation events.
SBE, GG 2.1
2.2
2.4
4.1
$$$Engineering
Services
Conservation
authorities,
Region of Durham
IC-DMAF
6.0 Transportation
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#Action Objective KPIs Cost Timeline Lead Partners Funding
6.3 Facilitate discussions with
municipalities on best
practices, joint efforts, and
standards for clearing
transportation networks after
extreme weather events.
GG 4.1 $Operations Region of Durham,
conservation
authorities,
neighbouring local
area municipalities
6.4 Improve communications to
residents and businesses on
their role in the maintenance of
sidewalks and parking lots,
appropriate salt application
rates, and best management
practices during freezing rain
or snow events.
HS, GG 3.1
4.1
$Office of the
CAO
Operations,
conservation
authorities,
Region of
Durham, Smart
About Salt
Council
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#Action Objective KPIs Cost Timeline Lead Partners Funding
6.5 Explore innovative
approaches for clearing
snow and ice, and the
resources required to
ensure the continued safety
and reliability of travel
during winter weather
events.
SBE, GG 2.1
2.4
4.1
$$Operations Conservation
authorities,
Region of
Durham
6.6 Prioritize active
transportation through the
development and
enhancement of dedicated
bike lanes and pedestrian
pathways to promote
walking and cycling as
viable and safe
transportation options.
SBE, HS,
GG
3.1
4.1
$$$Engineering
Services, City
Development,
Operations
Conservation
authorities,
Region of
Durham
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7.1 Continue implementation of
the Corporate Energy
Management Plan. Develop
a corporate building
standard for City facilities
that include climate
adaptation and resiliency as
key design features, to
protect City facilities from
extreme weather-related
events, enable business
continuity, and allow certain
buildings to act as places of
refuge.
SBE 2.1
2.2
2.3
2.4
$$Operations,
Community
Services
FCM-GMF
IC-GICB
7.2 During the scheduled review
of the Pickering's Integrated
Sustainable Design
Standards, consider
performance measures that
will enhance the resilience of
new developments to extreme
weather-related events.
SBE 2.1 $City
Development
Region of
Durham,
Institute for
Catastrophic
Loss
Reduction, development
community
FCM-GMF
7.0 Building & Energy
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7.3 As opportunities arise,
provide comments to
support revisions to
building codes to require
climate-responsive design
features for new
construction, ensuring
longevity and resilience to
extreme weather events.
SBE, GG 2.1
2.3
2.4
4.1
$City
Development
Provincial
Government
7.4 Organize opportunities
to facilitate the exchange
of best practices and
challenges for climate-
resilient design in
various industries, such
as the development
community, landscape
industry, and others.
SBE, GG 3.1
4.1
$City Development Region of Durham
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7.5 Conduct a best practice review
regarding climate-resiliency
and asset management
planning.
SBE, GG 2.12.2
2.4
4.1
$$Finance,
Operations,
Engineering
Services,
Community
Services,
City
Development
Region of Durham,
Federation of
Canadian
Municipalities
FCM-GMF
7.6 Assist school facilities in
mitigating the impacts of
extreme heat. This may
involve installing shade
structures such as a large
tree canopy, improving
ventilation systems, and
ensuring access to cool
drinking water, to create a
comfortable learning
environment during
heatwaves.
SBE, HS, GG
2.2 2.3
3.2
4.1
$$School boards,
Region of
Durham
City
Development,
Durham Health
7.7 Support studies to identify
potentially suitable locations
for district energy and
microgrids.
SBE 2.1
2.4 $$Region of
Durham,
City
Development
Elexicon Energy,
Operations FCM-
GMF
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7.8 Undertake load forecast
monitoring to understand
both the current and future
electrical capacity based on
development projections.
SBE, GG 2.1
2.2
2.44.1
$Elexicon
Energy
Region of Durham,
City Development,
Independent Electricity System
Operator, Hydro One
FCM-
GMF
IC-DMAF
7.9 Explore opportunities to
support existing home
retrofit programs, prioritizing
resiliency measures like
floodproofing, backwater
prevention valves,
windproofing, and heat
pump installation.
SBE, HS,
GG
2.1
2.2 2.4
3.1
3.4
4.1
$$Region of
Durham
Finance, City
Development, Elexicon Energy
FCM-
GMF
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#Action Objective KPIs Cost Timeline Lead Partners Funding
8.1 Explore developing a
comprehensive stormwater
infrastructure monitoring and
maintenance strategy. This
strategy would include regular
inspections, maintenance, and
upgrades to stormwater
systems and other critical
stormwater infrastructure.
SBE, GG 2.1
2.2
2.4
4.1
$$$Engineering
Services,
Operations
Conservation
authorities
FCM-
GMF
IC-DMAF
8.2 Maintain outfalls and catch
basins by increasing
maintenance schedules and
employing innovative
technologies for early detection
of issues and efficient
maintenance practices.
SBE, GG 2.2
2.4
4.1
$$Operations,
Engineering
Services
Region of
Durham,
Conservation
authorities
8.0 Stormwater Infrastructure
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#Action Objective KPIs Cost Timeline Lead Partners Funding
8.3 Where it is suitable, promote
options to reduce stormwater
runoff and the associated
maintenance requirements of
low-impact design techniques,
such as, rain gardens, to
support onsite infiltration.
SBE, GG 2.1
3.1
4.1
$$Conservation
authorities,
City
Development
Engineering
Services,
Region of
Durham,
non-profits such
as Ducks
Unlimited,
Green
Infrastructure
Ontario
IC-NIF
8.4 Mandate water infiltration
and storage in the design
of new subdivisions.
SBE, GG 2.1
2.4
4.1
$$Engineering
Services
Conservation
authorities
IC-NIF
8.5 Implement a targeted
education program for
residents in high flood-risk
areas, outlining flood
mitigation strategies.
HS, GG 3.1
3.3
4.1
$Conservation
authorities,
City
Development
Engineering Services FCM-
GMF
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2025 -2035 Community Climate Adaptation Plan
•Strategic Alignment: Ensuring City priorities and
adaptation goals align by incorporating resilience into
infrastructure and planning.
•Transparency and Accountability: Engaging
residents, businesses, stakeholders, and Rightsholders
to foster transparent decision-making and responsible
resource management.
•Continuous Improvement: Updating strategies based
on new climate science and community feedback to
effectively tackle emerging challenges.
•Whole-of-City Approach: Integrating climate
resilience actions across all City departments and
functions as appropriate.
•Ongoing Engagement: Collaborating with diverse
stakeholders to drive innovation and implement
effective initiatives.
•Long-Term Financial Investment: Committing to
investments in resilient infrastructure and emergency
preparedness to reduce risks.
•Staff Resourcing and Training: Equipping City
staff with the necessary expertise and ensuring
they understand their roles in the successful
implementation of the Community Climate
Adaptation Plan.
Governance
Incorporating a climate lens into corporate-wide decision-
making processes is vital for the City of Pickering’s success
in enhancing climate adaptation.
Climate change introduces increasing risk exposure which
can disrupt the City’s ability to maintain functionality of
critical infrastructure and key services. This underscores
the importance of proactive measures to assess and
manage these challenges early.
By prioritizing and coordinating investments in resilient
infrastructure and sustainable practices, the City aims to
achieve long-term cost savings, safeguard community
members, and ensure compliance with legal requirements
related to climate impacts such as Ontario Regulation
588/17 for Asset Management. This regulation requires
municipalities to address, through asset management
planning, the vulnerabilities to infrastructure that may be
caused by climate change.
Key approaches to incorporating a climate lens into
municipal decision-making include:
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2025 -2035 Community Climate Adaptation Plan
•Policy Integration: Embed climate considerations into
municipal policies, regulations, and development
approvals to promote sustainable growth and enhance
resilience.
•Asset Management: Explore opportunities to integrate
asset management planning and adaptation strategies.
Budgeting with a Climate Lens
•Prioritizing Resilient Investments: Allocate budget
resources for infrastructure projects that enhance
resiliency, such as flood management systems and
energy-efficient initiatives.
•Financial Analysis: Conduct lifecycle cost
assessments to ensure cost-effective investments that
enhance long-term resilience and sustainability.
Monitoring and Accountability
•Performance Tracking: Implement Key performance
indicators (KPIs) to monitor the effectiveness of
resilience initiatives and report progress.
•Transparency in Budgeting: Maintain transparent
budgeting processes to build community trust and
accountability in climate-related expenditures.
Implementation and Benefits
•Financial Efficiency: Optimize budget allocations by
prioritizing investments that reduce long-term costs
associated with climate impacts.
•Enhanced Infrastructure Resilience: Strengthen
municipal infrastructure against climate-related risks,
ensuring continuity of services and minimizing disruption.
•Community Engagement: Involve residents,
businesses, stakeholders, and Rightsholders in climate
resilience planning to build consensus and support for
municipal initiatives.
•Leadership and Innovation: Position Pickering as a
leader in climate resilience, attracting investment and
fostering innovation in sustainable practices.
Governance Process
The governance process outlines the roles and
responsibilities of elected officials, City staff, and the
community in identifying annual projects and priorities,
tracking performance, and seeking efficiencies through
coordinated collaboration. This approach ensures a
strategic and effective response to challenges, promoting
continuous improvement and resilience.
Integrating Climate Considerations into
Corporate Planning & Policy
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2025 -2035 Community Climate Adaptation Plan
Effective climate adaptation relies on a well-defined
governance framework where roles and responsibilities
are clearly established. This coordinated approach
ensures that all stakeholders understand their duties,
streamlines decision-making, and allocates resources
efficiently. By promoting collaboration and preventing
overlaps, a structured governance framework enhances
the effectiveness and cohesiveness of adaptation efforts,
leading to stronger resilience and better management of
climate risks.
Mayor & Council
•Overall decision-making authority.
•Budget approval for climate adaptation initiatives.
•Strategic direction and prioritization of climate
adaptation efforts.
•Setting policy framework for climate initiatives.
•Oversight of budget allocation.
Chief Administrative Officer
•Overseeing corporate priorities and ensuring
climate adaptation remains a priority.
•Working closely with the City’s Treasurer on financial
aspects.
Senior Management
•Coordinating annual budget (ensuring a climate
resiliency lens is applied).
•Tracking overall costs and avoided costs (with support
from department staff).
•Maintaining funds for climate adaptation actions.
•Prioritizing departmental activities to ensure alignment
with climate adaptation goals.
•Identifying budgets and resources required on an annual
and 10-year forecast.
•Presenting business cases for climate-related projects.
Departmental Staff
•Identifying specific climate adaptation projects.
•Developing project cost estimates and timelines.
•Establishing partnerships with relevant Rightsholders
and stakeholders.
•Implementing and monitoring progress of community
climate actions.
Sustainability Section
•Championing climate adaptation within the municipality.
•Conducting education and awareness campaigns as well
as engagement sessions on climate-related matters.
•Providing project support and monitoring progress.
•Tracking and reporting on sustainability metrics.
Roles and Responsibilities
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2025 -2035 Community Climate Adaptation Plan
Climate Adaptation Working Group
•Supporting the long-term implementation of the
Community Climate Adaptation Plan.
•Identifying priorities for implementation of climate
adaptation actions and best practices.
•Reviewing and implementing actions within the
Community Climate Adaptation Plan.
•Establishing collaboration mechanisms with external
stakeholders, non-government organizations, and
academic institutions.
•Conducting lifecycle cost assessments to ensure cost-
effective investments that enhance long-term resilience
and sustainability.
•Seeking funding opportunities and
efficiencies for adaptation projects.
Community
•Supporting action implementation by engaging in
community-based initiatives, program development,
workshops, and surveys.
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2025 -2035 Community Climate Adaptation Plan
Pickering’s approach to fund implementation is multi-
faceted to ensure long-term viability, scalability and to
balance departmental funding requests with CCAP
initiatives. The CCAP notes how climate adaptation
priorities can be integrated into the municipal budgeting
process, while also proactively seeking external funding
sources. The City will aim to leverage a combination of
traditional municipal funding, external grants, and explore
innovative financing mechanisms. Where feasible,
potential funding sources have been identified to support
implementation of individual actions.
Supporting Funding Mechanisms
This section provides an overview of various funding
approaches detailing their definitions and how each could
be developed and implemented. Examples include:
Revolving Climate Fund: This financial tool supports
sustainability and climate adaptation projects by
reinvesting its resources. Seed funding from grants,
budgets, or even donations is used to finance projects
that boost resilience. Cost savings from these projects—
such as reduced energy or maintenance expenses—are
reinvested into the fund to finance future initiatives.
Examples of municipalities using this tool include
Edmonton, Whitby, and Durham.
Green Bonds: A local municipality can partner with a
regional government to use a green bond for funding
climate projects like renewable energy or infrastructure
upgrades. The regional government issues the bond, and
the municipality uses the funds, repaying through cost
savings. This collaboration lowers costs and maximizes
climate impact. Keys steps include analyzing market
feasibility, identifying qualifying projects, collaborating
with financial experts to structure bonds, and obtaining
certification. Examples of municipalities using this tool
include Toronto, Ottawa, and Vancouver.
Municipal Tax Levy: This involves a dedicated property
tax increase to fund climate action initiatives. It requires
resident consultations, legislative setup, determining tax
increase percentages, and communicating the levy’s
benefits. Examples of municipalities using this tool
include Peterborough and Halifax.
Grants and Loans: These funds from government or
private entities support climate projects. Key actions
involve researching available options, preparing detailed
project proposals, and collaborating with partners for
successful applications and implementation.
As part of the implementation process, City staff will
explore different mechanisms to support the long-
term funding of the Community Climate Adaptation
Plan.
Annual Planning & Budgetary Process
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2025 -2035 Community Climate Adaptation Plan
Grants & Loans that Support
Climate Adaptation
Exploring various external funding opportunities can
help support adaptation actions and lessen the financial
burden on taxpayers. Below is a list of funding
opportunities currently available that could be leveraged
to support the implementation strategy. This list will be
reviewed regularly to maximize the potential of aligning
funding with priority actions.
FCM Green Municipal Program (GMF): Offers significant
funding (50% to 80% of project costs) for local sustainability
projects. The program is enabling municipalities to
implement energy-efficient upgrades, improve public
transportation, and promote sustainable land use.
FCM Local Leadership Climate Adaptation: Supports
municipalities in developing and implementing climate
adaptation plans tailored to local needs.
FCM General Municipal Fund - Growing Canada’s
Community Canopies (GCCC): Aims to plant 1.2 million
trees across Canada, supporting tree planting to mitigate
urban heat, improve air quality, and enhance biodiversity.
Infrastructure Canada - Green and Inclusive
Communities Building Fund (IC-GICB): Funds energy-
efficient retrofits and new community buildings, allowing
municipalities to retrofit facilities and construct new energy-
efficient structures to reduce emissions.
Infrastructure Bank Canada - Building Retrofits
Initiative (BRI): Provides financing for energy retrofits in
public buildings such as municipal buildings, schools, and
healthcare facilities, enhancing performance and reducing
operational costs while supporting adaptation efforts.
Infrastructure Canada - Disaster Mitigation Fund
(DMAF): Provides long-term funding for projects that
improve resilience against natural disasters, including
stormwater system upgrades and resilient infrastructure
construction.
Infrastructure Canada- Natural Infrastructure Fund (IC-
NIF): Supports projects enhancing environmental protection
and community resilience, such as planting urban forests,
restoring stormwater systems, and implementing green
infrastructure to address flooding and climate change.
Natural Resources Canada - Research Knowledge
Initiative: Funds research on innovative housing and
community resilience solutions, helping municipalities
develop local climate adaptation strategies and sustainable
technologies.
Government of Ontario - Great Lakes Local Action
Fund (GO-GLLAF): Supports projects that enhance climate
resilience and water quality in the Great Lakes ecosystem,
aiding initiatives like planting native species, implementing
erosion control, and managing invasive species.
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2025 -2035 Community Climate Adaptation Plan
Strategic Funding Recommendations
Implementing long-term, sustainable funding mechanisms
are essential to effectively resource and support the plan.
City staff will explore three financial mechanisms to support
the implementation of resilience actions including:
1.Prioritizing Grants and Funding: Place a high priority
on securing external grants/funding opportunities, and
collaborations with other organizations and agencies, to
support climate adaptation initiatives. These resources
can significantly supplement the City’s financial capacity
for implementing projects.
2.Exploring a Dedicated Climate Reserve: Explore
creating a dedicated fund specifically for climate
resilience projects. Regular contributions can then be
made to sustain and grow the reserve over time and help
reduce the upfront capital investment of resiliency
initiatives.
3.Considering a Dedicated Stormwater
Management Fee: As extreme weather events
become more frequent, explore a dedicated fee to
help ensure funding for critical infrastructure and
for managing the increasing impacts of flooding
events.
Maintaining, Monitoring & Updating
Monitoring and reporting are important for ensuring
initiatives stay on track, guide informed decision-making,
and build accountability through transparency. They help
identify successes and challenges, optimize resource
use, and allow for adjustments based on new data or
changing conditions. As well, these practices support
long-term strategic planning and engage the community
by keeping them informed and involved in adaptation
efforts.
•Five Years: It is recommended that the City perform
a comprehensive review of the actions being
implemented. The review should reflect new data,
emerging risks, and best practices related to
adaptation strategies.
•Ten Years: To ensure the plan continues to address
long-term challenges and aligns with current climate
science and City priorities, it is recommended that
every ten years a comprehensive update to the
overall plan be completed to evaluate the relevance
of the vision, objectives and focus areas, governance,
and monitoring process. This structured approach
ensures continuous improvement and
responsiveness to changing conditions.
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2025 -2035 Community Climate Adaptation Plan
Third-Party Reporting
Engaging third-party reporting programs can help
demonstrate accountability in municipal climate actions.
Third-party reporting also enables benchmarking against
peers and can provide valuable resources for refining
strategies to address climate challenges.
Examples to explore:
•Climate Disclosure Project (CDP): An agency that
integrates various national and international sustainability
standards, allowing municipalities to benchmark
performance against key sustainability priorities.
•Task Force on Climate-related Financial Disclosures
(TCFD): Established by the Financial Stability Board,
TCFD provides a framework for disclosing climate-
related risks and opportunities in financial filings, to
enhance transparency while attracting sustainable
investment.
City of Pickering will explore best practices in municipal
third-party reporting. Notably, TCFD reporting can be
integrated within CDP, streamlining the process and
enhancing accountability in climate-related disclosures. This
approach aligns with emerging regulatory requirements in
Europe and the United States, as with publicly traded
companies in Canada.
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In addition, by embedding adaptation measures into
municipal planning, decision making, and operations, the
City will be able to realize direct economic, social, and
environmental improvements and co-benefits. Since the
effects from our changing climate and extreme weather
events are not felt equally across the community and the
needs vary from resident to resident and neighbourhood to
neighbourhood, equity is an important focus of this plan.
The business case for climate adaptation and building a
more resilient community is compelling. By continuing to
invest in these measures today, the City aims to not only
mitigate future risks and costs but also improve quality of
life, reinforcing Pickering’s leadership in sustainability.
Conclusion and Looking Forward
Like other communities, the City of Pickering has
experienced the effects of our changing climate and
extreme weather events. Taking a proactive approach,
the City has initiated several actions to manage these
impacts, including developing its first Community
Climate Adaptation Plan (CCAP). By strategically
investing in measures to help improve resiliency
today, we can prevent future costs, protect
infrastructure, and safeguard residents, including our
most vulnerable.
The City’s current efforts set a solid foundation for progress
and momentum for future success. Engagement and
collaboration with diverse stakeholders are at the core of the
City’s sustainability efforts. This was fundamental in
developing the CCAP and, as a result, will help the
community materialize the actions outlined in this plan.
