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HomeMy WebLinkAboutJune 8, 2026 Addendum  Executive Committee  Meeting Agenda  Electronic Meeting June 08, 2026 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 on the HTML Agenda or the archived video available on the City's website. How to Participate Individuals looking to make a verbal delegation may do so in accordance with the City’s Procedure By-law. In lieu of a verbal delegation, individuals may also submit written comments to clerks@pickering.ca. To register as a delegation, please submit a Delegation Request Form by visiting pickering.ca/meetings. Please note that matters marked with an asterisk (*) have been amended or added. 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   Karen Fisher, Vice Chair, John Fahey, Member, John Ecker,  Member, Willie Woo, Member, Bill Clancy, Executive Director,  Durham Regional Police Service Board, Peter Moreira, Chief of  Police, Chris Bovie, Director of External Relations, Durham    1. 2. 3. *3.1 Regional Police Service Re: Durham Region Policing and Governance Update  Cynthia Davis, President and CEO, Brian Pollard, Health  System Executive, Clinical, Nancy Shaw, Senior Director,  Public Affairs, Chris Squire, Health System Executive, Chief of  Finance, Trevor Stewart, Chief Development Officer, Lakeridge  Health   Re: Lakeridge Health Annual Update  Matters for Consideration   Director, Community Services, Report CS 15-26 Page 6  Draft Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces  Plan Progress Update Staff/Consultant Delegation:  Laura Gibbs, Director, Community Services, City of Pickering Patricia Huntsman, Principal, Patricia Huntsman Culture + Communication Recommendation: That Report CS 15-26 regarding the Draft Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces Plan be received for information. Director, Economic Development & Strategic Projects, Report  ECD 04-26 Page 260  Economic Development Strategy (2026-2030) Building Our Future: Pickering’s Economic Growth Roadmap Consultant Delegation:  Kevin McCaffrey, Manager, KPMG Canada  Bruce Peever, Partner, Public Sector Advisory, KPMG Canada    Recommendation: That the Building Our Future: Pickering’s Economic Growth Roadmap, Economic Development Strategic Plan (2026-2030), prepared by KPMG LLP, be received; 1. *3.2 4. 4.1 4.2 Addendum Executive Committee Meeting Agenda June 08, 2026 - 2 - That Council endorse the Building Our Future: Pickering’s Economic Growth Roadmap, set out as Attachment 1, as the City of Pickering’s Economic Development Strategic Plan (2026-2030); and, 2. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 3. Chief Administrative Officer, Report CAO 07-26 Page 370  Brougham Hall Lease Update Recommendation: That Report CAO 07-26 regarding Brougham Hall be received;1. That the lease agreement with the Brougham Recreation Society for Brougham Hall, set out in Attachment 1, be terminated with 30 days-notice provided to the Brougham Recreation Society by the Director, Community Services; 2. That the lease agreement with the Government of Canada for Brougham Hall, set out in Attachment 2, be terminated with 30 days-notice provided to the Government of Canada - Transport Canada by the City Solicitor; and, 3. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 4. Director, Corporate Services & City Solicitor, Report CLK 05- 26 Page 424  2027 Committee and Council Meeting Schedule Recommendation: That Report CLK 05-26 regarding the 2027 Committee and Council Meeting Schedule be received; 1. That the 2027 Committee and Council Meeting Schedule included as Attachment 1 to this report be approved; and, 2. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 3. Director, Community Services, Report CS 14-26 Page 428  Fire Station #2 Asphalt Resurfacing Tender No. T2026-5 Recommendation: That the bid submitted by D. Crupi & Sons Limited in response to Request for 1. 4.3 4.4 4.5 Addendum Executive Committee Meeting Agenda June 08, 2026 - 3 - Tender T2026-5 for the Fire Station #2 Asphalt Resurfacing, in the amount of $305,280.00 (net HST) or $338,999.99 (HST included) to be accepted; That the total gross project cost of $396,630.00 (HST included), including the amount of the tender, construction contingency, and other associated costs, and the total net project cost of $357,178.00 (net HST) be approved; 2. That the Director, Finance & Treasurer be authorized to finance the net project cost of $357,178.00 to be funded from the Facilities Reserve and Property Taxes as approved in the 2021 and 2026 Capital Budgets, with the additional overage of $8,598.01 funded from Facilities Reserve; 3. That the Director, Community Services be authorized to execute the CCDC-2, 2020 Stipulated Price Contract with the above-mentioned contractor pursuant to Request for Tender No. T2026-5; and, 4. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 5. Director, Engineering Services, Report ENG 09-26 Page 432  Various Traffic By-law Updates Amendment to the Traffic and Parking By-law 6604/05 Recommendation: That Report ENG 09-26 regarding the Various Traffic By-law Updates be received; 1. That the attached draft by-law be enacted to amend Schedule “1”, No Stopping, Schedule “2”, No Parking and, Schedule “7”, Stop Signs to By-law 6604/05 to provide for the regulation of traffic controls on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering, specifically to address the proposed installation of parking and stopping restrictions on Azalea Avenue, Canso Drive, Earl Grey Avenue and Twyn Rivers Drive and for the installation of an all-way stop at the intersection of Palmers Sawmill Road and Four Seasons Lane; and, 2. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 3. Director, Finance & Treasurer, Report FIN 08-26 Page 446  2026 Corporate Asset Management Plan Update Recommendation: That Report FIN 08-26 regarding the 2026 Corporate Asset Management Plan Update be received; 1. 4.6 4.7 Addendum Executive Committee Meeting Agenda June 08, 2026 - 4 - That Council direct staff to continue monitoring and reporting annually on the City’s asset management Key Performance Indicators, implementation barriers, and strategies to address those barriers in accordance with Section 9 of Ontario Regulation 588/17; 2. That Council direct staff to continue refining the City’s long-term infrastructure funding strategy to reduce backlogs, manage risk, and support sustainable service delivery; and, 3. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 4. Director, City Development & CBO, Report PLN 11-26 Page 475  Pickering Islamic Centre License Agreement Overflow Parking at Brock Ridge Community Park Recommendation: That Report PLN 11-26 regarding the Pickering Islamic Centre License Agreement be received; 1. That the Mayor and City Clerk be authorized to execute the Pickering Islamic Centre License Agreement for a five-year term, commencing July 1, 2026, and ending June 30, 2031, with Pickering Islamic Centre for the non-exclusive use of 10 parking spaces at Brock Ridge Community Park for overflow parking, set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, City Development & CBO and the Director, Corporate Services & City Solicitor; and, 2. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 3. Member Updates on Committees   Other Business   Adjournment   4.8 5. 6. 7. Addendum Executive Committee Meeting Agenda June 08, 2026 - 5 - Report to Executive Committee Report Number: CS 15-26 Date: June 8, 2026 From: Laura Gibbs Director, Community Services Subject: Draft Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces Plan Progress Update File: A-1440-001 Recommendation: 1. That Report CS 15-26 regarding the Draft Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces Plan be received for information. 1.0 Executive Summary: The purpose of this report is to provide a draft of the Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces Plan for information before it is released to the public for a final phase of community engagement. Staff initiated the development of the Cultural Strategic Plan, Museum Strategic Plan and the Art in Public Spaces Plan (the Plans) in 2025 to support the planning and provisions of the City’s cultural programming, services and facilities related to arts and culture and the Pickering Museum Village. The consulting firm of Patricia Huntsman, Culture + Communication was retained on July 15, 2025 to lead the process. The draft Cultural Strategic Plan (Attachment 1) shares key messages from the community that were formed into five strategic priorities: 1. Foster placemaking and a distinct community identity 2. Celebrate interculturalism through the arts 3. Sustain and maintain a creative economy 4. Be future ready 5. Prioritize youth and young families The draft Museum Strategic Plan (Attachment 2) and draft Art in Public Spaces Plan (Attachment 3) connect to the five strategic plans in the Cultural Strategic Plan and also identify their own unique key objectives. - 6 - CS 15-26 June 8, 2026 Page 2 The Museum Strategic Plan identifies four objectives: 1. Sharing identities, histories and stories of place 2. Future-ready, well-maintained practices 3. Belonging, access and lifelong creative-based engagement 4. Ensuring sustainable action The Art in Public Spaces Plan identifies four objectives: 1. Sharing identities, histories and stories of place 2. Creating a distinct and vibrant public realm 3. Belonging, access, and lifelong creative engagement 4. Ensuring sustainable and resilient public art activity The development of these Plans involved a comprehensive public engagement process with residents, key stakeholders, and agency and opinion leaders from September to December 2025, that included a city-wide survey, community pop-ups, public focus groups, six open houses, an active display at Chestnut Hill Developments Recreation Complex (CHDRC) and a youth engagement initiative. Additional community consultation will occur on the draft plans in July 2026, to ensure residents, and key stakeholders have an opportunity for input on the final plans. The final Plans will be returned to Council for final consideration and approval. 2.0 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; Lead & Advocate for Environmental Stewardship, Innovation, & Resiliency; Strengthen Existing & Build New Partnerships; and Foster and Engaged and Informed Community. 3.0 Financial Implications: There are no cost implications associated with this report. 4.0 Discussion: The purpose of this report is to provide a draft of the Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces Plan for information before it is released to the public for a final phase of community engagement. The Cultural Strategic Plan provides up-to-date insights on current and future arts and culture needs and prioritizes expanding inclusive, low-barrier and intercultural programming that reflects Pickering’s diversity, strengthens belonging, and supports participation across all ages, - 7 - CS 15-26 June 8, 2026 Page 3 particularly through targeted investment in youth and family arts. In June 2014, the City of Pickering approved the last Cultural Strategic Plan (Resolution #247/14) which guided decision making from 2014 – 2024. With the recent population and demographic changes in the community and considering the anticipated population growth over the next ten-year period, Council endorsed the development of a new Cultural Strategic Plan, Museum Strategic Plan and Arts in Public Spaces Plan for the period of 2026 to 2036. On July 15, 2025, through Resolution #798/25, Council endorsed consultants Patricia Huntsman, Culture + Communication to develop the new Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces Plan. 4.1 The Plans and Development Timelines The development of the plans began in September and included a four phased development approach as follows: 1. Initiation & Internal Consultation August – October 2025 2. Community Engagement & Theme Development October 2025 – January 2026 3. Draft Plan Development & Validation January – June 2026 4. Final Consultation & Plan Finalization June – September 2026 To date, the consultants are in Phase 3. 