2025 - 2035 Community Climate Adaptation Plan | 86
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City of Pickering
Community Climate
Adaptation Plan
2025-2035
City of Pickering
One The Esplanade
Pickering, ON L1V 6K7
pickering.ca/sustainable |
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Attachment 1 to Report SUS 02-25
Summary of Input Received and Integration into the CCAP
Community Insight / Theme Engagement Phase What We Heard Integration in the CCAP
Emergency Preparedness Initial Survey & Draft Comment Period
Respondents expressed significant concern about power outages, extreme weather events, and limited emergency
preparedness. 64.1% (624 respondents) felt the City was only “somewhat prepared,” while 18.4% (180
respondents) believed it was “not prepared.” Respondents called for improved communication,
coordination with utilities, and better access to shelters and information.
The CCAP prioritizes this under ‘Health, Social Well-being & Emergency Preparedness.’ Key actions include preparedness toolkits, neighbourhood hubs, and
mutual support programs. These will explore expanding shelter access and inclusive communication. KPIs track household readiness and support
for vulnerable populations.
Natural Environment Initial Survey Respondents expressed concern about development impacts on
natural habitats, tree
loss, and flooding risk. In a “check all that apply” question, 62.9% supported expanding
green spaces for
cooling, and 50.3% supported stormwater management and flood resilience.
Integrated into the 'Nature & Biodiversity' focus area, the plan includes a forthcoming update to
Pickering’s 2012 Urban Forest
Study, invasive species management, wetland and ravine restoration, and prioritization of green infrastructure in high-risk
areas. Actions include using
urban heat data to inform tree canopy expansion efforts.
Education & Engagement Initial Survey & Draft
Comment
Period
Respondents called for climate literacy and
accessible educational
tools. 60.8% (591 respondents) supported a climate preparedness toolkit. Feedback
emphasized reaching
non-social media users and offering resources in multiple formats.
Education and outreach are embedded throughout the plan,
including a dedicated Climate
Preparedness Toolkit. Public awareness campaigns to use accessible, multilingual formats and involve partnerships with
schools, libraries, and community
organizations. The equity lens ensures inclusive engagement throughout the implementation process.
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Community Insight / Theme Engagement Phase What We Heard Integration in the CCAP
Broad Support
for Adaptation Planning
Draft
Comment Period
Respondents expressed
strong support for the CCAP’s vision, clarity, and long-term value. Emphasis on benefits for future generations.
Public approval reinforced the
plan’s direction and encouraged bold, future-focused action. Throughout the implementation, the City will commit to maintain transparency, regular updates,
and engagement to ensure the CCAP remains a living, community-driven document.
Support Networks Initial Survey In the initial survey, there was a strong reliance on personal networks for emergency
support. 85.6% (833
respondents) said they would be willing to assist others in a weather-related emergency. In a
separate question,
18.2% (177 respondents) indicated that they do not have a personal support system
they could rely on during
such events.
The CCAP includes mutual aid initiatives such as buddy systems and community resilience hubs. It supports local organizations
through training and resource
development, encouraging residents to participate in neighborhood-level preparedness. These efforts aim to strengthen
social networks and localized
response capacity.
Development &
Infrastructure Challenges
Initial Survey Development
community highlighted high costs and unclear guidance as barriers to implementing low-impact development.
Public raised concerns about lot grading issues and runoff onto adjacent properties, asking for more oversight.
The plan addresses these
concerns by reviewing best municipal practices to improve clarity on low-impact development and enhance landscaping-related policies and definitions, as
appropriate, in the Official Plan and Zoning By-law to mitigate impacts of stormwater runoff.
Cost and Fiscal Responsibility Initial Survey & Draft
Comment
Period
Participants raised concerns about the
potential cost of
adaptation actions. Some supported the plan only if it did not lead to tax increases.
Others felt limited
resources should prioritize core infrastructure needs, such as road repairs.
The CCAP includes a detailed implementation strategy with
phased timelines and cost tiers
($–$$$) to guide investment decisions. It also outlines funding opportunities from external sources. A dedicated section,
'The Business Case for
Adaptation,' demonstrates how early adaptation investments reduce future costs and protect public assets.
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Community Insight / Theme Engagement Phase What We Heard Integration in the CCAP
Desire for Local
Tangible Changes
Draft
Comment Period
Requests for practical
and visible actions, including water drinking fountains in parks, tree canopy expansion, and removal of invasive
species like phragmites.
Local and visible improvements
are incorporated in the Nature & Biodiversity and Building & Energy focus areas. The plan emphasizes the need to install more shade structures and water
fountains, expanding urban canopy, and enhancing invasive species control.
Feedback, Monitoring & Accountability
Draft Comment Period
Community members emphasized the need for transparency, ongoing feedback loops,
and measurable
outcomes. They requested progress updates and clear KPIs to evaluate plan
effectiveness (e.g.,
reduced flooding, increased biodiversity).
The CCAP features a performance measurement framework with defined KPIs across all focus areas. A progress
report after three years, and
linking actions to annual budget planning, will track implementation. Public transparency and iterative
updates are built into the
governance structure.
Equity and Inclusion Initial Survey & Draft Comment Period
Strong emphasis on inclusive emergency preparedness, especially for seniors
and vulnerable groups.
Requests included non-digital communication, access to shelters, and Indigenous engagement
in planning processes.
An equity lens has been applied throughout the plan. Actions include accessible emergency services, multilingual and non-
digital communications, and
collaboration with Indigenous communities. Targeted strategies for seniors and vulnerable residents are embedded in
preparedness planning.
Climate Skepticism and
Misinformation
Initial Survey & Draft
Comment
Period
Some respondents denied human-driven
climate change or
questioned the need for climate adaptation spending.
While these views were acknowledged, the CCAP
remains grounded in scientific
consensus and guided by expert input. The education components of the plan aim to help build public understanding, counter
misinformation, and promote
science-based climate literacy.
Mitigation-
Focused Feedback
Draft
Comment Period
Some residents
suggested actions more aligned with mitigation than adaptation, such as addressing vehicle idling, electrifying the
City fleet, and reducing emissions from travel.
While mitigation is outside the
primary scope of the CCAP, related feedback was shared with relevant City departments. As appropriate, the City is transitioning its fleet to electric
and hybrid vehicles, encouraging virtual meetings, has an anti-idling by-law but staff can explore
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Community Insight / Theme Engagement Phase What We Heard Integration in the CCAP
additional education. Some of
these comments are being addressed through the Green Fleet Strategy and the Corporate Energy Management Plan.
Coordination with Regional and External
Plans
Draft Comment Period
Respondents questioned the need for a City-specific plan
given regional efforts
(e.g., Regional climate strategy). Some recommended more coordination with
municipalities like Ajax,
especially on watershed and ecosystem issues. One comment also asked whether
academic institutions
were being engaged.
The CCAP emphasizes alignment with Region of Durham’s climate efforts and seeks to complement
not duplicate regional efforts. At
the same time, it reinforces the need for a Pickering-focused plan that is developed by the community and for the
community, to address local
priorities and unique risks. The City is exploring inter-municipal coordination on cross-boundary adaptation issues and will explore
academic partnerships to
strengthen research and innovation.
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401 Richmond St W Studio 364. Toronto, Ontario M5V 3A8
www.cleanairpartnership.org
Attachment 2 to Report SUS 02-25
March 14, 2025
Dear Mayor Ashe and Council,
Subject: Letter of Support for the City of Pickering’s Community Climate Adaptation Plan
Clean Air Partnership (CAP) is enthusiastic to offer our strong support for the City of Pickering’s
Community Climate Adaptation Plan (CCAP). As an organization with a long history of supporting
the development and implementation of municipal climate action plans across Ontario, CAP has
witnessed the role of CCAP’s in fostering resilient communities that are better equipped to adapt to
the impacts of climate change.
The City of Pickering’s CCAP places community at the forefront, demonstrating the City’s
commitment to their residents. By involving a diverse range of stakeholders in plan development,
Pickering ensures that the CCAP reflects the voices of its community and addresses resident needs.
Moreover, employing a climate equity lens in the development process and recommending its
continuation into implementation demonstrates Pickering’s understanding of the broad and varying
impacts of climate change. This commitment to equity helps to ensure the implementation of
effective adaptation strategies that benefit the entire community.
CAP commends the CCAPs prioritization of establishing long-term, sustainable financing
mechanisms and demonstrating accountability. The emphasis on external grants and funding,
exploration of a climate reserve, and engagement with third-party reporting programs demonstrates
the City’s financial prudence, commitment to transparency, and a dedication to creating a climate
adaptation plan with a lasting impact.
Moving forward with the measures outlined in the CCAP would help build a resilient Pickering, and
secure the City’s standing as a leader in climate action. We commend the City for this significant
step forward and look forward to ongoing collaboration with Pickering on knowledge sharing,
capacity building, and promoting best practices for climate resilience across Ontario’s
municipalities.
Kind Regards,
Gaby Kalapos
Executive Director
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401 Richmond St W Studio 364. Toronto, Ontario M5V 3A8
www.cleanairpartnership.org
Clean Air Partnership
Email: gkalapos@cleanairpartnership.org
www.cleanairpartnership.org
About Clean Air Partnership:
Clean Air Partnership (CAP) is an environmental charity that works in partnership to promote and
coordinate actions to reduce greenhouse gases for healthy communities. Our applied research on
municipal policies strives to broaden and improve access to public policy debate on climate change
issues. CAP’s mission is to transform cities into more sustainable, resilient, and vibrant communities
where resources are used efficiently, the air is clean to breathe, and greenhouse gas emissions are
minimized.
CAP convenes the Clean Air Council, a network of 41 municipalities and health units from across
Ontario. Since 2000, Clean Air Council members have been working collaboratively on the
development and implementation of clean air, climate change, sustainability and resilience actions.
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Attachment 3 to Report SUS 02-25
March 17, 2025
Dear Mayor Ashe and Members of Pickering Council,
Climate Justice Durham (CJD) is pleased to support the City of Pickering’s Community
Climate Adaptation Plan. We encourage you to adopt and implement it without delay to
protect Pickering residents and infrastructure.
CJD was glad to participate in the community engagement process over the past year.
The knowledge and energy of the Pickering staff working to achieve resilience in both
human and physical infrastructure in Pickering is impressive and reassuring. We
appreciate that the plan addresses the needs of the whole community, and that
outreach to engage businesses, youth and vulnerable residents has been prioritized. It
is also helpful that regional partners are identified, engaged and aligned on goals.
The recent tariff crisis has shown that to deal with external shocks beyond our control,
our communities must build local strengths, capacity, and collaboration. The issue of
food security is one example. Inviting the whole city to develop community gardens this
spring would be an excellent and achievable place to start. The gardens could reduce
the impact of tariffs and improve climate resilience. They also would build on the
realization that we are all in this together, by sharing space, knowledge, tools, and the
harvest. This is the kind of teamwork our communities will need to succeed in an
uncertain future that includes both an unreliable neighbour and a changing climate.
We also see this plan as pragmatic and fiscally sustainable. Staff were not reinventing
the wheel. Instead, they were building on work already underway to address changing
needs and conditions, melding the new actions proposed into Pickering’s regular
business and budget cycle as a best practice. That is what adaptation is about: looking
at recent experience, forecasting based on evidence, and choosing the most effective
path forward to reduce risks and future costs and protect the municipality.
This adaptation plan provides Council with a proactive, detailed roadmap to reach a
sustainable, equitable future. We are in a critical time with diminishing opportunities to
safeguard future generations from climate-related challenges. The City is growing.
Council decisions about infrastructure, facilities and services have a generations-long
impact. Be wise and responsible ancestors. Approve the Community Climate Adaptation
plan and let a more secure future for Pickering be your legacy.
Sincerely,
Climate Justice Durham
climatejusticedurham@gmail.com
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Attachment 4 to Report SUS 02-25
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8
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Attachment 5 to Report SUS 02-25
April 3rd, 2025
Mayor Kevin Ashe and Members of Pickering Council
City of Pickering
One The Esplanade
Pickering, ON L1V 6K7
Subject: Letter of Support for Pickering’s Community Climate Adaptation Plan
Dear Mayor Ashe and Members of Pickering Council,
On behalf of Community Development Council Durham (CDCD), I am writing to express our strong
support for Pickering’s Community Climate Adaptation Plan. This initiative is a critical step toward
ensuring that Pickering (and Durham Region) remains safe, inclusive and resilient in the face of
ongoing and increasing climate change in southern Ontario.
For 55 years, CDCD has been the social planning organization dedicated to enhancing the quality
of life and fostering inclusive and sustainable communities across Durham Region. CDCD
commends the Community Climate Adaptation Plan’s emphasis on inclusivity, social equity,
community participation and health and well-being—all of which align with CDCD’s mission and
vision to serve the most vulnerable segments of our society.
In the last decade, Pickering and other jurisdictions in Durham Region have been increasingly
affected by climate-change-related events. By integrating evidence-based science, comprehensive
policy analysis and extensive multi-sector consultations, the Community Climate Adaptation Plan is
a forward-thinking initiative that ensures both immediate and long-term climate resilience,
mitigating risks and protecting our most vulnerable residents.
CDCD especially appreciates the Plan’s emphasis on:
Inclusivity & Community Resilience – The Plan ensures that climate adaptation strategies benefit
the entire community, prioritizing public safety and resilience for all residents, including seniors,
low-income families, as well as newcomer and marginalized groups. As the main service provider to
Durham’s newcomers, the homeless and refugees, CDCD believes the plan not only enhances
overall community well-being, but also strengthens community cohesion and ensures that no one is
left behind in times of environmental uncertainty.
Social Equity & Equitable Access – Climate change does not affect all residents equally. CDCD
strongly supports the Plan’s focus on equitable access to services, infrastructure and resources for
the entire community, especially during extended and singular extreme weather events. This is of
outmost importance for our clients who are among the groups most affected by extreme weather
events. By ensuring that all neighborhoods—regardless of socio-economic status—have access to
resilient infrastructure, emergency preparedness programs and climate-smart policies, the Plan is
setting a precedent for a fair and just approach to climate adaptation.
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Community Participation & Engaging Diverse Voices – CDCD applauds the Plan’s commitment to
engaging youth, low-income families and newcomers (who are among CDCD’s main clients)
through education, communication and active involvement in decision-making. CDCD believes, by
fostering meaningful participation, the Plan provides a climate strategy that reflects the diverse
needs and perspectives of Pickering’s residents, empowering individuals to take part in shaping a
sustainable future for all.
Health & Well-Being of All – The plan also enhances community health by ensuring access to clean
air, water and green spaces—fundamental elements for well-being of all residents of Pickering. As
climate change intensifies, CDCD believes it is critical to prioritize policies that reduce pollution,
promote urban greening and improve overall public health. These efforts will not only mitigate
climate impacts but also contribute to a healthier, more vibrant city for generations to come.
CDCD recognizes the urgency of climate action and applauds Pickering’s leadership in addressing
this critical issue. We are committed to working collaboratively with the City to support and
implement initiatives that will build a more resilient, sustainable and inclusive future for all in
Durham Region.
We encourage Council to adopt and implement the Community Climate Adaptation Plan to ensure
that Pickering remains a thriving and environmentally responsible community for generations to
come.
Thank you for your leadership on this vital issue. We look forward to continued collaboration in
advancing climate resilience in our community.
Sincerely
Hermia Corbette Executive Director
hcorbette@cdcd.org 905-686-2661 Ext. 115
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Attachment 6 to Report SUS 02-25
Wednesday, April 9, 2025
City of Pickering
One The Esplanade
Pickering, ON L1V 6K7
Re: Letter of Support – City of Pickering Community Climate Adaptation Plan (CCAP)
Dear Mayor Ashe and members of the City of Pickering Council,
On behalf of the Invasive Species Centre (ISC), I am pleased to offer our support for the City of
Pickering’s Community Climate Adaptation Plan (CCAP). This forward-looking plan
demonstrates the City’s commitment to strengthening local resilience through actions that protect
both people and nature.
As climate change continues to alter our ecosystems, the threat of invasive species becomes
increasingly urgent. Warmer temperatures and ecological disruptions provide new opportunities
for invasive species to establish and spread, placing added pressure on native biodiversity and
municipal infrastructure. We commend the City for recognizing these risks and including
invasive species management as a priority within the CCAP.
The Invasive Species Centre was proud to support the development of this plan. As
implementation begins, we are committed to continuing our partnership with Pickering to help
bring the plan’s invasive species actions to life. In particular, the City can continue to access our
support through:
•Participation in the Municipal Invasive Species Community of Practice, a
collaborative network of municipalities sharing tools, strategies, and lessons learned in
invasive species management.
•Encouraging participation in ISC’s Community Science Programs, which provide
opportunities for community members to learn and support active monitoring for priority
pests, increasing likelihood of early detection.
•Use of ISC’s evidence-based management protocols and outreach resources, which
provide practical guidance for early detection, rapid response, and public education.
•Access to ISC’s online training program and other training resources, including in-
person training from our experts, which increase municipal organizational capacity in
detecting, reporting and responding to key pests.
•Access to ISC staff expertise at any time through our information phone line and email.
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We congratulate the City of Pickering on the development of this impactful and timely plan. The
actions outlined in the CCAP align closely with ISC’s mandate, and we look forward to
continued collaboration to help safeguard the region’s natural systems in the face of a changing
climate.
Sincerely,
________________________________________________
Emily Posteraro, Program Development Coordinator
Invasive Species Centre
eposteraro@invasivespeciescentre.ca
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Attachment 7 to Report SUS 02-25
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3
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Report to
Executive Committee
Report Number: CLK 02-25 Date: May 5, 2025
From: Paul Bigioni
Director, Corporate Services & City Solicitor
Subject: Approval of Voting Methods for the 2026 Municipal Election
File: A-1440
Recommendations:
1. That Report CLK 02-25 regarding the approval of voting methods for the 2026 Municipal
Election be received;
2.That both internet voting and paper ballots, using vote tabulators, be approved as thevoting methods for the 2026 Municipal Election and any by-elections that may occurduring the 2026-2030 Term of Council;
3.That the draft By-law included as Attachment 1 to Report CLK 02-25 be approved and
enacted;
4.That the City Clerk be directed to proceed with a Request for Proposal for the approvedvoting methods and associated services, and report back to Council to award the contractto the most appropriate vendor(s); and,
5.That appropriate City of Pickering officials be authorized to take the actions necessary to
give effect to this report.
Executive Summary: The purpose of this report is to seek Council’s approval for the
recommended voting methods for the 2026 Municipal Election and to commence the Request for Proposal (RFP) process to secure the appropriate vendor(s) to give effect to the approved voting methods.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Foster an Engaged and Informed Community.
Financial Implications: In accordance with Section 7(1) of the Municipal Elections Act, the costs incurred by the clerk of a local municipality in conducting an election shall be paid by the local municipality. To ensure that sufficient funds are available for each municipal election, funds in the amount of $110,000 are added to the City’s Election Reserve each year for the four years leading up to a municipal election. Due to some unspent funds from the 2022
Municipal Election, and including the annual contributions to the Election Reserve, a total of $516,340 will be available to cover the costs of the 2026 Municipal Election.
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CLK 02-25 May 5, 2025
Subject: Approval of Voting Methods for the 2026 Municipal Election Page 2
The costs of the election are not yet known, however, the costs for the 2022 Municipal Election were $435,075. Any increased costs over those incurred for the 2022 Municipal Elections
should be limited to inflationary costs resulting from the passage of time. The financial
implications specifically associated with the election voting method services will be outlined when the recommendation to award the RFP is brought back before Council for approval.