4.2 Community Engagement A variety of communication and engagement opportunities were provided to encourage participation in the development of the Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces Plan. More than 2,300 residents participated in various consultation activities. Staff gained valuable feedback through a dedicated school engagement strategy, in partnership with the Durham District School Board and Durham Catholic District School Board, allowing staff to present to students and ask for their direct feedback. One school liked the engagement so much, staff were invited back to host a civics' class project to support tourism initiatives at the Pickering Museum Village. Additionally, activation boards were installed in the lobby of CHDRC using stickers to visualize resident’s cultural priorities and areas of improvement to generate public responses. The following chart outlines the broad range of engagement opportunities provided and the participation generated: Engagement Opportunities Estimated Participation Six Public Open Houses 250 Community Pop-ups (GO Station, Mall, Community Centres) 575 Community Survey 635 Youth Engagement 845 Workshops and Focus Group Engagement 80 Agency & Opinion Leader Interviews 6 - 8 - CS 15-26 June 8, 2026 Page 4 4.3 Community Feedback A fulsome summary of community feedback is captured in the Interim Engagement and Context Report (Attachment 4). The following is a summary of insights from the community survey. 4.3.1 Cultural Strategic Plan Insights When asked about their vision for arts, culture, and heritage in Pickering, respondents were interested in increased prominence and diversity in programming, while preserving heritage and ensuring that cultural initiatives were reflective of the community. One respondent offered the following vision, “a city where arts, culture, and heritage reflect the full diversity of Pickering - accessible, inclusive, and alive in every neighbourhood”. • Respondents were active participants in arts, culture, and museum/heritage offerings within the last three years. Special events, festivals and cultural ceremonies were the most common response (n=380), followed by natural heritage sites (n=304). Respondents who chose the ‘other’ option shared that they participated in informal events, workshops, hobbies, sports, or events in Toronto. • Respondents enjoy several aspects of culture in Pickering, including the opportunity to connect with neighbours and family through programming, existing public art, greenspace, programming, and intercultural opportunities. • Respondents were interested in increased activities/experiences of interest to them (n=450), when asked about what factors would encourage them to participate more. More free time, increased options nearby, and more cultural spaces/facilities were also popular factors. • There is an appetite for outdoor gathering spaces and large, dedicated cultural spaces or facilities among survey respondents. Some respondents also indicated that they leave Pickering to participate in intercultural events, as well as events such as live music, theatre, and opera. • There is a need to increase access and awareness of arts, culture, and heritage experience across neighbourhoods and hamlets. While 221 respondents indicated that they do have access to arts, culture, and heritage in their local neighbourhood or hamlet, the large number of respondents who indicated ‘I don’t know’ (n=241) or ‘no’ (n=173) points to this need. • Local access to arts, culture, and heritage in respondents’ neighborhood/hamlet is important. A combined 296 respondents indicated that access to arts, culture, and heritage in their neighbourhood or hamlet was ‘very important’ or ‘important,’ with an additional 225 respondents indicating it was somewhat important. • When asked if they had any other final comments or recommendations to share, respondents provided the following feedback: ○ “Prioritize finding and supporting local artists - give them real opportunities to showcase their talents through events, public spaces, and community programs.” ○ “Please retain the history we have - buildings, heritage crafts and skills, stories, historic lands, place names, small community identity etc. Once they are gone we can't get them back.” ○ “Pickering already has a great foundation in arts, culture, and heritage, and I - 9 - CS 15-26 June 8, 2026 Page 5 hope to see continued investment in programs and events that are inclusive, family- focused, and reflective of the city’s growing diversity.” 4.3.2 Art in Public Spaces Insights Familiarity with public art and creative placemaking initiatives in Pickering could be improved. When asked, 155 respondents indicated they were not familiar at all, while 438 indicated they were not very familiar or somewhat familiar. • Animate and beautify public spaces, support local artists and creators, and reflect and learn about local stories and culture, were the top three roles that public art and creative placemaking could play in the community, as identified by respondents. • Art and creative placemaking initiatives in Pickering’s public spaces should identify the diversity of the community - 494 respondents identified this was either very important or somewhat important. • Respondents indicated that inclusive art and creative placemaking practices could help increase participation of Indigenous and historically marginalized communities. One respondent stated “Have a space for this like Nuit Blanche style, amplify art during important days events, make opportunities to submit art work and promote these properly. Work with communities already doing this work in a meaningful way that isn’t centered on exploiting work, but sharing and amplifying voices. Also pay your artists!! No free labour!” • Opportunity to learn more about Indigenous cultures through Pickering’s public art. Most respondents indicated that they did not (n=213) or somewhat (n=198) learn about local Indigenous culture through public art. • Better promotion of public art and placemaking initiatives (n=258), initiatives across neighbourhoods and hamlets (n=233), and accessible surroundings (n=193) were identified as the top three ways that public art and creative placemaking initiatives could become more meaningful, welcoming and accessible. 4.3.3 Pickering Museum Village Strategic Plan Insights • Among the respondents who attended Pickering Museum Village exhibits, programs and/or events in the last three years, seasonal or holiday events, the escape room, and Pickering Museum Village tours were the most popularly attended programs. Note that 301 respondents indicated that they hadn’t attended an exhibit/event at Pickering Museum Village or were unsure if they had. • Increased options for exhibits, programs, and events, better awareness/promotion, and more personal free time were the top three factors that would encourage respondents to attend or participate in more Pickering Museum Village exhibits/events. • Respondents indicated that they believed that the Pickering Museum Village was multifaceted. The top four responses indicated that the Pickering Museum Village should preserve and share local history and heritage (n=328), attract visitors and support the local economy (n=250), serve as a gathering space/community hub (n=238), and provide educational experiences for all ages (n=236). - 10 - CS 15-26 June 8, 2026 Page 6 • The majority of respondents (n=455) indicated that it was either very important or somewhat important that Pickering Museum Village reflect its changing and diverse population. • Respondents indicated that quality of visitor experience and opportunity for immersive and innovative learning opportunities make for memorable heritage site and museum visits. One person wrote that they valued “the ability to learn in an unconventional way - whether that be through inspiring and thought-provoking guides who bring the lessons to life, interactive exhibits, and more. A welcoming atmosphere that fosters community and acceptance.” 4.3.4 Overall Key Themes a) Residents want cultural space and programming Respondents voiced a strong demand for additional gathering spaces, outdoor experiences, and expanded arts and programming, especially growth areas and the City Centre. b) Access, affordability, and awareness are concerns Respondents emphasized the need for affordable or free cultural opportunities, better geographic distribution across neighbourhoods, improved transportation access and clearer more consistent communication about what’s available. c) Culture should build identity, placemaking, and vibrancy Arts, culture, and heritage are seen as essential to strengthening Pickering’s identity, activating public space, and supporting the transition beyond a “bedroom community”. d) Equity, inclusion, and representation matter Residents and community groups stressed that cultural offerings should better reflect Pickering’s diversity, reduce barriers for equity‑deserving groups, and create inclusive, welcoming opportunities to participate. e) Indigenous voices and reconciliation must be visible and supported Respondents called for more opportunities to showcase Indigenous arts, culture, and heritage and meaningful support for Indigenous artists and youth. f) The community wants a practical, realistic plan Residents supported moving forward gradually, in a way the City can manage and maintain long‑term. 4.4 Next Steps The draft Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces Plan will be presented for further community consultation in July to ensure the plans meet the needs of residents, and stakeholders. Staff will continue to work with the consultant and the community to ensure that the project remains on schedule to come forward in September 2026 for final consideration and approval. - 11 - CS 15-26 June 8, 2026 Page 7 Attachments: 1. Draft Cultural Strategic Plan 2. Draft Museum Strategic Plan 3. Draft Art in Public Spaces Plan 4. Cultural Strategic Plan Development: Interim Context and Engagement Report Prepared By: Krystal Roberts, Manager, Cultural Services Approved/Endorsed By: Laura Gibbs, MBA, MSc., Director, Community Services LG:kr Recommended for the consideration of Pickering City Council By: Marisa Carpino, M.A. Chief Administrative Officer - 12 - DRAFT Cultural Strategic Plan 2026–2036 Attachment 1 - Report CS 15-26 - 13 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Land Acknowledgement We acknowledge that the City of Pickering resides 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. 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. - 14 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Contents Key Takeaways .................................................................................................................................................................................. .................................................................................................................................................... ........................................................................................................................................................................ ............................................................................................................................................................................... ......................................................... .................................................................................................................................................................... .............................................................................................................................................................................................