Discussion: The purpose of this report is to seek Council’s approval for the recommended voting methods for the 2026 Municipal Election and to commence the RFP process to secure the appropriate vendor(s) to give effect to the approved voting methods.
The 2026 Municipal Election will take place on Monday, October 26, 2026. Section 42(1) of the Municipal Elections Act, 1996, S.O. 1996, c. 32, (the “Act”), states “the council of a local
municipality may pass by-laws authorizing the use of voting and vote-counting equipment such as voting machines, voting recorders or optical scanning vote tabulators, as well as authorizing electors to use an alternative voting method, such as voting by mail or by telephone, that does not require electors to attend a voting place in order to vote”.
A. 2018 and 2022 Municipal Election Statistics
For the 2018 Municipal Election, internet and telephone voting were utilized for the first time in the City of Pickering. Overall, the use of these methods was successful, however some electors provided feedback that telephone voting was cumbersome and difficult to use. For this reason, for the 2022 Municipal Election, it was recommended that instead of telephone voting, a paper ballot option, using vote tabulators, would be available in addition to internet voting.
These voting methods proved to be successful and provided voters with the option of casting their vote either over the internet, or in person at designated voting locations.
The voter turnout for the 2022 Municipal Election was 27.24%. In total, there were 76,305 registered voters with 20,786 voters casting a ballot. Of the total ballots cast, 16,424 were cast using internet voting while 4,362 were cast by paper ballot.
In contrast, the voter turnout for the 2018 Municipal Election was 28.8%. In total, there were 68,494 registered voters with 19,777 voters casting a ballot. Of the total ballots cast, 18,801 were cast using internet voting while 976 voters cast their ballot by telephone.
As demonstrated in the voting results for the 2018 and 2022 Municipal Elections, internet voting has been widely accepted by the electorate in the City of Pickering. Although the voter
turnout for 2022 was slightly lower than 2018, it was apparent that some electors who may have used internet voting in 2018 preferred to cast their ballot by paper when that option was made available in 2022. That said, given that 79% of the ballots cast in the 2022 Municipal Election were done using internet voting, it is apparent that this voting method is preferred by most of the electorate even when a paper ballot option was offered. The inclusion of a paper
ballot component proved to be successful for the small number of electors who did not want to use internet voting and therefore, the use of these combined voting methods is once again being recommended for the 2026 Municipal Election.
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CLK 02-25 May 5, 2025
Subject: Approval of Voting Methods for the 2026 Municipal Election Page 3
B. Benefits of Internet Voting and Paper Ballot
Internet Voting offers several benefits to electors including:
• accessibility and the ability to access the ballot from different devices from anywhere with an internet connection;
• the ability for electors with disabilities to vote independently, from the location of their
choice, using any accessible devices that they may be accustomed to using;
• convenience for those less inclined to travel to a voting location to vote;
• removal of the need for voting proxies, which can be a cumbersome process for both
the elector and the proxy;
• reduction in administrative costs due to the need for fewer voting centers, equipment rentals, and hiring of staff;
• elimination of unintentional spoiled ballots;
• more streamlined administrative processes; and,
• faster tabulation of election results.
The benefits of paper ballots include:
• familiarity of the voting practice for electors that have been accustomed to that method of voting for many years;
• the ability to physically touch and mark a ballot, which may be important to some
electors;
• the symbolic significance (for some electors) in attending a voting place in person to carry out their civic duty; and,
• when combined with the use of vote tabulators, it offers a streamlined, in-person process for electors who prefer this method of voting. C. Internet Voting in Ontario
Internet voting has been steadily adopted by municipalities across the province of Ontario
since it was first used in the 2003 Municipal Election by 12 municipalities. According to the Association of Municipalities of Ontario, 217 municipalities in Ontario used internet voting in the 2022 Municipal Election. This was an increase from the 2018 Municipal Election where 175 municipalities used internet voting. This trend demonstrates that more municipalities are adopting the use of internet voting and those who previously used internet voting continue to
use this voting method.
D. National Standard of Canada: Internet Voting and Vote Tabulators
With any alternative voting method, there is an associated level of risk. Despite these concerns, staff are not aware of a single example of voter fraud or a security breach in any Ontario municipality that has used internet voting or vote tabulators. It should also be noted
that as internet voting has evolved over time, so have the security measures that have been put in place, as well as best practices and lessons learned from municipalities that have used this voting method for several elections.
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CLK 02-25 May 5, 2025
Subject: Approval of Voting Methods for the 2026 Municipal Election Page 4
The Act will be 30 years old when the 2026 Election takes place. Since 2023, the Association of Municipal Clerks and Treasurers of Ontario has been advocating for the Province to
undertake a review and rewrite of the antiquated legislation, as it does not contemplate
modern voting methods. In the absence of prescribed voting standards in the current legislation, municipal clerks and election stakeholders have been advocating for voting standards that can be used province-wide to provide a consistent approach that incorporates best practices.
To that end, the Digital Governance Standards Institute (DGSI) has published a “National
Standard of Canada” for both internet voting and vote tabulators. DGSI is a Canadian non-profit organization with membership from the public, private and non-profit sectors. DGSI is accredited by the Standards Council of Canada (SCC), the Federal Crown corporation that oversees national standards. The SCC recognizes DGSI’s voting standard as a “National
Standard of Canada”. The DGSI standard has been designed to reduce risks for Canadians
and Canadian organizations, and covers technical design, security of systems and data, voter identity and vote authentication, verification, testing and auditability, access of voting services and voter information, secrecy of the vote, ballot design and casting options, network capacity, election management, accessibility, and transparency.
In preparation for the 2026 Municipal Election, Legislative Services and Information
Technology staff have reviewed the DGSI Voting Standards as a framework for ensuring a secure, accessible, and reliable voting process. These standards, developed in consultation with electoral experts and technology providers, set a benchmark for the implementation of online voting and voting technologies in Canada. Incorporating these standards into our
procurement and operational processes will help ensure that our election meets the highest
industry standards for security, integrity, and public confidence. As part of this initiative, staff will integrate the DGSI Standards into the upcoming RFP for voting systems, ensuring that the selected platform(s) align with these best practices.
Conclusion
The City Clerk, as the Returning Officer for the City of Pickering under the Act, has several
criteria to consider before making a recommendation on vote-counting equipment and alternative voting methods. The first is whether a particular voting method upholds the principles of the Act and its Regulations as well as the guiding principles established by case law, which are as follows:
• the secrecy and confidentiality of the voting process is paramount;
• the election shall be fair and non-biased;
• the election shall be accessible to voters;
• the integrity of the voting process shall be maintained throughout the election;
• there is to be certainty that the results of the election reflect the votes cast;
• voters and candidates shall be treated fairly and consistently; and,
• the proper majority vote governs by ensuring that valid votes are counted and invalid votes are rejected so far as reasonably possible.
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CLK 02-25 May 5, 2025
Subject: Approval of Voting Methods for the 2026 Municipal Election Page 5
These factors have all been taken into consideration in formulating the recommendations contained in this report. Additionally, any voting methods used for the election will go through
robust logic and accuracy testing to ascertain that the systems are operating as intended. Any
vendors procured for election voting method services will be required to have solutions that are thoroughly tested and provide ample consideration to the security of the election as well as the ability to provide support services throughout the election planning process and the entire voting period, to address any issues that may arise.
Planning for the 2026 Municipal Election has already commenced in the Clerk’s Office, and
staff are seeking approval from Council for the voting method to ensure that voting services are procured as early as possible to allow the planning and preparation for the Election to continue. By employing a hybrid approach of internet and paper ballots with vote tabulators, the City will give electors the option to cast their ballot by their preferred voting method. It is
therefore requested that Council approve the combined voting methods outlined in this report
for the 2026 Municipal Election and for any by-elections that may occur in the 2026-2030 Term of Council.
Attachments:
1. Draft By-law to Authorize the Use of Internet Voting, Paper Ballots and Vote Tabulators for the 2026 Municipal Election
Prepared By: Approved/Endorsed By:
Susan Cassel Paul Bigioni City Clerk Director, Corporate Services & City Solicitor
SC
Recommended for the consideration of Pickering City Council
Marisa Carpino, M.A. Chief Administrative Officer
Original Signed By:Original Signed By:
Original Signed By:
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The Corporation of the City of Pickering
By-law No. XXXX/25
Being a by-law to authorize the use of an alternative voting
method for the 2026 Municipal Election
Whereas Section 42(1) of the Municipal Elections Act, 1996, S.O. 1996, c. 32 (the “MEA”), provides that the council of a local municipality may pass by-laws:
(a) authorizing the use of voting and vote-counting equipment such as voting machines, voting recorders or optical scanning vote tabulators;
(b) authorizing electors to use an alternative voting method, such as voting by mail or by
telephone that does not require electors to attend at a voting place in order to vote.
And Whereas Section 42(5) of the MEA provides when a by-law authorizing the use of an alternative voting method is in effect, sections 43 (advance votes) and 44 (voting proxies) apply only if the by-law so specifies;
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:
1. That the use of internet voting, paper ballots and vote tabulators be authorized for the 2026 Municipal Election and for any by-elections in the 2026-2030 Term of Council;
2. That the Clerk be authorized to use internet voting and/or paper ballots during any advance voting period and on Voting Day for the 2026 Municipal Election and for any
by-elections in the 2026-2030 Term of Council;
3. That in accordance with the MEA, and due to the authorization of an alternative voting method, proxy voting provisions shall not be applicable for the 2026 Municipal Election or for any by-elections in the 2026-2030 Term of Council; and,
4. That By-law 7846/21 is hereby repealed.
By-law passed this 26th day of May, 2025.
________________________________ Kevin Ashe, Mayor
________________________________ Susan Cassel, City Clerk
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Report to
Executive Committee
Report Number: CS 04-25 Date: May 5, 2025
From: Laura Gibbs Director, Community Services
Subject: Civic Awards Program Policy Update File: A-1440-001
Recommendation:
1. That Council approve the updated Civic Awards Program Policy CUL 150, as set out in Attachment 1 to this report; and,
2. That the appropriate City of Pickering officials be authorized to take the necessary
actions as indicated in this report.
Executive Summary: The purpose of this report is to seek Council’s approval of the
updated Civic Awards Program Policy CUL 150. Staff revised the policy to include amended
wording and new Civic Awards categories endorsed in the 2023 Civic Awards Selection
meeting that took place on March 7, 2024.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan Priority of Foster an Engaged & Informed Community.
Financial Implications: There are no financial implications that result from endorsing the recommendations in this report.
Discussion: The purpose of this report is to seek Council’s approval of the updated Civic Awards Program Policy CUL 150. Each year during the Civic Awards Selection meeting, the panel members may delete, change, or introduce a new Civic Awards category (Section 4.03). The policy (Attachment 1) has been updated by staff to include clarification on the Civic
Awards Selection Panel procedure, amended wording and new Civic Awards categories.
1. Civic Awards Selection Panel – Quorum Requirement for Meetings
The addition of Section 03.05 b. establishes a minimum attendance of at least two panel members as a requirement to ensure that selection panel meetings are conducted with
adequate representation.
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CS 04-25 May 5, 2025
Subject: Civic Awards Program Policy Update Page 2
2.Civic Awards Selection Panel – Decision-Making and Tie-Breaking
The addition of Section 03.05 c. establishes that Civic Award candidates will be selected by
majority vote of the Civic Awards Selection Panel. In the event of a tie, the Mayor, as an ex officio member, will cast the deciding vote ensuring a clear and timely outcome.
3.Lifetime Achievement –Amended Wording
The amended wording in Policy CUL 150 specifies that the recipient of the Lifetime Achievement Award has made a significant contribution over their lifetime to the betterment of the Pickering community. Adding the word “Pickering” eliminates any ambiguity regarding the
eligible candidates in this awards category.
4.Individual Volunteer –Amended Wording
The amended wording in Policy CUL 150 specifies that the Individual Volunteer Award is given
to individuals who live in Pickering. Adding the words “who live” eliminates an ambiguity
regarding the eligible candidates for this category.
3.Animal Advocate – New Category
Staff proposed a new Animal Advocate category to recognize an individual, group or business that actively promotes responsible pet ownership and/or works to improve animal welfare in
Pickering. The Civic Awards Selection Panel approved this recommendation on March 7, 2024.
4.Green Builder – New Category
Staff proposed a new Green Builder category to recognize one or more builders, showcasing
innovative sustainable design, technology, and construction practices in Pickering. The Civic Awards Selection Panel approved this recommendation on March 7, 2024.
Attachments:
1. Draft Civic Awards Program Policy CUL 150 – Track Changes
2.Civic Awards Program Policy CUL 150 – Clean Copy3.2023 Civic Awards Selection Panel Meeting Minutes of March 7, 2024
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Krystal Roberts Laura Gibbs, MBA, MSc.
Manager, Cultural Services Director, Community Services
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CS 04-25 May 5, 2025
Subject: Civic Awards Program Policy Update Page 3
LG:cf
Recommended for the consideration of Pickering City Council
Original Signed By
Marisa Carpino, M.A. Chief Administrative Officer
- 132 -
Attachment 1 to Report CS 04-25
Policy
Policy Title: Civic Awards Program Policy Number
CUL 150
Reference
"Click and type reference"
Date Originated (m/d/y)
December 4, 2023
Date Revised (m/d/y) Pages
5
Approval: Chief Administrative Officer Point of Contact
Supervisor, Cultural Services
Policy Objective
The purpose of this policy is to outline the process of the Civic Awards Program, which
recognizes individuals, community groups, and businesses who have exemplified outstanding
service and achievements to the City of Pickering.
Index
01 Definitions
02 Roles and Responsibilities
03 Procedure to Nominate for Civic Awards
04 Civic Awards Approval Criteria
01 Definitions
01.01 Civic Award – An award to a recipient for their positive contributions to the City
of Pickering.
01.02 Civic Awards Selection Panel – Comprised of Pickering City Councillors from
Wards 1, 2, 3 and, Mayor, as ex-officio.
01.03 Civic Award Ceremony – A formal ceremony, hosted by the Mayor and
Members of Council, to present nominees with a Civic Award
01.04 Conflict of Interest – Shall be declared when a nominee is also the spouse,
parent, or child of the Selection Panel member.
02 Roles and Responsibilities
02.01 Mayor & Members of Council to:
a.Approve and support this Policy.
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b. Direct nomination inquiries to the appropriate City staff.
c. Present the Civic Awards to recipients at the annual Civic Awards
Ceremony.
d. Mayor to host the ceremony.
02.02 Chief Administrative Officer to:
a. Support the allocation of staff resources to coordinate the Civic Awards
ceremony and nomination process.
02.03 Directors & Division Heads to:
a. Support the allocation of staff resources.
b. Director, Community Services to review/approve the Civic Awards
nomination package, prior to being distributed to the Civic Awards
Selection Panel and attend Selection Meeting.
02.04 Managers & Supervisors to:
a. Assign staff resources to coordinate the Civic Awards ceremony.
02.05 Employees to:
a. Gather and screen nominations for Civic Awards criteria for final
endorsement by Director, Community Services and the Civic Awards
Selection Panel;
b. Plan, coordinate and implement all logistics for the Civic Awards Ceremony
(awards, guest list, invites, special performance, notes); and
c. Log and track past and present Civic Award winners.
03 Procedure to Nominate and Award Civic Awards
03.01 The City of Pickering hosts an annual Civic Awards Ceremony honouring
nominees from the previous year. Nominations are accepted year-round.
03.02 Civic Awards recipients will be selected by the Civic Awards Selection Panel.
03.03 Civic Award Nominations may be submitted online or in paper copy and must be
submitted on the prescribed application form by the due date. The prescribed
form shall be determined by the Director, Community Services.
a. Online applications must be submitted on the prescribed online application
(Appendix 1).
b. Hard copy nominations must be submitted to the Customer Care Centre on
the prescribed paper application forms.
Policy Title: Civic Awards Policy Page 2 of 6
Policy Number: CUL 150 - 134 -
c. A complete nomination is required, including information about the
nominee's achievements, the award category, and contact information for
both the nominee and nominator.
d. Nominators of incomplete applications will be contacted and given an
opportunity to submit all required information.
e. Staff may contact nominators to seek clarification or more information if
required.
f. If an application is not eligible or does not comply with City policies, staff
will notify the nominator.
03.04 Nominations for achievements in the previous year will close on the second
Thursday in February at 4:30 pm. Nominations will be screened by staff for
eligibility. A package of qualified nominations will be prepared and provided by
Community Services Department staff to the Civic Awards Selection Panel for
review.
03.05 The Civic Awards Selection Panel will attend a selection meeting to determine
the award recipients. The selection meeting will take place after the application
deadline. The Section Panel will review each category and select award
recipient(s) as per their award criteria (Section 4). The Director, Community
Services will be in attendance to track selected recipients for each category and
answer any questions pertaining to nominations as they are put fourth.
a. Members of the Civic Award Selection Panel will declare any conflict of
interests at the beginning of the meeting. It is expected that the member(s)
of the Selection Panel with a declared conflict, shall recuse themselves
from the selection review of the conflicting nomination.
b. In order for a selection panel meeting to proceed, a minimum of two of the
selection panel members must be present. Should this quorum not be met,
the meeting shall be deferred and rescheduled to the earliest practicable
date on which the required number of panel members is available to
attend.
a.c. The selection of a candidate shall be determined by majority vote of the
panel members present. In the event of a tie in the Selection Panel’s
decision-making process, the Mayor, acting in their capacity as an ex
officio member of the panel, shall cast the deciding vote.
03.06 Staff will notify nominees and nominators following the Civic Awards Selection
Panel meeting:
a. Successful recipients are each notified by an official letter from the Office
of the Mayor. The letter will include an invitation to the Civic Awards
Ceremony event.
Policy Title: Civic Awards Policy Page 3 of 6
Policy Number: CUL 150 - 135 -
b. Nominators of successful and unsuccessful nominations are notified by a
letter from the Director, Community Services as to the success/status of
Civic Awards recipient letters.
c. The names of all Civic Awards recipients are confidential until the Civic
Awards Ceremony. There are no formal announcements or news releases
in advance of the Ceremony.
03.07 Upon the commencement of the Civic Awards Ceremony, staff will update the
website (pickering.ca/civicawards) and submit a media release with a full list of
winners, their award categories and photos from the ceremony.
04 Civic Awards Approval Criteria
04.01 The Civic Awards nominations are collected year-round for individuals, groups,
and businesses who have made a significant contribution to the City of
Pickering. Nominees awarded must meet the criteria of the award category:
Special Citation - Given to one or more individuals, groups, or businesses
from Pickering whose outstanding achievements over the last year or
more, within or outside of the City, brought Provincial, National, or
International recognition to the City.
Bravery/Heroism - Given to one or more individuals for their selfless act of
bravery or heroism within or outside of the City during the last year.
Lifetime Achievement - Given to one or more individuals living within or
outside of Pickering, for a significant contribution over their lifetime, to the
betterment of the Pickering community.
Individual Volunteer - Given to one or more individuals who stand out
amongst all other valuable individuals, who live in Pickering for their
volunteer service to the City over the last year or more.
Service Group - Given to the service group whose activities stand out
amongst all other service groups in Pickering for their contribution and
service to the City over the last year.
Community Group - Given to the community group whose activities stand
out amongst all other community groups in Pickering for their contributions
and service to the community over the last year.
Amateur Sport - Given to one or more individuals from Pickering to
recognize excellence in amateur sport over the last year.
Youth Volunteer - Given to one or more youth 13 – 19 years of age for
outstanding volunteerism within or outside of the City of Pickering over the
last year or more.
Policy Title: Civic Awards Policy Page 4 of 6
Policy Number: CUL 150 - 136 -
Youth Leadership - Given to one or more Pickering youth 13 – 19 years
of age for outstanding leadership within or outside the City of Pickering
over the last year or more.
Sustainability - Given to one or more individuals, groups, or businesses
who have made significant contributions to the Sustainable Pickering
Journey.
Arts - Given to one or more individuals, groups, or businesses who have
made significant artistic achievements within or outside the City of the last
year or more.
Cultural Diversity - Given to one or more individuals, groups, or
businesses who have made significant and sustained commitment to the
promotion of cultural harmony in the City of Pickering.
Heritage - Given to one or more individuals, groups, or businesses who
have demonstrated a significant contribution to the preservation,
conservation, education and/or promotion of Pickering’s Heritage.
Urban Design - Given to one or more individuals, groups, or businesses
from Pickering who were outstanding in their support of and participation
with community activities over the last year or more.
Economic Development - Given to one or more businesses from
Pickering who have made a significant contribution to the City’s economic
prosperity over the last year or more.
Local Business - Given to one or more individuals, groups, or businesses
who were outstanding in their support of and participation with community
activities over the last year or more.
Environment - Given to one or more individuals, groups, or businesses
from Pickering who have made significant contributions to conserving or
enhancing the City’s Natural Environment.
Accessibility - Given to one or more individuals, groups, or businesses
who have made significant or ongoing contributions, beyond legislative
requirements, to the well-being and advancement of people with
accessibility requirements.
Animal Advocate Award – Given to an individual, group or business that
actively promotes Responsible Pet Ownership and/or works to improve
animal welfare in Pickering.
Green Builder Award – Given to one or more builders, showcasing
innovative sustainable design, technology, and construction practices in
Pickering.
Policy Title: Civic Awards Policy Page 5 of 6
Policy Number: CUL 150 - 137 -
04.02 An individual shall only be recognized for one Civic Award per year. In the case
of multiple nominations for an individual in multiple categories, the Selection
Panel will identify the award category that best reflects their achievement.
04.03 Any proposal to delete, change or introduce a new Civic Award shall be
approved by the Civic Award Selection Panel during the selection meeting.
Award category changes shall be made and carried out by the Director,
Community Services for the following year.
Please refer to all associated Procedures and Standard Operating Procedures, if applicable, for
detailed processes regarding this Policy.
Policy Title: Civic Awards Policy Page 6 of 6
Policy Number: CUL 150 - 138 -
Policy Title: Civic Awards Program Policy Number
CUL 150
Reference"Click and type reference" Date Originated (m/d/y) December 4, 2023 Date Revised (m/d/y) Pages 5
Approval: Chief Administrative Officer Point of Contact
Supervisor, Cultural Services
Policy Objective
The purpose of this policy is to outline the process of the Civic Awards Program, which
recognizes individuals, community groups, and businesses who have exemplified outstanding
service and achievements to the City of Pickering.
Index
01 Definitions
02 Roles and Responsibilities
03 Procedure to Nominate for Civic Awards
04 Civic Awards Approval Criteria
01 Definitions
01.01 Civic Award – An award to a recipient for their positive contributions to the City of Pickering.
01.02 Civic Awards Selection Panel – Comprised of Pickering City Councillors from
Wards 1, 2, 3 and, Mayor, as ex-officio.
01.03 Civic Award Ceremony – A formal ceremony, hosted by the Mayor and Members of Council, to present nominees with a Civic Award
01.04 Conflict of Interest – Shall be declared when a nominee is also the spouse, parent, or child of the Selection Panel member.
02 Roles and Responsibilities
02.01 Mayor & Members of Council to:
a.Approve and support this Policy.
Attachment 2 to Report CS 04-25
Policy
- 139 -
Policy Title: Civic Awards Policy Page 2 of 6
Policy Number: CUL 150
b.Direct nomination inquiries to the appropriate City staff.
c.Present the Civic Awards to recipients at the annual Civic AwardsCeremony.
d.Mayor to host the ceremony.
02.02 Chief Administrative Officer to:
a.Support the allocation of staff resources to coordinate the Civic Awardsceremony and nomination process.
02.03 Directors & Division Heads to:
a.Support the allocation of staff resources.
b.Director, Community Services to review/approve the Civic Awardsnomination package, prior to being distributed to the Civic AwardsSelection Panel and attend Selection Meeting.
02.04 Managers & Supervisors to:
a.Assign staff resources to coordinate the Civic Awards ceremony.
02.05 Employees to:
a.Gather and screen nominations for Civic Awards criteria for finalendorsement by Director, Community Services and the Civic AwardsSelection Panel;
b.Plan, coordinate and implement all logistics for the Civic Awards Ceremony
(awards, guest list, invites, special performance, notes); and
c.Log and track past and present Civic Award winners.
03 Procedure to Nominate and Award Civic Awards
03.01 The City of Pickering hosts an annual Civic Awards Ceremony honouring
nominees from the previous year. Nominations are accepted year-round.
03.02 Civic Awards recipients will be selected by the Civic Awards Selection Panel.
03.03 Civic Award Nominations may be submitted online or in paper copy and must be submitted on the prescribed application form by the due date. The prescribed form shall be determined by the Director, Community Services.
a.Online applications must be submitted on the prescribed online application(Appendix 1).
b.Hard copy nominations must be submitted to the Customer Care Centre onthe prescribed paper application forms.
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Policy Title: Civic Awards Policy Page 3 of 6
Policy Number: CUL 150
c.A complete nomination is required, including information about thenominee's achievements, the award category, and contact information forboth the nominee and nominator.
d.Nominators of incomplete applications will be contacted and given an
opportunity to submit all required information.
e.Staff may contact nominators to seek clarification or more information ifrequired.
f.If an application is not eligible or does not comply with City policies, staff
will notify the nominator.
03.04 Nominations for achievements in the previous year will close on the second Thursday in February at 4:30 pm. Nominations will be screened by staff for eligibility. A package of qualified nominations will be prepared and provided by Community Services Department staff to the Civic Awards Selection Panel for
review.
03.05 The Civic Awards Selection Panel will attend a selection meeting to determine the award recipients. The selection meeting will take place after the application deadline. The Section Panel will review each category and select award recipient(s) as per their award criteria (Section 4). The Director, Community
Services will be in attendance to track selected recipients for each category and
answer any questions pertaining to nominations as they are put fourth.
a.Members of the Civic Award Selection Panel will declare any conflict ofinterests at the beginning of the meeting. It is expected that the member(s)of the Selection Panel with a declared conflict, shall recuse themselves
from the selection review of the conflicting nomination.
b.In order for a selection panel meeting to proceed, a minimum of two of theselection panel members must be present. Should this quorum not be met,the meeting shall be deferred and rescheduled to the earliest practicabledate on which the required number of panel members is available to
attend.
c.The selection of a candidate shall be determined by majority vote of thepanel members present. In the event of a tie in the Selection Panel’sdecision-making process, the Mayor, acting in their capacity as an exofficio member of the panel, shall cast the deciding vote.
03.06 Staff will notify nominees and nominators following the Civic Awards Selection Panel meeting:
a.Successful recipients are each notified by an official letter from the Officeof the Mayor. The letter will include an invitation to the Civic AwardsCeremony event.
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Policy Title: Civic Awards Policy Page 4 of 6
Policy Number: CUL 150
b.Nominators of successful and unsuccessful nominations are notified by aletter from the Director, Community Services as to the success/status ofCivic Awards recipient letters.
c.The names of all Civic Awards recipients are confidential until the Civic
Awards Ceremony. There are no formal announcements or news releasesin advance of the Ceremony.
03.07 Upon the commencement of the Civic Awards Ceremony, staff will update the website (pickering.ca/civicawards) and submit a media release with a full list of
winners, their award categories and photos from the ceremony.
04 Civic Awards Approval Criteria
04.01 The Civic Awards nominations are collected year-round for individuals, groups, and businesses who have made a significant contribution to the City of Pickering. Nominees awarded must meet the criteria of the award category:
•Special Citation - Given to one or more individuals, groups, or businessesfrom Pickering whose outstanding achievements over the last year ormore, within or outside of the City, brought Provincial, National, orInternational recognition to the City.
•Bravery/Heroism - Given to one or more individuals for their selfless act ofbravery or heroism within or outside of the City during the last year.
•Lifetime Achievement - Given to one or more individuals living within or
outside of Pickering, for a significant contribution over their lifetime, to the
betterment of the Pickering community.
•Individual Volunteer - Given to one or more individuals who stand outamongst all other valuable individuals, who live in Pickering for their
volunteer service to the City over the last year or more.
•Service Group - Given to the service group whose activities stand outamongst all other service groups in Pickering for their contribution andservice to the City over the last year.
•Community Group - Given to the community group whose activities standout amongst all other community groups in Pickering for their contributionsand service to the community over the last year.
•Amateur Sport - Given to one or more individuals from Pickering to
recognize excellence in amateur sport over the last year.
•Youth Volunteer - Given to one or more youth 13 – 19 years of age foroutstanding volunteerism within or outside of the City of Pickering over the
last year or more.
- 142 -
Policy Title: Civic Awards Policy Page 5 of 6
Policy Number: CUL 150
•Youth Leadership - Given to one or more Pickering youth 13 – 19 yearsof age for outstanding leadership within or outside the City of Pickering
over the last year or more.
•Sustainability - Given to one or more individuals, groups, or businesseswho have made significant contributions to the Sustainable PickeringJourney.
•Arts - Given to one or more individuals, groups, or businesses who havemade significant artistic achievements within or outside the City of the lastyear or more.
•Cultural Diversity - Given to one or more individuals, groups, or
businesses who have made significant and sustained commitment to thepromotion of cultural harmony in the City of Pickering.
•Heritage - Given to one or more individuals, groups, or businesses who
have demonstrated a significant contribution to the preservation,
conservation, education and/or promotion of Pickering’s Heritage.
•Urban Design - Given to one or more individuals, groups, or businessesfrom Pickering who were outstanding in their support of and participation
with community activities over the last year or more.
•Economic Development - Given to one or more businesses fromPickering who have made a significant contribution to the City’s economicprosperity over the last year or more.
•Local Business - Given to one or more individuals, groups, or businesseswho were outstanding in their support of and participation with communityactivities over the last year or more.
•Environment - Given to one or more individuals, groups, or businesses
from Pickering who have made significant contributions to conserving orenhancing the City’s Natural Environment.
•Accessibility - Given to one or more individuals, groups, or businesses
who have made significant or ongoing contributions, beyond legislative
requirements, to the well-being and advancement of people withaccessibility requirements.
•Animal Advocate Award – Given to an individual, group or business that
actively promotes Responsible Pet Ownership and/or works to improve
animal welfare in Pickering.
•Green Builder Award – Given to one or more builders, showcasinginnovative sustainable design, technology, and construction practices in
Pickering.
- 143 -
Policy Title: Civic Awards Policy Page 6 of 6
Policy Number: CUL 150
04.02 An individual shall only be recognized for one Civic Award per year. In the case of multiple nominations for an individual in multiple categories, the Selection Panel will identify the award category that best reflects their achievement.
04.03 Any proposal to delete, change or introduce a new Civic Award shall be
approved by the Civic Award Selection Panel during the selection meeting. Award category changes shall be made and carried out by the Director, Community Services for the following year.
Please refer to all associated Procedures and Standard Operating Procedures, if applicable, for
detailed processes regarding this Policy.
- 144 -
Page 1 of 4
Attachment 3 to Report CS 04-25
Minutes/Meeting Summary
2023 Civic Awards Selection Panel March 7, 2024 2:00 pm City Civic Centre, Main Committee Room
Attendees: Mayor Kevin Ashe Councillor M. Nagy L.Gibbs, Director, Community Services
K. Roberts, (Acting) Supervisor, Cultural Services
S. England, (Acting) Clerk, Culture and Recreation (Recording Secretary)
Absent: Councillor L. Robinson
Councillor S. Butt
Item/ Ref # Details, Discussion & Conclusion Action Items/Status
1. Welcome
L. Gibbs welcomed everyone and spoke to thetimelines of the Civic Award nomination selectionsand the Civic Award Ceremony on May 13, 2024.
2. Review of Civic Awards Program Policy CUL 150
L. Gibbs spoke to the Civic Awards Policy CUL 150.
There were no questions.
No disclosures of interest noted.
3. Nomination Category Review and Recipient Selection
Special Citation Award Cindy Adams
Bravery/Heroism Award Mr. Kirk Davis
Lifetime Achievement Award Ericka Heather Swaby
Gary Goswell Myrna Picotte
Individual Volunteer Award Alexis David
- 145 -
Page 2 of 4
Item/ Ref # Details, Discussion & Conclusion Action Items/Status
Larry Noonan Margaret Shedden-Eskins Pam Spence
Service Group Award Canadian Progress Club Durham Region Women Community Group Award
Dedicated Advocacy Resource Support
David Werry, Mike Garvey, and Pickering Pickleball Club
Amateur Sports Award Curtis Cook Youth Volunteer Award
Aydin Munawar Charlie Wascher Youth Leadership Award
Devi Mandir / Youth Group Sustainability Award Daniels FirstHome™ Pickering
Arts Awards Katherine Catarino / Creative Kat Designs
Richard Rodwell
Cultural Diversity Award No nominations awarded.
Heritage Award Maxwell Soundy Reille Lantaigne
Urban Design Award Chestnut Hill Developments Economic Development Award
Nelson Industrial Inc. Local Business Award Defend-it Legal Services Professional
Corporation/Building Blocks HR. Mani Shanker / Mr. Lube Open Studio Art Café
- 146 -
Page 3 of 4
Item/ Ref # Details, Discussion & Conclusion Action Items/Status Environment Award We Grow Food Accessibility Award
Omar Ha-Redeye
4. Selection of 2024 Senior of the Year Award
Senior of the Year
Dan Pilon
5. Review of change requests and new proposed Civic Award categories
5.1 Civic Award wording change requests for consideration.
L. Gibbs L. Gibbs spoke to the request amendments pertaining to the current Civic Award description
wording.
• Lifetime Achievement Award – Given to one or more individuals living within or outside of
Pickering, for a significant contribution over their lifetime, to the betterment of the Pickering
community.
• Individual Volunteer Award– Given to one or more individuals who stand out amongst all
other valuable individuals, who live in Pickering, for their volunteer service to the City
over the past year or more.
The wording amendments to the Lifetime Achievement Award and Individual Volunteer were both endorsed by Mayor Ashe and Councillor Nagy.
5.2 New Civic Award categories for consideration.
L. Gibbs spoke to the proposed Animal Advocate Award.
• Animal Advocate Civic Award: An individual,
group or business that actively promotes Responsible Pet Ownership and/or works to improve animal welfare in Pickering.
K. Roberts to make amendments to the
wording on all related Civic Award correspondence.
K. Roberts to add the new Civic Award categories to all related Civic Award
correspondence.
- 147 -
Page 4 of 4
Item/ Ref # Details, Discussion & Conclusion Action Items/Status
There were no questions.
The new Animal Advocate Civic Award category was endorsed by Mayor Ashe and Councillor Nagy.
L. Gibbs spoke to the proposed Green Builder Civic
Award.
• Green Builder Civic Award: Given to one or
more builders, showcasing innovative
sustainable design, technology, and
construction practices in Pickering.
There were no questions.
The new Green Builder Civic Award category was endorsed by Mayor Ashe and Councillor Nagy.
Meeting Adjourned at 2:27 pm.
Copy: Chief Administrative Officer
- 148 -
Report to
Executive Committee
Report Number: CS 05-25 Date: May 5, 2025
From: Laura Gibbs Director, Community Services
Subject: Waterfront Paddle Sport Rental Service Frenchman’s Bay File: A-1440-001
Recommendation:
1.That Report CS 05-25 regarding an update on waterfront paddle sport rental service onFrenchman’s Bay be received;
2.That Council approve the inclusion of facilities to accommodate paddle sport rental
services in the design of Beachfront Park Revitalization - Phase 2; and,
3.That the appropriate City of Pickering officials be authorized to take the necessary action
as indicated in this report.
Executive Summary: The purpose of this report is to provide a recommendation for the
inclusion of a paddle sport rental service on Frenchman’s Bay.
The Recreation & Parks Ten Year Plan recommends the City continue to place a high priority on the preservation and restoration of waterfront parks and beaches that support public access
for residents and visitors. This involves continued investment in the development and maintenance of key waterfront sites, including recreational amenities and support buildings. In response to the Recreation & Parks Ten Year Plan, inquiries from community organizations, and paddle sport service providers, staff have investigated the possibility of providing space for
a paddle sport rental service on Frenchman’s Bay.
The purpose of the service is to offer non-motorized paddle sport rentals to the public on a
seasonal basis from May to September. Non-motorized boat rentals may include kayaks, canoes, and paddle boards. Safety equipment like life jackets, a whistle, etc. would be required
as part of the service and the responsibility of the vendor. The service requires consistent, seasonal access to a dock, and a secured and monitored storage unit to hold non-motorized boats and equipment that would remain at the location during the rental season. The paddle sport rental service on Frenchman’s Bay will be provided through a vendor that would be
selected through a competitive process and subject to a licence or lease agreement with the City.
Staff conducted discussions with stakeholders, and engaged residents for feedback on this
proposal. Staff considered three locations and recommend the paddle sport rental service be
integrated into the design of Beachfront Park Revitalization - Phase 2, located west of
- 149 -
CS 05-25 May 5, 2025
Subject: Waterfront Paddle Sport Rental Service Page 2
Millennium Square.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Champion Economic Leadership & Innovation; Advocate for an Inclusive, Welcoming, Safe & Healthy Community; and Advance Innovation &
Responsible Planning to Support a Connected, Well-Serviced Community.
Financial Implications: The provision of a paddle sport rental service in the design of Beachfront Park Revitalization - Phase 2 will include a dock, loading area and pathways. These additional features will increase the scope of the existing project. The design of Beachfront Park Revitalization - Phase 2 was included in the approved 2022 Capital Budget
and this change to the scope can be accommodated in the design with no financial impact. The construction of Beachfront Park Phase 2 is included in the 2026 Capital Forecast and is
estimated to cost $4,963,200. As the recommended change to the scope of the project is minor, there is no expected increase to total project costs.
Discussion: The purpose of this report is to provide an update on the possibility of providing space for a paddle sport rental service on Frenchman’s Bay. Staff considered several locations before narrowing the options to the existing docks at Rotary Frenchman’s Bay West Park, and
Progress Frenchman’s Bay East Park. Staff weighed the pros and cons of each location and
conducted community engagement on residents’ preference between the two locations. At the
outset of this analysis, staff only considered the two locations. Beachfront Park, West of Millennium Square was added as a viable third location after engagement was completed, based on feedback from residents.
1.Community Engagement occurred between March to September, 2024
Staff presented the proposal to offer paddle sport rental services on Frenchman’s Bay to the Waterfront Visionary Advisory Committee at the March 18, 2024 meeting. Advisory Committee members were receptive to the proposal, however requested public engagement with the
surrounding neighbourhood and further input from Toronto & Region Conservation Authority (TRCA).
Staff followed up with TRCA and received conditional approval of the concept. Staff conducted public engagement to provide opportunities for feedback from residents on the location and
proposed service. An online survey was posted on Let’s Talk Pickering on August 9, 2024, and was available until September 8, 2024. The survey was promoted on the City’s website and through various social media channels. A promotional postcard was distributed to 3,600 households within the immediate community surrounding east and west Frenchman’s Bay. The
postcard provided a link to the Let’s Talk Pickering webpage. In addition, two pop-up consultation sessions were held at Rotary Frenchman’s Bay West Park for residents to provide input and speak directly with staff.
- 150 -
CS 05-25 May 5, 2025
Subject: Waterfront Paddle Sport Rental Service Page 3
Staff received 150 responses to the survey:
Q1. Do you or someone in your household currently visit the Rotary Frenchman’s Bay West Park?
92.7% yes
Q2. How do you or someone in your household get to the Park? 57.3 % drive, 33.3% walk, 1.3 % cycle, 8.0 % other
Q3. Have you or someone in your household used the boat launch at this location? 9% yes
Q4. A rental service may require a storage unit at the location, are you in favour?
87% yes
Q5. Are you in favour of a paddle sport service operating at the Park?
90% yes
Residents raised several concerns that included traffic congestion, accessibility and environmental impacts to the Provincially Significant Wetland. Residents requested that staff
continue to investigate the east side of Frenchman’s Bay as a more appropriate location than the west side. Many of these residents responded to the survey in favour of a paddle sport
rental service being available, but preferred that the service not be located in Rotary Frenchman’s Bay West Park.
Feedback from the Waterfront Visionary Advisory Committee on November 18, 2024 echoed the concerns of residents and re-iterated that a preferred location would be at Beachfront Park, west of Millennium Square. The Committee requested that the City reassess all possible sites. Staff considered a third site for paddle sport rentals at Beachfront Park. With the planned
revitalization of the park, there is an opportunity to design a location that will better serve a paddle sport rental service.
2.Three locations were considered at Frenchman’s Bay for the paddle sport rental
service
The City completed extensive renovations to Rotary Frenchman’s Bay West Park in 2023, including construction of a new comfort station, improvements to trails and pathways, picnic areas, shoreline restoration, and a new accessible canoe/kayak launch. The first phase of the
revitalization of Beachfront Park, located on the east side of Frenchman’s Bay will be completed by Summer 2025 and includes the construction of an elevated walkway and cycling route, viewing platforms overlooking Hydro Marsh, barrier free access ramps from the elevated structure to the beach, site lighting and furniture. The second phase of the Beachfront Park
Revitalization is currently identified in the 2026 Capital Forecast as a construction project. The recent investment and proposed future investment in infrastructure in Beachfront Park make the site a viable location for a paddle sport rental service. The locations of the three proposed sites for the paddle sport rental service are shown on the map included in Attachment 1.
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CS 05-25 May 5, 2025
Subject: Waterfront Paddle Sport Rental Service Page 4
A.Rotary Frenchman’s Bay West Park
The positives of this site are that it is a fully accessible launch dock with on-site parking and
access to public washrooms. It is an appropriately sized location for a storage container with suitable locations for security cameras.
The challenges of this site are that the location is beyond a locked gate providing no direct drive-up access for the vendor. There is considerable distance along the gravel path from barrier free parking to the dock, which may create barriers for some users. Some survey respondents felt that the aesthetics of the storage container may detract from the natural
environment. There was also concern about weed growth and the possibility of vandalism to the storage container.
B.Progress Frenchman’s Bay East Park:
The positives of this site are that it is an established launch location that is already used for
non-motorized boat entry. It is an appropriately sized location for storage with parking adjacent
to site. In addition, the vendor would have unrestricted drive-up access to their equipment.
The challenges of the site are that the dock and launch point require modifications to improve accessibility and better support a paddle sport rental service. This location is closer to
residential homes, and with traffic congestion during peak times, parking is already at capacity. Community engagement respondents expressed some concerns about water weeds being close to docks, with shallow water making it difficult to clear the weeds in the area. Security cameras are recommended for the site to deter theft and vandalism.
C.Beachfront Park, west of Millennium Square
The positives of this site are that it is an area with high foot traffic that already attracts a lot of
visitors. City events at Millennium Square continue to bring in large crowds and create opportunities for a business to engage with new customers, which would support higher use of
the paddle sport rental service. There are existing food establishments and unique businesses in the Nautical Village that would appreciate an increase in patrons. There are existing security cameras monitoring high traffic areas in Beachfront Park. Additionally, the City partners with Durham Transit to provide a free shuttle bus service to the Nautical Village from Pickering’s
City Centre that services the area during peak times in the summer.
D.Recommendation of Preferred Site
Based on feedback from the Waterfront Visionary Advisory Committee, open houses, community survey and input from various staff, the recommended location for the paddle sport
rental service is west of Millenium Square. As this location on Frenchman’s Bay is part of the Beachfront Park Revitalization - Phase 2 which is currently identified in the 2026 Capital
Forecast, there is time to better integrate the necessary components of the paddle sport rental service into the Phase 2 design and tender.
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CS 05-25 May 5, 2025
Subject: Waterfront Paddle Sport Rental Service Page 5
E.Beachfront Park – Phase 2 Design and next steps
Staff recommend that a paddle sport rental service location be included in the design and
construction of Beachfront Park Revitalization - Phase 2. Should the construction of this phase proceed in 2026, this area of the Park would be expected to reopen to the public for the Summer of 2027.
Until Beachfront Park Revitalization Phase 2 is constructed, existing services for boat rental or programs are offered by Frenchman’s Bay Yacht Club and Pickering Dragonboat Club/ Alkame Dragonboat Services. Existing programs include public access to learn to sail programs, and
water sport craft rentals.
Attachment:
1.Proposed Paddle Sport Rental Service Location
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Karen Coleman, BA Laura Gibbs, MBA, MSc.
Manager, Recreation Services Director, Community Services
Original Signed By Original Signed By
Arnold Mostert, O.A.L.A. Richard Holborn, P. Eng. Manager, Landscape & Parks Development Director, Engineering Services
LG:kc
Recommended for the consideration of Pickering City Council
Original Signed By
Marisa Carpino, M.A. Chief Administrative Officer
- 153 -
I DATE: Apr. 08, 2025
PARK
ALDERWOOD
PARK
FRENCHMAN'S BAY
COASTAL WETLAND
COMPLEX
FRENCHMAN'S
BAY OPEN
SPACE
1man's Bay
BAL SOON
BAY EAST PARK
VISTULA
RAVINE.
BRUCE HANDSCOMB
PARK
FRENCHMA
BAY OP
SP
ROTARY
FRENCHMAN'S
BAY WEST PARK
Frencl
N'S
EN
ACE
CANOE/ KAYAK DOCK 7
.j.
Attachment 1 to Report CS 05-25
BEACHFRONT
PARK Proposed Paddle Sport
Rental Service
Location• ,La1'e Ontario
Engineering Services
Department
Location Map
Proposed Paddle Sport
Rental Service Location
Utycf PlCKERlNG SCALE: 1:10,000 - 154 -
Report to
Executive Committee
Report Number: CS 07-25 Date: May 5, 2025
From: Laura Gibbs Director, Community Services
Subject: Northern Community Halls Recommendations for Facility Renewal File: A-1440-001
Recommendation:
1. That staff be directed to investigate the option to sell Green River Community Centre, with Infrastructure Ontario being offered the first right of refusal to purchase for $2.00 as per the original sales agreement (Attachment 1), and report back to Council with
recommendations in Q1, 2026;
2. That staff be directed to investigate options to sell the former Greenwood Library back to
the Durham District School Board; or lease the facility at a market rate and report back to Council with recommendations in Q1, 2026;
3. That staff be directed to renew the management agreement for the Mount Zion
Community Centre with the Mount Zion Community Centre Association for a two year term from July 1 2025 to June 30 2026 returning said agreement to Council in Q2, 2025 for endorsement; and to investigate options to reduce the net capital cost of Mount Zion Community Centre and report back to Council with recommendations in Q1, 2026;
4. That staff be directed to renew the management agreement for the Whitevale Community Centre and the Whitevale Arts and Culture Centre with the Whitevale and District
Residents’ Association for a five-year term from July 1, 2025 to June 30, 2030 returning said agreement to Council in Q2, 2025 for endorsement;
5. That City Heritage staff evaluate the Mount Zion Community Centre (School Section #13 Schoolhouse) and Green River Community Centre (Green River Baptist Church) under Regulation 9/06 of the Ontario Heritage Act to determine whether the properties merit designation under Part IV of the Act, and report back to Council with recommendations in
Q4, 2025; and,
6. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in the report.
Executive Summary: The purpose of this report is to provide recommendations for northern community halls, including Green River Community Centre, Greenwood Library,
Mount Zion Community Centre and Whitevale Community Centre, that were reviewed as part
of the Facilities Renewal Study and the Recreation & Parks Ten Year Plan. These types of
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community spaces are commonly referred to as “community halls” because they consist of a large room or building with basic amenities, run by community groups, and used primarily for
community rentals and events.
While Brougham Hall is also considered a northern community hall, that facility is owned by the
Federal Government and leased to the City. The City of Pickering entered into a lease agreement with Transport Canada approximately 30 years ago that has been renewed several times. The current lease agreement has expired, and the City of Pickering now leases the building on a month-to-month basis. The City and Federal Government have been meeting to
review the building condition and the terms for renewal of the lease agreement. Staff aim to report to Council with recommendations regarding the lease of Brougham Hall by Q4, 2025.
The City of Pickering is facing the acute and combined challenges of funding for new growth
while also maintaining aging existing infrastructure. Many of the City’s northern community
halls are repurposed buildings that were originally constructed as one room schoolhouses or
similar use institutional buildings. Many of these facilities are at the end of their serviceable lives and now require significant capital investment to remain operational, including structural repairs, roof replacements, building envelope repairs, electrical, HVAC, and accessibility
upgrades to meet and maintain standards for safe and accessible community spaces.
PSD Citywide Inc. prepared the City’s Asset Management Plan in 2020 and were retained in the fall of 2023 to review and analyze key factors affecting facilities assets. Their task and objective was to recommend a fact-based methodology by which future investment in existing
facilities should be prioritized. On January 22, 2024, Council endorsed the Facility Renewal Study (Report OPS 02-24, Resolution #389/24), also prepared by PSD Citywide Inc., that
identified key factors affecting city assets and how to establish priorities. Facility condition index (FCI) provides a valuable metric when evaluating the state and long-term viability of
investment in City facilities including the northern community halls.
FCI is an industry standard representing the total deferred maintenance cost of a building, typically over the next five years divided by the building’s estimated replacement cost, assuming only like-for-like replacement. This means enhancements like upgraded electrical,
lighting, WIFI or modernization repairs are not included in the costing. The northern community halls scored poorly, overall, indicating that significant repairs are required to meet the minimum standards for safe and accessible community spaces. City facility assets with an FCI above
0.40, or 40%, are considered to be in poor condition and suitable for surplus or disposal.
On September 3, 2024, Council endorsed the Recreation & Parks – Ten Year Plan (Report CS
22-24, Resolution #575/24). The plan identified that historic facilities that have been used as community halls are not fully accessible, often located in remote locations, cannot accommodate a wide range of recreational activities, and are not conducive to multi-use
community programming. Their potential is primarily serving as venues for occasional rentals, meetings, or small-scale community events. These legacy facilities are located in rural areas, serving smaller local markets. Although these facilities are typically inexpensive to operate as they rely on volunteer groups or third-party operators, capital renewal will be costly due to their
age and condition.
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Increasingly, these facilities present financial challenges and require investment in the order of $2.5 million over the next five years if they are to remain in the City’s asset inventory. The
Green River Community Centre has been used exclusively as storage for the past ten years and Greenwood Library has been used as storage for the past nine years, with no public use.
The Recreation & Parks Ten Year Plan recommends consideration for the closure of underused community halls, particularly where their functions can be accommodated within other nearby facilities that are in better condition.
Construction of the Pickering Heritage & Community Centre (PHCC) began in 2024 and is
expected to be complete by the end of 2025. The PHCC will provide a range of culture and recreation programs, library services, and rental spaces for the community in a fully accessible, staffed facility with regular operating hours. The PHCC has been designed as an
energy efficient, net-zero-carbon facility. Upon the completion of the PHCC, residents living in
central Pickering will have improved access to a nearby location for recreation, culture and
library services.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan Priorities of Champion Economic Leadership and Innovation; Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Advance Innovation &
Responsible Planning to Support a Connected, Well-Serviced Community; and, Strengthen Existing & Build New Partnerships.
Financial Implications: FCI is a measure of deferred maintenance required divided by the
replacement value of the asset and is tracked to benchmark the general condition of City assets. Based on the FCI ratings of the existing inventory, significant investment will be required for Mount Zion Community Centre, Whitevale Community Centre, Green River, and
Greenwood Library. Where FCIs are particularly high and usage is low, consolidating services into new facilities enables the option to dispose of older assets in poor condition, using savings generated by eliminated deferred maintenance to offset capital costs for new construction.
Based on FCI alone, which only examines like-for-like replacement of existing assets over a
five-year forecast, these six facilities will require an investment of $2,514,845 million to address their projected and deferred capital needs. Any upgrades beyond existing materials
and design would incur additional costs. As a comparison, the full replacement cost of these facilities is $4,328,719, which demonstrates that most of these facilities are in poor condition.
Facility Replacement Cost FCI Deferred Maintenance
City’s Operating Cost Greenwood Library $1,133,071 0.39 $441,897 $5,700 Mount Zion Community Centre $1,049,113 0.65 $681,923 $17,250
Green River Community Centre $987,765 0.63 $622,292 $5,300
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Whitevale Arts & Culture Centre $283,890 0.15 $42,583 $12,800
Whitevale Community Centre $874,880 0.83 $726,150 $16,800
Total Costs $4,328,719 $2,514,845 $57,850 Note: Replacement costs and FCI scores noted in the table above are as of January 1, 2025.
Discussion: The purpose of this report is to provide a recommendation for the northern community hall facilities, in accordance with the Facilities Renewal Study and the Recreation & Parks Ten Year Plan.
A. Greenwood Library Background and Historic Use:
Located at 3540 Westney Road the Greenwood Library is historically known as the School Section (S.S.) #10 Greenwood Schoolhouse (c.1860). The building remained in use as a
school up until the late 1970s when it was purchased by the City.
In 1980, the interior was refurbished to provide space for the Pickering Public Library. At the time, air conditioning was added and some improvements to the septic system were made. The 1980 restorations were sympathetic to the building, allowing for its modernization while preserving its historic appearance. In 1995, the west foundation wall
was repaired at approximately $25,000. A new well was drilled in 2001 at a cost of $15,000. In January 2008, a leak was found in the basement wall which led to the basement flooding and a malfunctioning furnace. Repairs were made in 2008 for approximately $50,000.
Heritage Significance:
The Greenwood Library (S.S. #10 Greenwood Schoolhouse) is designated under the
Ontario Heritage Act (By-law No. 6984/09). The By-law identifies the property as containing architectural, associative and contextual heritage value under the Ontario Heritage Act.
Architecturally, the structure is a rare, well-preserved example of a 19th-century one-room schoolhouse that features red pressed brick sourced from a local brickyard, fine classical design proportions, and original wood windows with delicate muntin bars. The building is historically associated with the development of the education system in Pickering as well as
the school of notable public figures, including former Prime Minister John Diefenbaker who attended the school while his father was the schoolteacher. Lastly, the building contains
contextual value as a highly visible landmark within Greenwood, due to its location just south of the four corners of the hamlet.
Facility Use: As outlined in Report CAO 05-08, the Pickering Public Library operated a service branch from the Greenwood Library from June 1980 until December 2015. The building is owned by the City of Pickering.
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From 1997 onwards, the Greenwood library experienced consistently declining usage with 6,997 visitors in 2000, reduced to 3,362 by 2007. In late 2015, the Pickering Public Library
Board voted to close the service branch due to further declining use and escalating maintenance and capital costs. The facility has been used for library storage since its
closure in 2015 and has had no public use during that time. Library services will be offered in the new Pickering Heritage & Community Centre (slated to open in spring 2026) in a purpose-built space that will house the Library’s Local History Collection, provide users access to library services and provide dedicated storage for library collections.
The facility shares a well with the Valley View Public School. Furthermore, the facility has limited parking, and parking constraints during school drop-off and pick-up times due to
high volume of bus use and student pick-up. The facility is located within one kilometer of
the PHCC which will provide a high level of community programming to residents of the
Greenwood community, making the Greenwood Library a redundant space for recreational programming. To offset a portion of the deferred maintenance and ongoing operating costs for this facility, a market-rate lease may be a viable option for a service provider that could
potentially serve the school community. Facility Condition: The Greenwood Library had an FCI score of 39 percent, as of January 1, 2025, reduced
from the 58 percent shown in the Facilities Renewal Study due to masonry repairs completed in 2024. It still has significant capital costs identified in the next five to ten years.
The building has low utilization and low adaptability. It ranks among the ten highest FCI scores among City facilities, higher scores demonstrating worse conditions.
Recommendation: The City purchased the facility from the schoolboard in 1980. Due to the close proximity to the Valley View School, the Durham District School Board may be interested in purchasing
the building back from the City for its own use. Staff will also investigate options to reduce the capital cost of Greenwood Library by leasing the facility at a market rate. This includes a request for expressions of interest to determine if there is demand for this facility. Staff
will report back to Council with recommendations in Q1, 2026.
B. Mount Zion Community Centre
Background and Historic Use: Located at 4230 Sideline 6, School Section (S.S.) #13 Schoolhouse was built in 1875 as
and used as a one-room schoolhouse until its closure in 1965. Bylaw 8835 established Mount Zion as a Community Hall in 1967. The facility was originally managed by a Board that was appointed by Council.
Potential Heritage Significance: Currently, the property is neither listed in the City of Pickering Heritage Registry nor designated under Part IV of the Ontario Heritage Act. The Mount Zion Community Centre (S.S. #13 Schoolhouse) is a late 19th-century rural schoolhouse built in red brick and
detailed with buff brick around the window and door, arches and corner quoining. The design shares many stylistic similarities with the Greenwood Schoolhouse and lends to the
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narrative relating to the development of rural education and a unique educational architecture that was influenced by Egerton Ryerson’s school reforms. At some point in the
20th century a one storey addition was added to the front elevation of the building. While the addition materially matches the original building, it generally detracts from the building’s
visual design integrity. The impact of the addition to the original fabric of the building has not been fully established at this point and would require further investigation. The preliminary heritage review suggests that there may be potential architectural,
associative and contextual heritage value associated with the property. However, a Cultural Heritage Evaluation would be necessary to determine whether the property meets the criteria as defined under Regulation 9/06 of the Ontario Heritage Act for cultural heritage
designation.
Facility Use: In 2015, the City of Pickering entered into a five-year written lease agreement with the Mount Zion Community Centre Association (The Association) (Resolution #56/15). The
lease was renewed for the term from July 1, 2020 to June 30, 2025 (Resolution #350/20). Under this agreement, the Association is responsible for coordinating facility rentals, maintaining regular operating hours, organizing community programs and events, and performing facility cleaning and maintenance at Mount Zion Community Centre. The
Association retains all revenue from their management of the facility. The Association maintains a webpage that is listed under the Mount Zion United Church site with contact
information. The Association does not maintain regular operating hours, organize regular community programming or events at the facility as community events in this
neighbourhood are typically organized by the Mount Zion United Church.
Year Annual Number of Permits/Uses
Revenue Earned Annual Expenses Cash balance, end of year
2021 0 $0.00 $9.00 $1,145.66
2022 27 $3,350.00 $514.50 $3,981.16
2023 24 $3,550.00 $691.20 $6,389.96
2024 52 $5,970.00 $3,066.15 $9,743.81
Mt. Zion Community Centre is located approximately 5.4 kilometers from the PHCC. It is located in a rural area that is only accessible by car.
Facility Condition:
Mount Zion Community Centre had an FCI of 58 percent noted in the Facilities Renewal Study, which has risen to 65 percent as of January 1, 2025. A recently completed structural engineering assessment has also raised concerns about the condition of its floor framing
and load-bearing masonry. Significant repairs are required in order to maintain the facility in operable condition beyond 2026. Mount Zion Community Centre currently has the fourth highest FCI among City facilities.
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Recommendation: Staff recommend renewing the lease agreement with the Mount Zion Community Centre
Association for two years; and to investigate options to reduce the net capital cost of Mount Zion Community Centre which may include a market-rate lease and report back to Council
with recommendations in Q1, 2026. C. Green River Community Centre
Background and Historic Use:
Located at 190 Highway 7, the Green River Community Centre, was originally known as the Brunswick Hill Baptist Church (c.1848) as it was named after its founders who came from New Brunswick and Scotland. In 1888 the building was moved one mile west where
the congregation grew alongside the busy sawmill-based community of Green River. In
1951 the church again was relocated to its current site as a result of the widening of
Highway 7. In 1979, the church was ultimately closed as a result of the government expropriation for the future Pickering airport. In 1980, a brick and stone monument was erected at Green River Baptist Cemetery (600 Highway 7), commemorating the
congregation and its legacy. The City purchased the facility in 1982 from the Ontario Infrastructure and Land Corporation (OLC) for $2.00 for use as a community hall, and for rental to various community groups.
The original sale of the property (Attachment 1) came with a buy back provision that, “before the Town offers the Land for sale or ceases to use the Land as a Community
Centre, it shall first notify OLC in writing of the proposed sale, or the proposed change in use, and OLC share thereupon have the option of giving notice to the Town in writing within
14 days that OLC will purchase the Land, and in the event that OLC gives such notice, within 90 days after the date thereof, the Town shall sell the Land to OLC at the Total Purchase Price of $2.00 free of encumbrances and shall pay all applicable taxes, interest, public utility and other charges on the Land to the Date of Closing of the sale to OLC”
(Schedule C, 2). Potential Heritage Significance:
Currently, the property is neither listed in the City of Pickering Heritage Registry nor
designated under Part IV of the Ontario Heritage Act. Based on an initial historical review of
the building it does appear to have potential cultural heritage value. However, a Cultural Heritage Evaluation would be necessary to determine whether the property meets the criteria as defined under Regulation 9/06 of the Ontario Heritage Act for cultural heritage
designation. Facility Use: The facility has been used as storage for museum artifacts for the past ten years and has
not had any public use during that time. The PHCC is providing secure, monitored and temperature-controlled storage for artifacts, so this space is no longer required for that use. Green River Community Centre is located in a remote location with limited residential properties nearby. A City park with a playground is located adjacent to the facility. Due to the remote location of this facility, the limited versatility and size of the facility, it is not a suitable facility for the delivery of community services.
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Subject: Northern Community Halls Page 8
Facility Condition: Green River Community Centre had an FCI of 63 percent as of January 1, 2025. Having
primarily served as a storage location for over ten years, it would require significant investment to be suitable for public use.
Recommendation: Staff investigate options to sell the property, with OLC offered first right of refusal to purchase for $2.00 and report back to Council by Q1, 2026.
D. Whitevale Community Centre / Whitevale Arts and Culture Centre Background and Historic Use:
The Whitevale Community Centre located at 405 Whitevale Road and the Whitevale Arts
and Culture Centre located at 475 Whitevale Road are two separate facilities located within
the historic village of Whitevale. The facilities are owned by the City of Pickering and managed through a lease with the Whitevale and District Residents’ Association (WDRA).
The Whitevale Community Centre (405 Whitevale Road) is located on a 1.59 hectare community park that contains two heritage structures, the Miller House (c.1825-35) and the Christian House (c.1860). The Miller House is one of the oldest remaining structures in Pickering, built between 1825 and 1835. Both buildings were expropriated by the Province
of Ontario in 1972 as part of the North Pickering Plan. In the 1970s, the buildings fell into disrepair and became the subject of repeated vandalism.
By 1979, the residents of Whitevale advocated for the City of Pickering to assist with the
restoration of both the Miller and Christian Houses and integrate them into a larger community park. The outcome of this civic collaboration is that by 1990 both the Miller and Christian houses were restored and in active community use. Today, the Miiller House is regularly utilized for a broad range of community programming, while the Mary Christian
House is used primarily for storage purposes. The Whitevale Arts & Culture Centre (475 Whitevale Road) is the former Whitevale Library,
which closed in 2012 due to declining circulation and remained vacant until 2014. In 2015,
with support from residents, the facility became the Whitevale Arts & Culture Centre. A
group of volunteers, under the umbrella of the Whitevale and District Residents Association, made a proposal to the City of Pickering in 2015 and received the mandate to repurpose this heritage building and establish its role as a cultural resource for the
community. Identified Heritage Significance: Currently, both 405 and 475 Whitevale Road are designated under Part V of the Ontario
Heritage Act. The two properties include three heritage buildings, all of which are identified in the Whitevale Heritage Conservation District as contributing heritage structures. A summary of the heritage value of the individual structures is provided below:
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i. Whitevale Community Centre
The Miller House (c.1825-35) is a unique structure within the City, in part due to its unusual construction which employs vertical plank walls, which are pegged to the upper beam and
lower sills. This type of construction is closely associated with the Lower St. Lawrence Valley in Quebec. In the early 1820s, Francophone loggers were active in the area as part of the clearing of the Great Pine Ridge and this house was constructed using wood from the first mill that was constructed in 1820.
The Christian House (c.1860) is a uniquely proportioned small plain frame house. The house consists of a one-and-half storey frame building with a side-gable plan and a rear
one storey kitchen addition. The unique proportions are enhanced by the off -hall entrance
door and single side window. The main structure is clad in vertical board-and-batten while
the rear kitchen is completed in a combination of clapboard and board-and-batten siding. The house is a rare example of a humble 19th century rural house.
ii. Whitevale Arts & Culture Centre The building located at 475 Whitevale Road is a small, modest arts and crafts style building (c.1900) that was originally used as a local bank branch. The design is a front gable plan
which is typical for Whitevale with white shingles used in the upper gables and clapboard siding on the lower elevations. Facility Use:
The WDRA maintains an active website and social media pages, with a published monthly newsletter informing the community of community events, programs, workshops, and volunteer opportunities. The Arts and Culture Centre also hosts small art exhibits that are open to the public. The WDRA organizes and hosts several community events annually
and publishes opportunities for residents to utilize the community facilities. As an example, last month the WRDA organized French Club, Ukulele beginner club, bird walks, an Easter egg hunt in Whitevale Community Park, Earth Day Clean up. The WDRA provides regular,
consistent community programs and events. Many of these events are in addition to the
rental of the facilities listed below.
Year Total Annual
Number of
Uses
Revenue
Earned from
use of facility
Expenses Cash balance,
end of year
2021 11 $750.00 $4,149.21 $23,443.23
2022 21 $3,770.00 $7,299.56 $16,785.85
2023 29 $7,739.00 $9,743.13 $13,909.54 2024 47 $11,316.81 $11,535.95 $13,811.18
Facility Condition: The Whitevale Community Centre buildings are in relatively poor condition with an FCI score of 0.83 and a deferred maintenance cost of $726,150. The Whitevale Arts & Cultural Centre is in good condition with an FCI score of 0.15. The City completed selective
cladding repairs in 2024 on this building. Based on the high degree of programming and
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Subject: Northern Community Halls Page 10
community use of these facilities, staff recommend extending the management agreement with the WDRA.
Recommendation:
Due to the regular and consistent community use of the facility, and the WDRA’s continued community services, staff recommend extending the management agreement with the Whitevale and District Residents’ Association for management of the Whitevale Community Centre and the Whitevale Arts and Culture Centre from July 1, 2025 to June 30, 2030.
Attachment:
1.Green River: Agreement for Dedication of Community Lands
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Matthew Somerville, CAHP, MCIP, RPP Laura Gibbs, MBA, MSc. Senior Planner, Heritage Director, Community Services
Original Signed By Original Signed By
Vince Plouffe, OAA, MRAIC Kyle Bentley, P. Eng. Division Head, Facillities & Construction Director, City Development & CBO Management
LG:snc
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A. Chief Administrative Officer
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Attachment 1 to Report CS 07-25
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AGREEMENT FOR DEDICATION OF COMMUNSTY LANDS
B E T W E E N
ONTARIO LAND CORPORATION
hereinafter called OLC
y r y ti
OF THE FIRST PART
and
THE CORPORATION OF THE TOWN OF PICKERING
hereinafter called the TOwn
OF THE SECOND PART
WHEREAS OLC is the registered owner in fee simple of the Land described
in Schedule A hereto and
WHEREAS OLC proposes to dedicate the land to the Town for the purpose
of a Community Centre
NOW THEREFORE THIS AGREEMENT WITNESSETH THAT
1 DEFINITIONS
The iollowing words and expressions wherever used in this Agree
ment shall have the ollowing meanings
a Acceptance of this Aqreement means execution and delivery by
the Town to OLC
b Agreement means this document as originally signed and
delivered and as amended from time to time
c Date of Acceptance means the date that this Agreement is
executed by OLC and delivered to the Town as indicated in the
signature paqe of this Agreement
d Date of Closing means the 30th day of April 1982 unless
extended as provided for herein
e Land means the land described in Schedule A hereto attached
together with all buildings and structures presently located
thereon
2 CONSIAERATION
In consideration of the premises and of the covenants herein
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2
z
3
4
5
CONSIDERATION Cont d
a OLC shall convey on the Date of Closing the Land in fee
simple free of encumbrances to the Town for the sum of
2 00 Two Dollars upon and subject to the terms and con
ditions of this Agreement
b The Town shall from time to time reduce by a total of
0 5392 hectares its requirements for community park dedi
cations relating to the development of future residential
subdivisions of the Land of OLC in the area described in
Schedule B of this Agreement
PAYMENT OF TAXES OTHER CHARGES
The Town shall assume allfrom and after the Date of Closing
ratesproperty taxes charges and assessments now existing
against the Land
TITLE
1 The Town may examine the Title at the Town s own expense and
the Town may not call for production of any Title Deed or
Abstract of Title or to have urnished other copies thereof
other than those in OLC s possession or under its control
2 The Town is allowed thirty 30 days from the Date of Accep
tance of this Agreement by OLC to examine the title and if
within that time the Town furnishes OLC in writing with
any valid objection to the title which OLC is unwilling or
unable to remove and which the Town will not waive this
Agreement will be null and void and neither OLC nor the Town
will be liable for any costs or damages but if no valid
objection to the title is made within the said time the Town
is conclusively deemed to have accepted the title of OLC to
the Land
CONVEYANCE POSSESSION OF THE LAND
1 On the Date of Closing OLC shall convey the Land to the Town
by a good and sufficient Deed or Transfer
2 OLC shall give the Town possession of the Land on the Date of
Closing subject to any lease agreements in force on the Date
of Closing
3 OLC and the Town acknowledge that certain of the leases on
the Land may include additional land to the Land being the
subject of this Agreement when a survey is prepared which
is being prepared by OLC at OLC s expense and which will be
prepared on or before the Date of Closing OLC and the Town
will apportion the rental revenue so that the Town will
receive only that portion of the rental revenue that applies
to the Land conveyed to the Town
COMMUNITY CENTRE USE
1 The Town covenants with OLC that the Town will use the Land
and Buildings thereon for the purpose of a Community Centre
and no other purpose and if the Town uses the Land and
Buildings thereon for any other purpose OLC may exercise its
Option to Purchase contained in Schedule C of this Agree
ment
6
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3
6 COMMUNITY CENTRE USE Cont d
2 The Town shall on or before December 31st 1983 renovate
the Land and Building for use as a Community Centre and if
the Town fails to renovate the Land and Building for use as a
Community Centre by December 31st 1983 OLC shall forthwith
after such date purchase the Land including all improvements
for the sum of 2 00 Two Dollars without interest or comp
ensation for improvements or taxes or outgoings of the Town
in relation to the Land it is agreed between the Parties
hereto that a section to be drafted by OLC enforcing this
section may be included in the Deed of Land from OLC to the
Town and such Deed shall be signed by the Town as well as
OLC
7 OPTION TO PURCHASE
1 The Town shall sign and deliver to OLC on the Date of Closing
an Option to Purchase in the form attached to this Agreement
as Schedule C which is for all purposes an integral part
of this Agreement and if such Option is not signed and
delivered to the Town on the Date of Closing this Agreement
will at the option of OLC be nu11 and void
2 OLC shall have the privilege of registering the Option to
Purchase described in this section on the title of the Land
at or after delivery to the Town of any Deed or Trans er
8 GENERAL CONDITIONS
1 All documents necessary to transfer title including surveys
shall be prepared by OLC at its expense but each Party
shall be responsible for its own legal and registration
costs
2 Tender of documents or money may be made upon the solicitor
for either Party
3 This Agreement when accepted constitutes a binding Agreement
and time is in all respects of the essence hereof
4 This Agreement is op n for acceptance by OLC until one minute
1982 after whichbefore midday on the 3lst day of March
time if not executed by OLC and delivered to the Town or its
solicitor it shall become null and void
5 The Land remains at the risk of OLC until the Date of Clos
inq
6 The Town and OLC shall adjust applicable taxes grants in
lieu of taxes and utility charges if any as of the Date of
Closing
7 This Agreement enures to the benefit of and is binding upon
the Parties hereto and their successors and assigns but no
assignment of this Agreement is valid unless it has first
been approved in writing by OLC
8 Any of the covenants and conditions of this Agreement not
completed on or before closing survive the closing of the
conveyance of the Land and do not blend or meld or merge with
the delivery of title to the Land by OLC to the Town as
provided herein
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4
8 GENERAL CONDITIONS Cont d
9 Schedules A B C and D attached hereto for all
purposes Porm an integral part of this Agreement
10 The captions and headings in this Agreement are for reference
only and do not affect the meaning of anything in this Agree
ment
11 demand consent approval disapprovalAny notice request
acknowledgement or other matter which either Party hereto
may desire or be required to give to the other Party hereto
with regard to any matter or thing in this Agreement con
tained shall be in writing and shall be personally served
upon OLC addressed to Ontario Land Corporation 60 Bloor
Street West lOth Floor Toronto Ontario M4W 3K7 marked to
the attention of the Director Land Operations or upon the
Town addressed to The Corporation of the Town of Pickering
1710 Kingston Road Pickering Ontario L1V 1C7 marked to
orthe attention of the Town Clerk and every such notice
other document referred to above shall be deemed to have been
given on the date oahen it was so personally served either
Party may from time to time give notice in writing to the
other Party of any change of address of the Party giving such
notice and from and after the giving of such notice the
address therein specified shall be the address of such Party
for the giving of notices thereafter
IN WITNESS WHEREOF the Partie hereto have signed this Agreement under
Seal this day of c LL 1 19
SIGNED iEALED DELIVERED
THE CORPORATION OF THE POWN OF PICKERING
C
o r
t C
rk
Accepted by OLC this jS day of l 19 8 7
SIGNED SEALED DELIVERED
ONTARIO LAND CORPORATION
- 169 -
SCHEDULE A
In the Town of Pickering in the Regional Municipality of Durham in
the Province of Ontario and being that portion of Lot 34 Concession
6 designated as Part 3 on Ontario Land Corporation Plan 6350 406 as
shown for illustrative purposes on Schedule D hereto
- 170 -
SCHEDULE B
In the Town of Pickering in the Regional Municipality of Durham in
the Province of Ontario and being those lands designated as Part 1 on
Ministry of Housinq Expropriation Plan 6350 036 duly registered in the
Land Registry Office for the Registry Division of Durham at Whitby as
No 263 EXP
- 171 -
1
SCHEDULE C
OPTION TO PURCHASE
THIS AGREEMENT made this 198day of
B E T W E E N
THE CORPORATION OF THE TOWN OF PICKERING
hereinafter called the Town
OF THE FIRST PART
and
ONTARIO LAND CORPORATION
hereinafter called OLC
OF THE SECOND PART
WITNESS that in consideration of other valuable consideration and the
sum of 2 00 Two Dollars of lawful money of Canada now paid by OLC to
the Town the receipt of which is hereby acknowledged the Town hereby
qrants to OLC an Option and a right of first refusal irrevocable within
a period of 3 three years from the date hereo to purchase the Land
described in Schedule 1 hereto hereinafter called the Land upon
the following terms and conditions
OLC may exercise this Option to Purchase
a if the Town offers the Land and Building or either of them
for sale before substantially completing the renovations to
convert the Land and Building thereon for use as a Community
Centre or
b if the Town ceases to use the Land and Building thereon as a
Community Centre
2 Before the Town offers the Land for sale or ceases to use the Land
as a Community Centre it shall first notify OLC in writing of the
proposed sale or the proposed change in use and OLC shall there
upon have the option of giving notice to the Town in writing
within 14 fourteen days that OLC will purchase the Land and in
the event that OLC gives such notice within 90 days after the
date thereof the Town shall sell the Land to OLC at the Total
- 172 -
SCHEDULE C Cont d
Purchase Price of 2 00 Two Dollars free of encumbrances and
shall pay all applicable taxes interest public utility and other
charges on the Land to the Date of Closinq of the sale to OLC
IN WITNESS WHEREOF the Parties hereto have signed this Agreement under
seal this 198day of
SIGNED SEALED DELIVERED
THE CORPORATION OF THE TOWN OF PICKERING
Mayor
Clerk
ONTARIO LAND CORP ORATIO
By its Authori g Signiy g Officers
- 173 -
i
i
ST CES ShiO JN ON THIS PLAN N cr
t D AN BE CONVERTED TO FEET ANtdiP GSCHEDULE D
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- 174 -
SCHEDULE 1
In the Town of Pickering in the Regional Municipality of Durham in
the Province of Ontario and being that portion of Lot 34 Concession
6 designated as Part 1 on Ontario Land Corporation Plan 6350 406 duly
deposited in the Land Registry Office for the Registry Division of
Durham at Whitby as Plan 4 R
- 175 -
W
2
H0 O2
H NNmrni EaW
E a
X C7 Oa
W O O
w rn ro
r a Ez c i z ro0OxHi
w0U O Ns C Ci ox ro
W c x o0HUN C I Uli Qa O U ai Nrnca a
a o O E i
x s vxM
c E O HCa 3 3
Ul
txi 7C1 O O t
UHFrI W
Ei
O OFWx
i
O
s i
a
a
i
r
li
J
q
V a p
N V
7S r C
v o
0
Q QI
- 176 -
2
9
5
6
7
A
B
C
D
E
U I Ulli lI11R 9CIEF IUp
AFFIDAVIT OF RESIDENCE AND OF VALUE OF THE CONSIDERATION
0pt i on IN THE MATTER OF THELQVIQ umaG OF Inasrl DNS dsscrlption of lar That Portion of Lot 34 GA P G CSS VA 6
deslSnatad as Par t l on Rnxaria I and Curpoxaxian k lan No b350 4A6 zeglscered in Land
Re83stzY O f cR at 5 ti11CbY as PJ an 40R b9 0
BY print nemea o alI nena erois in lulll T 1C CRIRQF i RA 9 bR KD O P 1F kl T RB
TO s s atrucNon t na pnnr n msa oi en rrens erees in ru q Ontarlo Land Corporation
ERIC W CHODAKI sss lnatructlon 2 siM pinr neme a In ul
MAKE OATH AND SAV THAT
I em p ace eber meik wifhin fhe squere opposife fhaf one o fha lollowing paregrap s f af tlescriDes he capeclty o fhe deponent a aea
insfruetion
e A peraon In truat tor whom the lend conveyed in the abovodescribatl conveyanee is boing conveyeA
b A trustee nemed in the above0escrfbed tonveyance to whom the IenC is being conveyed
c A transieree named in the aDove described conveyance
d T e au horized apent or aolicitw ading in this tranaection for QIItaLio Land CoipOZatip1mn n n mM a oNncw i 1i
described in peraprapA s 1 6Di c above sfrike ouf re erences o inapplicab e paregrepAS
e TM PrWdent Vice President Maneger SecreUry DireCWr or Treasurer auMOrized p act fw N
described in paragreph s a b e above sfrike ouf references to inappliceble peregraphs
Q Atransfereedescribedinparagraph in5ertonlyonBOlperegrapA aJ b or c abOVe asapplicaDlejandammakingthia
aHidavit on my own beheN anO on behalf of M d M
who is my spouse dexribed in paragraph insen only one o paragraph e b oi Ic above as applieeble
and es such I have personal knowledge of the fects herein Oeposed to
I have read and considered the de inflions of non resident corporation and non resident person set out respectively in ciauses 1 tx
and p of the Acl see JnsfrucNon 3
Thefo lowingpersonstowhomorintrusiforwhomthelandconveyediniheabove describedconveyanceisDeingconveyeAerenon resident
persons within the meaning of the Att see instruction D1One
THE TOTAL CONSIDERATION FOR THIS TRANSACTION IS ALLOCATED AS FOLLOWS
Nile Monies paid or to be peid in casA S
b MoAgeges i Assumed show principal and inferest fo be credifed
againstpuroheseprice s Nil
N Given beck to vandor S
c Property iransterred in exchange detatl below S
d Securitiesiransferredtothevalueoi defailDelor 5 Ni
suwKs
e Liens Iegacie5 annuities and maintenance charges to which transfer MUBT E
IS SUbjBCi S Nir FILLED IN
1 Othervaluableconsideretionsubjecttolendtransfertax detailbelow S Nil INSEIIT 711L
WNEqE g VALUE OF LAND BUILDING FIXTURES AND GOODWILL vxiwu
SUBJECT TO LAND TRANSFER TAX fofal 0 a fo J S N a S e1i 1
h VALUE OF ALL CHATTELS items ot langible personal property
NSbIIS NS7 rlapey Aleonf ev lueN llMenelaunbssaremO
fM flet ll Na bf AeP fl SO 1pBp c I51 s men0e0J
eerf prov sloniol f 1
i Other consideration for iransaction not included in g or h above s Nil
j TOTAL CONSIDERATION j Nil
if consideration is nominal describe relationship belween transteror end transle ee end state purpose ol conveyance see instrucfion 5
No t appl icable
Iftheconsideralionis nominal Isthelandsubjecttoanyencumbrance7 4
Olher remarks and explanations f necessary This transacti on is exemp t fzom land transf er tax
because the Optionee is an Ontario Crown Corporation
i
SwoaN betore me at tne Town of Pickering
ntne Regional Municipality of Durham
this i Sf V dax o1 May t982 i r uiui CL 4 fc c Cl1 t C
IC W CHO OEA
qCor s pne uoN akin g N18dapODDAU
tr a a amun a H y i l40PERTY INFORMATION RECORDe rrisuw ne sancnon
DeuA7flkN cloOnflb9Bitnent OFt OA
1 Address oT proDerty being conveyeA il available Nat availabl e
No ava3lableII Assessment Roll N il availebls
Mallinp address es 1or future Notices of Assessment under ihe Assessment Act for property beinp conveyed see insfrucfion 6
7 7 O Ri oBsxon Road Picker 1ng Antario L1Y 1C7
i Repiatration number for last conveyence ol property beiny Gonveyad evsilabls RF ORe ty AOt heing ConVeyed
II Layal descripUon ol property conveyed Same as in D i abovs Yee No Not Known
Neme s end address es of eech trenslereeY
HUXLEY 6 CHODAKi
Barristera 6 Solicitors Fw endae istryOnkeuseon
Suite 510
solicitw
qEGISTRATION NO
1305 Sheridan Ma11 Parkway
LANDREGISTRYOFFICENOPICKERINC Ontaiio
L1V 3P2 REGISTRATION DATE - 177 -
6
SCHEDULE 1
In the Tawn of Pickering in the Regional Municipality of Durham in
the Province of Ontario and being that portion of Lot 39 Concession
designated as Part 1 on Ontario Land Corporation Plan 6350 406 duly
deposited in the Land Registry Office for the Registry Division of
Durham at Whitby as Plan 40R 6910
- 178 -
Purchase Price of 2 Q0 Two Pollars free of encumbrances and
interestshall pay all applicable taxes public utility and other
charges on the Land to the Date of Closing of the sale to OLC
IN WITNESS WHEREOF the Parties hereto have signed this Agreement under
April 198 zseal this 30th day of
SIGNED SEALED DELIVERED
THE O E TOWN OF PICKERING
tCORPOG7
C i r
ONTARIQ LAND WRPORATION
fficersBy its Autho i d Sigry g
ce
- 179 -
OPTION TO PURCHASE
i
I
THIS AGREEMENT made this 30th day of April 1982
B E T W E E N
THE CORPORATION OF THE TOWN OF PICKERING
hereinafter called the Town
OF THE FIRST PART
and
ONTARIO LAND CORPORATION
hereinafter called OLC
OF THE SECOND PART
WITNESS that in consideration of other valuable consideration and the
sum of 2 00 Two Dollars of lawful money of Canada now paid by OLC to
the Town the receipt of which is hereby acknowledged the Town hereby
grants to OLC an Option and a right of irst refusal irrevocable within
a period of 3 three years from the date hereof to purchase the Land
described in Schedule 1 hereto hereinafter called the Land upon
the following terms and conditions
1 OLC may exercise this Option to Purchase
a if the Town offers the Land and Building or either of them
for sale before substantially completing the renovations to
convert the Land and Building thereon for use as a Community
Centre or
b if the Town ceases to use the Land and Building thereon as a
Community Centre
2 Before the Town offers the Land for sale or ceases to use the Land
as a Community Centre it shall first notify OLC in writing of the
proposed sale or the proposed change in use and OLC shall there
upon have the option of giving notice to the Town in writing
within 19 fourteen days that OLC will purchase the Land and in
the event that OLC gives such notice within 90 days after the
date thereof the Town shall sell the Land to OLC at the Total
- 180 -
t mv d v r
J01 n Juctinn l n r
nn nr
i je egi trp ct
IN THE MATTER of the PLANNING ACT as amended
AND IN THE MATTER of the TITLE TO
Part Lot 34 Concession 6 Pickering Part 1 Plan 40R 6910
Deed Mort4a e
Axreement of AND IN THE MATTER OF A Deed
Sale Leue ete
THEREOF FROM Ontario Land Corporation
TO The Corporation of the Town of Pickering
DATED April 22nd 1982
I C M Timothy Sheffield
of the Town of Pickering in the Regional
Municipality of Durham
AIAKE OATH AND SAY AS FOLLOR S
1 Iam the 5olicitor for the Grantee
named in the above mentioned Instrument and have knowledge of the matters hereinafter
sworn
2 The said Instrument and the conveyance or other dealing with land affected thereby do
not contravene the provisions of The Planning Act as amended because
l T ie 3r e3eRCTe isCeied 6wnZ Ztbe 7 IIr eTd T iltefZ a tlte QBft affe7lerifp aniS arPeleteif not power or n Yiio ianfasshnorerC3 Ese aj6wer 75 aJ3J birtiment u itfi res3ec77o anyrnrf
a u n ternc aj e r i7f1 e
aPO cable
s a e
cn
r or The land is being acquired by a municipality
S11 ORN before me
at the Town of Pickering
i
yin the Regional Municipality of Durha y
C M Timothy Shef ii c
thi 30th
da of Apri1 7 82
i
i L
O
ni iu i i I i f i AIYidacil i lr
- 181 -
Ea
ro
a
N
a
a
AFFIDAVIT OF SURtiCRIIiING W TVEtiS
1
of the
in the
make oath and snv
am u subscribing witness ro the nttxched inshument and 1 wns present and saw it executed
at bysKrM a
See Lwrtmle
I verily believe that each person whose signature 1 witnessed is the party of the same nume reEerred
to in the instrument
SWORN before me at the
this 19day oF
co wuuon n roe i c nio vns vc
Whrrt o partY u uw61e M read tM irutr ment or whne o porty sipv by makin h4 mark or in oreiyn chawcfm add
n tn the iruhumrnt had 6em read W him and hr appeared ully m unde rtand iY WMe esecuted undo a po uer o ottomry
imer name o attomey m attomry Jw namt o party aM jor nert ckwe aubHRute 1 cedly Aelisve eMt t
aiqmhoe wiMeptd wa autMrized to ei cule thc inrtmmmt oa attnmry for mme he prnan oMaeNid
i
UN
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HEa wxH a ro
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NOILVtlLClp3tl O 31V71IILM37 tlOd O3 tl353tl 3Y Ol 371Id8 91M1
- 182 -
1 red Pa e 3
0 fi l IT
AFFIDA 17 F Sl iitiCKIHItiG A l I E5S
I
of the
in the
make oath and sav
I am a subscribing witness to the attached instrnment nnd t was present and saw it executed
at by
s tm o
Scr footnote
I verily believe that each person whose signature I witnessed is the party of the same name referred
to in the instrument
SWORN before me at the
this day of 19
co issiowu ron nxi c wrnownra x
Whert a yartY ia ura6le N read tht irufrommf or ehne a pa tV iBN W k ne Fia mork or in gn cMractm add
Mtn the imtrumrnt had 6em ead W him aM he o9V ared u lV b undentnrd iY Whne ezeculed under a yourn a aNOmey
i uen name of attomey na aHOrney jor rwme o po ly ard or neat clawe ru6ttitut oe i1V beiiece tMt the pe on ohoie
a yrat ne I u tn s ed uav auiMnzed W erecute 1he imhumenf ai altnrney m lioame
AFFIDAVIT AS TO AGE AND SPOUSAL STATUS
1 WE
of the
in the
u cce er make oath and say When executed the attached instrument
ee footnote
I WE at least eighteen years old
Within the meaning oJ section 1 J oJ The Family LaH ReJorm Act 1978
Strike out a I was a spouse
innpD e ble
cinuw
b We were spouses of one a o her
w as m spousec
Not n
Malrimonid
Hame eU
ee footno4
Re ident of
Can Aa ete
SEVERALLY SWORN before me at the
this day of i
ownwowin roe rwnwo nio vir vc
Where nffiJnidt malr ry nttornry u1 titute N l rH rr e po lk a crA rl nitrummt rz o nni nr nn nrl Ar xhr rra q w a lafux und Q aYPlirahtr nao e oJ yuu el ritAie fAe m in0 0l SrAiw p o 7 M m ulu i air Cr unn Art la x onA i hrn hr M
err Wed thr romer o affurnry he he Aad af amtd As aUr o uojority
I 6 r p unr d i l y 1 I IL or Anr ifl
- 183 -
d
AFFIGAVIi OF RESIDENCE ANUUF VALU G THe COfV51DCFA iU
W THE MATlER OF 7HE CONVEYANCE OF insertbrieldescnpr oqcflend1Concession 6 Part l Plan 40R 6910Part Lot 3 4 Pickering
B V piin7 names of all Vanslerors in fulll
Ontario Land Cnrporation
TO Isee instrua on 1 and prinr names o all vans eiees in fullJ
TRE C JRPORATION OF THE T041N OF PICKEAING
I sre instrutiion 2 and P inf name 51 in 1ulll
C M TIMO THY SHEFFSELD
MAKE OATH FND SAY TNAT
1 I am place a dear mark within the square opposite that one of the fotlow ng paragraphs that describes the capacity ot he deDOnentlsll
see ins7iuction 2
a A person in trust for whom the land conveyed in the above described conveyance is being conveyed
b A irustee named in the above described conveyance to whom the land is being conveyed
c A transieree named in the above described conveyance
d The authorized agent or solicitor acting in this transaction tor
G sen namel l ol prmuPatlslTHE CORPORATION OF THE TOS9N OF PICKERING
described in paragraphQp d above svike out ieferences to inapplicab e paragiaphs
e The Pres dent Vice President Manager Secretary Director or Treasurer authorized to act tor
msen namelsl o co oo anon s 1
described in paragraphls al b c above srrike out releiences ro inapplice6le parag aphs
f A transteree descrlbed in paragraph insert only one of paragraph a l6J or cJ above as appllcable and am making
this afiidavit on my own behalT and on behalf of
insen neme o spovse
who is my spovse described in paragraph linsert only one o7paragiaph al l6J or lcJ above as applica6 eJ
and as such I have personal knowledge of the Tacts herein deposed to
7 I have read and considered the definitions of non resident corporation and non resident person set out respectively m ciauses
t t t and g of ihe Act see instruction3
3 The following persons to whom or in trust for whom the land conveyed in the above described conveyance is being conveyed are nom
resfdenl persons within the mt aning of lhe Act see in57ruction 4
NQNE
4 THE TOTAL CONSIDERATION FOR THIS TRANSACTION IS ALLOCATED AS FOLLOWS
Ial Monies paid or to b pa d in cash 5 0 0
l61 Mortga9 s i Assumed shov principa end interest to be c edired
doains purchdse p icel S Nil
iilGiaen back to vendor S jQ1 j A eLF K
c
d1
Property transferred in exchange de ai belowl
Secunues transtened to the vafue o1 detail belowJ
5
5
l l
N1 A1VST BE
e Liens legacres ennuities and maintenance charges to which eo in
t ansler is subject g N11
f Other raluable conslderatlon subjett to land t ansfer tax
detai below S N 11
g VALUE OF LAND BUILDING FIXTURES AND GOODWILL SUBJECT NSERT Nii
TO LAND TRANSFER TAX rota of a to f J S 2 D O S 2 Q0 tvHERE
h VALUE OF ALL CHATTELS items of tangible peisonai property aaPUC eu
fReiaif SaJes Tax is payabJe on ihe value ot al chaitels unJess exempt
undei the provisions of the Retail Sales Tax Act R S O 1 95i7
c 454 asamendedl 5 N11
i Other consideration tor transaction not induded in g or h above 5 N11
Ij 10TALCONSIDERATION S 00
5 H cuns derztion is nominal describe ielationshin bet veen transf no relationshin between trans51 a
ro and iranster e and st eror and etrans e urpose oi conveyanceeree see insvucrion
b conyeyance of parkland to municipality
6 I tiip COnsl e 2LCn i5 ncriiinel Is h Innd su i 7 ny n umbrsnce NO
7 G hc n KS d er o s nc ss r
Pred edication of parkland for future subd vision development
OF J o uieniedjthe TOFAI 0 PiCkeYi7l j
ine Reai on of Dt rha 1
U is day ot 1 1982 I
I
tt tj
A C missioner io t in 1 daoits etC I ea sll
PROPERTY WFORi 9ATION RECORD
DeedA D scribe nat irc of st m e t
o o c6 61 F PS o e ed if o ab el
Green Ri er Ontario
Gil AssesSmenl Roll i1 a aiiab e1 h d
C lailing addiess esl tor futwe Novices o1 Assessment under The Assessment Act tor property being conveyed lsee insriutrion 6
1710 Kingston J o ad
Pickering Ontario I 1V 1C7
D Regis atVon numUer tor lest ronveyance oS pioperty being conveyed lil availab e nf 3
1 Lenal description o p operty conveyed Same as in D i above Q Yes No pC Not Kno vn
E Na nels and a Idiessles oi each transteree s sol icitor V
C A7 T1mOt j Sh2ffleld Fo LandRe9 stryOfficeuseonly
710 3 nqston Road
i i nn n lt i I i n
I - 184 -
L e HHnw Cti L Mii Clieed H uhoul Spousal Consent
FJVM rv0 1r a nendedlu v 97Vi
i t Jr d t u
madeindupticatethe twenty second dayof April
onethousandninehundredand eighty two
Jn ursunnce uf tf e hurt arms nf anuegttnces ci
ctween
ONTARIO LAND CORPORATION
hereinafter called the Grantor
OF THE FIRST PART
and
THE CORPORATION OF THE TOWN OF PICKERING
hereinafter called the Grantee
OF THE SECOND PART
111IPSSPt hat in consideration of TWO
2 00 D011ars
and other good and valuable consideration
now paid by the said Grantee to the said Grantor the receipt whereof is hereby by him
acknowledged he the said Grantor DOTH GRANT unto the said Grantee in fee simple
THOSE lands and premises located in the following municipaiity namely in the
Town of Pickering in the Regional Municipality of Durham
formerly the Township of Pickering in the County of Ontario
andbeingcomposedof that portion of Lot 34 Concession 6
designated as Part 1 on Ontario Land Corporation Plan 6350 406
which plan has been duly deposited in the Registry Office for
the Land Registry Division at Whitby as Plan 40 R 6910
- 185 -
Uccd i nnu Spoutinl omer
I e n rnora l n Y 4i
TO HAVE 4ND TO HOI D unto the said Grantee his heirs eaccuiors adminisirators
successors and assigns to and for their sole and only use fore er
SUBJECT NEVERTHELESS to the reservations limitations pro isoes and conditions
expressed in the original grant thereof from the Crown
The said Grantor COVENANTS with the said Grantee that he has the right to convey the
said lands to the said Granree notwithstanding any ac of the said Grantor
AND that the said Grantee shall have quiet possession of the said lands free from all
encumbrances
AND the said Grantor COVENANTS with the said Grantee that he will execure such further
assurances of the said lands as may be requisite
AND the said Grantor COVENANTS with the said Granree that he has done no act to
encumber the said lands
AND the said Grantor RELEASES to the said Grantee ALL his claims upon the said lands
PROVIDED hat in wnstruing Ihese presents the wofds Granmr and Grantee and he pro iouns he his
or him relating here o and used therewith shall be rcad and construed as Grentor or Gramors Gramee
or Gren tts and he she his ha i s or their or him her it or themit of hey
Rspecti ely as the number and gender of the party or partia rcferred to in each case require and the numbcr o he
verb agreeing herewith shall be cons rued as agrecing with the said word or pronoun so substituted
IN WITNESS WHEREOF the said parties hereto have hereunro set their nd nnd als
SIGNED SEALED AND DELIVERED ONTARIO LAND CORPORATION by its
authoriz ieersInthePresenceof 1 s ignincy
c nie
ecuLigG
Co porate Secretary
- 186 -
Report to
Executive Committee
Report Number: FIR 04-25
Date: May 5, 2025
From: Steve Boyd
Fire Chief
Subject: Fire Department Establishing and Regulating By-law
File: A-1440-001-25
Recommendation:
1.That Report FIR 04-25 regarding the Fire Department Establishing and Regulating By-
law be received;
2.That the draft By-law included as Attachment 1 to Report FIR 04-25 be approved and
enacted;
3.That By-Law 771/78 be repealed; and,
4.That the appropriate City of Pickering officials be authorized to take such actions as are
necessary to give effect to the recommendations in this report.
Executive Summary: The purpose of this report is to seek Council’s approval of a By-Law
that establishes and regulates the Pickering Fire Services Department. As identified in the
2024 Fire Master Plan, the current Establishing and Regulating By-law 771/78 is extremely
outdated and does not reflect the City’s current demographic, building stock, or applicable
legislation governing modern fire services. As a result, it is essential that the By-law be
updated to ensure that the City's fire protection services meet current standards and address
the needs of the growing and evolving community.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan Priority of Advocate for an Inclusive, Welcoming, Safe &
Healthy Community.
Financial Implications: There are no financial impacts that result from adopting the
recommendations in this report.
Discussion: The purpose of this report is to seek Council’s approval of a By-Law that
establishes and regulates the City’s Fire Services. This By-law will reflect the City's current fire
protection needs and ensure compliance with modern safety standards, the Fire Protection
and Prevention Act, 1997, S.O. 1997, c.4, and related legislation.
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FIR 04-25 May 5, 2025
Subject: Fire Department Establishing and Regulating By-law Page 2
A By-law to establish and regulate a municipal fire department is contemplated by the Fire
Protection and Prevention Act, 1997, S.O. 1997, c. 4, (the “Act”) and outlines the policy for the
delivery of fire services within the municipality. It acts as a framework to define the essential
fire protection services that a municipality deems necessary based on its unique needs,
demographics, and circumstances. The current By-law 771/78 is no longer applicable due to
significant changes in the City’s development, demographics, and the evolving landscape of
fire service delivery. For example, the City has experienced substantial population growth,
urban development, and the emergence of new building types and hazards, which By-law
771/78 does not address.
The need to update the By-law is driven by several factors:
Changing Demographics: Pickering has grown significantly in terms of population, with
diverse community needs and an increased demand for fire protection services. The existing
By-law does not accurately reflect the scale of the City’s current and future fire protection
requirements.
New Legislation and Standards: The Act mandates that municipalities provide fire protection
services that are adequate, effective, and sustainable. The new By-law will ensure compliance
with modern legislation and industry standards.
Updated Training and Equipment Requirements: The new By-law will incorporate
provisions for the training of fire personnel in accordance with the latest standards and the
acquisition of appropriate fire equipment. This will ensure the department remains well-
equipped to handle the demands of a modern city, including emerging fire risks and safety
challenges.
Education: The updated By-law will also ensure compliance with the Act, which requires
municipalities to establish a comprehensive public education program on fire safety. This
includes promoting awareness of fire prevention practices and providing relevant fire protection
services tailored to the community's needs and circumstances. By integrating these education
requirements into the new By-law, the City will enhance its ability to prevent fires and improve
public safety.
Funding for Fire Services: The extent of funding required to achieve and maintain the
necessary levels of fire protection will be more clearly defined in the new By-law. The financial
requirements for staffing, equipment, training, and facility maintenance will be aligned with the
City’s goals for fire safety and service delivery.
Conclusion:
The new By-law is also designed to be flexible, allowing for future amendments as Pickering’s
needs evolve. For example, as the City continues to grow, there may be new areas that
require specialized fire services, or new technologies and approaches to firefighting that may
need to be incorporated into the By-law.
To support this flexibility, the new By-law provides that the Fire Chief, in coordination with the
Chief Administrative Officer (CAO), the authority to update the core services listed in Appendix
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FIR 04-25 May 5, 2025
Subject: Fire Department Establishing and Regulating By-law Page 3
“A” in response to operational needs and evolving circumstances. Any such changes will be
communicated in writing to Council from the Fire Chief, with a copy to the CAO and the City
Clerk, outlining the rationale and nature of the updates. This delegated authority ensures that
the City can respond effectively to changing service demands while maintaining transparency
and accountability to Council.
By adopting the By-law included as Attachment 1 to Report FIR 04-25, the City of Pickering will
ensure that its fire services are aligned with the current and future needs of the community
while meeting all applicable legislative requirements. This updated framework will provide the
Fire Chief and municipal officials with the necessary tools and authority to maintain a high
standard of fire protection that supports the safety and wellbeing of the City’s residents.
Attachment:
1. Draft By-Law to establish and regulate Pickering Fire Services Department.
Prepared/Approved/Endorsed By:
Original Signed By
Steve Boyd
Fire Chief
SB:jm
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A.
Chief Administrative Officer
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The Corporation of the City of Pickering
By-law No. XXXX/25
Being a by-law to establish and regulate the Pickering Fire Services Department.
Whereas By-law 771/78 was passed to establish and regulate the Pickering Fire Services Department was enacted on March 6, 1978;
Whereas the Municipal Act, 2001, S.O. 2001, c. 25, as amended, provides that a municipality has the capacity, rights, powers, and privileges of a natural person for the purpose of exercising its authority under the Municipal Act;
And Whereas the Municipal Act provides that Sections 8 and 11 shall be interpreted broadly so as to confer broad authority on municipalities to (a) enable municipalities to govern their affairs
as they consider appropriate and, (b) enhance their ability to respond to municipal issues;
Whereas, the Fire Protection and Prevention Act, 1997, S.O. 1997, c. 4, as amended, (the “Act”) requires every municipality to establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention and to provide such other Fire Protection Services as it determines may be necessary in accordance
with its needs and circumstances;
And Whereas, the Act permits a municipality, in discharging these responsibilities, to establish a fire department;
And Whereas, the Act permits a Council of a municipality to establish, maintain, and operate a Fire Department for all or any part of the municipality;
And Whereas, the Act requires a municipality that establishes a Fire Department to provide fire
suppression services and permits the Fire Department to provide other Fire Protection Services in the municipality;
And Whereas, the Act requires a municipality that establishes a Fire Department to appoint a Fire Chief;
And Whereas, the Act authorizes a council of a municipality to pass by-laws under the Act to regulate fire prevention, to regulate the setting of open-air fires and to designate private roads as fire routes;
And Whereas, The Occupational Health and Safety Act R.S.O., c. O.1, Reg. 714/94, requires the municipality to provide firefighters with the required protective equipment;
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:
1. Appendix “A” to By-law No. XXXX/25
Appendix “A” to By-law No. XXXX/25, attached hereto with notations and references shown thereon are hereby declared to be part of this By-law.- 190 -
By-law No. XXXX/25 Page 2
2. Definitions
In this By-law;
2.1. “Approved” means approved by Council.
2.2. “Automatic Aid” means any agreement under which a municipality agrees to
provide an initial response to fires, rescues and emergencies that may occur in a
part of another municipality where a fire department is capable of responding more quickly than any fire department situated in the other municipality; or a municipality agrees to provide a supplemental response to fires, rescues and emergencies that may occur in a part of another municipality where a fire
department in the municipality is capable of providing the quickest supplemental
response to fires, rescues and emergencies occurring in the part of another municipality;
2.3. “CAO” means the Chief Administrative Officer for the City of Pickering.
2.4. “CEPCP” means the Central East Prehospital Care Program. A division of
Lakeridge Health that provides continuing medical education, training, continuous
quality improvement programs, and delegation and oversight for the performance of controlled medical acts to Pickering Fire Services.
2.5. “Chief Fire Official” means the Assistant to the Fire Marshal who is the Municipal Fire Chief or a member or members of the Fire Department appointed
by the Municipal Fire Chief under the FPPA or a person appointed by the Fire
Marshal under the FPPA-Fire Code Div.C1.1.
2.6. “Collective Agreement” means an agreement between the Corporation and the full-time Pickering Professional Firefighters’ Association made under the provisions of the FPPA.
2.7. “Community Emergency Management Coordinator (“CEMC”)” –means a
position identified in the Emergency Management and Civil Protection Act, 1990,
c. E.9, as amended (“EMCPA”) as being responsible for the development, implementation, review and maintenance of the Community Emergency Management Plan for the City of Pickering.
2.8. “Corporation” means The Corporation of the City of Pickering.
2.9. “Council” means the Council of the Corporation.
2.10. “Deputy Fire Chief” is second in command and shall act as Fire Chief in the case of an absence or a vacancy in the office of the Fire Chief. Where the Fire Chief designates a member to act in the place of an officer, such member when
acting shall have all the powers and shall perform duties of the officer replaced.
2.11. “Division” means a Division of the Fire Services as provided for in this By-law or determined by the Fire Chief.
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By-law No. XXXX/25 Page 3
2.12. “Firefighters’ Association” means the labour union representing The Pickering Professional Firefighters.
2.13. “Fire Chief” means the person appointed by Council to act as Fire Chief for the Corporation and is ultimately responsible to Council as defined in the FPPA.
2.14. “Fire Coordinator” means the person appointed by the Fire Marshal, under the
authority of the FPPA to co-ordinate the Regional mutual aid plans, or the person appointed by the Fire Marshal to act in the absence of the Fire Coordinator.
2.15. “Fire Department” means the Corporation’s Fire Department (also referred to as Pickering Fire Services).
2.16. “Fire Marshal” means a position with specific authorities and responsibilities
under the FPAA, including ensuring that fire departments throughout Ontario provide adequate levels of service to their communities, providing support to fire departments, and administering the FPPA. Also identified as the Office of the Fire Marshal.
2.17. “FPPA” means the Fire Protection and Prevention Act, 1997, S.O., c 4, as may
be amended from time to time, or any successor legislation, and any regulation made there under.
2.18. “Fire Protection Agreement” is a contract between municipalities or other agencies that clearly defines the responsibilities, terms, conditions, and all other
aspects of the fire services provided and/or required.
2.19. “Fire Protection Services” includes fire suppression, fire prevention, fire safety education, dispatching, administration services, training of persons involved in the provision of Fire Protection Services, rescue and emergency services and the delivery of all those services.
2.20. “Head of Council” means the person elected at large by voters in the City of
Pickering, identified formally as the Mayor.
2.21. “Medical Director” means the person or persons directly responsible under the CEPCP for medical guidelines, oversight, and direction.
2.22. “Member” means any defined Firefighter or Officer as per the FPPA and/or any
person employed in or appointed to the Fire Services Division and assigned to
undertake Fire Protection Services.
2.23. “Municipal Act” means the Municipal Act, 2001, S.O. 2001, c.25, as amended from time to time, or any successor legislation, and any regulation made there under.
2.24. “Mutual Aid” means a program to provide/receive assistance in the case of an
emergency in a municipality, community or area where resources in a municipality, community or area have been depleted, but does not include Automatic Aid.
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By-law No. XXXX/25 Page 4
2.25. “NFPA” means codes, standards, recommended practices, and guides as developed and amended by the National Fire Protection Association. These standards are amended from time to time.
2.26. “Officer” means any member with the rank of Captain or higher.
2.27. “Regional” means the Regional Municipality of Durham being the upper tier
level of government in a two-tier system.
2.28. “Specialty Rescue” means rescue response as specified to high angle/low angle rope rescue, ice/water rescue, auto extrication, and hazardous materials response, etc. in accordance with available resources, and/or in accordance with
an approved specialty rescue service agreement.
2.29. “Tiered Response Agreement” means a formal written document negotiated between Durham Regional Police Services, Region of Durham Paramedic Services, and Pickering Fire Services to establish local protocols for a multi-agency response to a life threatening or public safety incident. The Agreement
outlines the capabilities, expectations and limitations of each agency and defines
the criteria for participation.
3. Establishment
3.1. A department for the Corporation, to be known as the Pickering Fire Services Department, is hereby established and continued under this By-law and the head
of this Department shall be known as the Fire Chief.
4. Composition
4.1. The Fire Services Department shall consist of the Fire Chief, Deputy Fire Chiefs, Divisional Chiefs including Platoon Chiefs, Chief Training Officer, and Chief Fire Prevention Officer, Captains, Fire Fighters, Fire Prevention Officers, Training
Officers, Fire Prevention Inspectors, administrative personnel, and any other
person(s) as may be authorized or considered necessary from time to time by Council or by the CAO on recommendation from the Fire Chief for the Fire Services Department to perform Fire Protection Services.
4.2. There shall be one Fire Chief appointed by Council.
5. Terms and Conditions of Employment
5.1. Subject to the FPPA and the Collective Agreement, the remuneration and other terms and conditions of employment or appointment of the members that comprise the Fire Department shall be determined by Council or by the CAO acting in accordance with policies and programs established or approved by
Council.
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By-law No. XXXX/25 Page 5
6. Organization
6.1. The Fire Department shall be organized into Divisions such as Administration, Suppression, Training, Fire Prevention and Public Education.
6.2. The Fire Chief may assign or re-assign such Members to a Division to assist him
in the administration and operation of that Division. Each division of the Fire
Services Department is the responsibility of the Fire Chief, or a member designated. Designated members shall report to the Fire Chief on divisions and activities under their supervision and shall carry out all orders of the Fire Chief.
7. Core Services
7.1. The core services of the Fire Department shall be those contained in Appendix “A”.
8. Responsibilities and Authority of Fire Chief
8.1. The Fire Chief shall be the head of the Fire Services Department and is ultimately responsible to Council, through the CAO, for proper administration and operation of the Fire Services including the delivery of Fire Protection Services.
8.2. The Fire Chief (or Deputy Fire Chief if designated by the Fire Chief) shall report
to the CAO and will perform the duties of the CEMC under the authority of the EMCPA.
8.3. The Fire Chief shall be authorized to make such general orders, policies, procedures, rules and regulations and to take such other measures as the Fire
Chief may consider necessary for the proper administration, efficient operation of
the Fire Services Department, and the effective management of fire protection services for the Corporation and for the prevention, control and extinguishment of fires, the protection of life and property and the management of emergencies and without restricting the generality of the foregoing;
a) for the care and protection of all property belonging to the Fire Services
Department;
b) for arranging for the provision and allotment of strategic staffing and facilities, apparatus, equipment, materials, services and supplies for the Fire Services Department;
c) for the development and implementation of automatic aid, mutual aid and
other fire protection and emergency service agreements within the Corporation’s borders and/or within the municipal borders of adjoining municipalities upon the approval of Council;
d) for determining and establishing the qualifications and criteria for
employment or appointment, and the duties of, all members of the Fire
Services Department;
e) for the conduct and the discipline of members of the Fire Services Department; - 194 -
By-law No. XXXX/25 Page 6
f) for keeping an accurate record of all fires, rescues and emergencies responded to by the Fire Department and reporting of same to the Office of the Fire Marshal;
g) for keeping such other records as may be required by Council, the
Corporation and the FPPA;
h) for preparing and presenting an annual report of the Fire Services Department to Council; and
i) for exercising control over the budget approved by Council for the Fire Services Department.
8.4. The Fire Chief (or Deputy Fire Chief) is authorized to perform the duties of
Regional Fire Coordinator as required.
9. Supervision – General Duties and Responsibilities
9.1. The Deputy Fire Chief(s) shall be the second ranking officer of the Fire Services Department and shall be subject to and shall perform such duties as are
assigned by the Fire Chief and shall act on behalf of the Fire Chief in case of
absence or vacancy in the office of Fire Chief.
10. Emergency Responses outside Limits of the City of Pickering
10.1. The Fire Services Department shall not respond to a call with respect to a fire or an emergency incident outside the limits of the City of Pickering except with
respect to a fire or an emergency:
a) that in the opinion of the Fire Chief threatens property in the City of Pickering or property situated outside the City of Pickering that is owned or occupied by the Corporation;
b) in a municipality with which an agreement has been entered into to
provide fire protection services;
c) on property with respect to which an agreement has been entered into with any person or corporation to provide fire protection ;
d) at the discretion of the Fire Chief, to a municipality authorized to participate in the Durham Region Mutual Aid plan established by the
Regional Fire Coordinator appointed by the Ontario Fire Marshal,
emergency fire service plan and program or any other organized plan or program on a reciprocal basis;
e) on those highways that are under the jurisdiction of the Ministry of Transportation or other agency within the City of Pickering for which an
automatic aid agreement has been entered into;
f) on property beyond the City of Pickering border where the Fire Chief or his or her designate determines that immediate action is necessary to preserve and protect life and/or property and the correct department is
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By-law No. XXXX/25 Page 7
notified to respond and/or assumes command or establishes alternative measures acceptable to the Fire Chief or designate; or
g) response due to a request for special assistance as required through a declaration of a provincial or federal emergency and such request has
been approved by the Fire Chief, the CAO and the Head of Council.
11. Enforcement and Penalties
11.1. Inspections arising from complaint, request, retrofit, or self-initiated and fire investigations shall be provided in accordance with the FPPA and the City’s Fire Prevention Policy, municipal bylaws, or other legislative authority as applicable.
11.2. Any person who violates any provisions of this By-law is, upon conviction, guilty
of an offence and shall be liable to a fine, subject to the provisions of the
Provincial Offences Act, R.S.O. 1990, c. P.33, as amended.
12. Limited Services
12.1. The Corporation shall accept no liability for the provision of a limited service by
the Pickering Fire Services Department, as reasonably necessary. Service may
not be available to some structures or locations where accessibility is restricted or unavailable due to road conditions, weather, obstructions, or other factors beyond the control of the Fire Services Department. It is the responsibility of the property owner to ensure access for Fire Services apparatus and personnel.
13. Cost Recovery
13.1. If as the result of a Fire Services response to a fire, rescue, or other emergency, or other attendance, the Chief Administrative Officer, the Fire Chief, or the highest ranking Officer in charge determines that it is necessary to retain a private contractor, rent special equipment, or use consumable materials other
than water in order to suppress or extinguish a fire, preserve property, prevent a
fire from spreading, remove hazardous materials, assist in or otherwise conduct an investigation to determine the cause of a fire, or otherwise control or eliminate an emergency situation, the Corporation shall recover the costs incurred by the fire department for taking such actions from the owner of the property on which
the fire or other emergency occurred.
14. Delegated Authority
14.1. The core services listed in Appendix “A” may be updated from time to time based upon operational needs and circumstances with the approval of the Fire Chief and the Chief Administrative Officer. Any changes to the core services will be
communicated to Council in writing from the Fire Chief copying the Chief
Administrative Officer and the City Clerk.
15. Administration
15.1. By-law 771/78 is hereby repealed.
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By-law No. XXXX/25 Page 8
15.2. The short title of this By-law is the “Fire Department Establishing and Regulating By-law".
By-law passed this 26th day of May, 2025.
________________________________ Kevin Ashe, Mayor
________________________________ Susan Cassel, City Clerk
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Appendix “A” to By-law No. XXXX/25
Core Services Fire Suppression and Emergency Response
Suppression
1. Fire suppression response and services shall be delivered and shall include exterior attack, interior attack, rescue, forcible entry, ventilation, protection of exposures, salvage, and overhaul as required.
2. Emergency pre-hospital care response and services shall be delivered in accordance with
the CEPCP as determined by the Medical Director. Services shall include first aid,
cardiopulmonary resuscitation, other patient care protocols and medical acts such as defibrillation, administration of epinephrine, and administration of naloxone. Emergency pre-hospital care responses shall be determined as per protocol as instituted in accordance with the Tiered Response Services Agreement.
• Hazardous material emergency response and services shall be delivered as recommended by the Fire Chief and approved by Council.
• Specialized technical rescue response and services, including, but not limited to vehicle
extrication, elevator rescue, rope rescue, surface water rescue, ice water rescue, structural collapse, confined space, heavy vehicle rescue, trench rescue, and swift water rescue shall be delivered as recommended by the Fire Chief and approved by Council. Specialized equipment required to provide these services shall be approved by the Fire Chief.
Training
1. Members designated by the Fire Chief shall be trained and certified to meet the applicable requirements stated in the Ontario Regulation for Provincial Firefighter Certification based on the level of service delivery as established.
2. Members designated by the Fire Chief shall be trained and certified as an Emergency
Medical Responder under the CEPCP.
3. The NFPA Standards and other related industry standards and resources shall be used as training reference guides as approved by the Fire Chief.
4. All training will comply with the Occupational Health and Safety Act, R.S.O. 1190, c. O.1, as amended and applicable provincial legislation.
Fire Prevention
1. Inspections arising from complaint; request; retrofit; self-initiated; fire investigations; or examination and review of fire protection elements of building permit plans shall be provided in accordance with the FPPA, Municipal by-laws, and Departmental policies.
2. The Ontario Fire Service Standards the NFPA 1031, the NFPA 1035, and other applicable
NFPA codes and standards and the City’s Fire Prevention Policy shall be used as a reference guide for Fire Prevention training and Public Education.
Fire and Life Safety Education
1. Public education programs shall be administered in accordance with the FPPA and Departmental policies.
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