................. ... ............................................................................................. ......................... ............................................................................................................................................................................ ................................................................................................................................... .......................................................................................................................................................... ............................................................................................................................................................................................... ...................................................................... ....................................................................................................................................................................... .......................................................................................................................................................................... ..................................................................................................................... ............................................... ............................................................................................................................................................................................... .......................................................................................................................................... ........................................................................................................................................................ ................................................................................................................................................... .................................. ...................................................................................................................................................... ............................................................................................................................................................................................ 2 1 Vision and Strategy 4 Ÿ Vision and Strategy 5 Ÿ Vision and Values 6 ŸFramework for Success: Our Strategic Orientation 7 ŸStrategic Priority 1: Foster Placemaking and a Distinct Community Identity 8 ŸStrategic Priority 2: Celebrate Interculturalism through the Arts 13 ŸStrategic Priority 3: Sustain and Maintain a Creative Economy 16 ŸStrategic Priority 4: Be Future Ready 20 ŸStrategic Priority 5: Prioritize Youth and Young Families 23 ŸOngoing Actions 27 2 Our Planning Context 28 ŸOur Planning Context 29 ŸBackground 31 ŸMunicipal Cultural Development Continuum 33 ŸAbout the Project 34 ŸPlanning Context 36 ŸBroader Cultural Sector Context 40 3 What We Heard: Engagement Summary 44 ŸOur Process 45 ŸKey Engagement Findings 47 ŸOverall Major Themes 52 4 Moving Forward: Role of the City and Implementation 53 ŸMoving Forward: Role of the City and Implementation 54 Acknowledgements 56 Appendices 58 Co n t e n t s 1 - 15 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Key Takeaways 1 To remain adaptable in a rapidly changing ecosystem, the City of Pickering has developed three strategic documents to support the next decade (2026-2036) of Pickering’s arts, culture, museum and public art programs and services. 2 The City of Pickering’s Cultural Strategic Plan, Pickering Museum Village Strategic Plan, and Art in Public Spaces Plan will collectively guide the City to effectively respond to shifting community needs and build a vibrant future. These Plans are rooted in a common, unified vision to reflect Pickering’s creative identity and diverse ecosystem. 3 The development of the three Plans unfolded through four phases from August 2025–July 2026 and involved a mix of desk research, interest holder and community engagement, and strategy development. Engagement activities included: Ÿ Senior management session Ÿ Interdepartmental staff session Ÿ Agency and opinion leader interviews Ÿ Community questionnaire Ÿ Project launch celebrations/ open houses Ÿ Interest holder focus groups Ÿ High school engagement Ÿ Indigenous engagement Ÿ Engagement with City of Pickering’s Anti-Black Racism Task Force Ÿ Pickering Museum Village staff engagement Ÿ Cultural Advisory Committee meeting 4 Across all engagement activities, participants consistently identified Pickering as being at a pivotal stage in its cultural evolution, shifting from a period of capacity-building toward one of identity definition. Major themes Include: Ÿ Emphasizing the role of arts, culture, and heritage in placemaking and identity formation as Pickering intensifies and transitions beyond a bedroom community. Ÿ Strong demand for additional cultural venues, facilities, and gathering spaces, particularly within the downtown and other growth areas. Ÿ Broad enthusiasm for expanded cultural infrastructure, programming, and access — prioritizing strategic locations and phased delivery. Ÿ Reducing barriers to participation through improved transportation, geographic distribution of facilities, and awareness of cultural offerings. Ÿ Interest in cultural approaches that enhance inclusion and belonging (including low-cost and low-barrier opportunities, diverse representation, and more participatory, community-engaged models of cultural development). Ÿ Need for a Cultural Strategic Plan that is phased, practical, and grounded in realistic assessments of organizational capacity and long-term sustainability, rather than short- term ambition. 2 - 16 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN 5 You belong in Pickering. Our Vision, Drivers and Values that guide the Plans include: Ÿ Safety: We commit to fostering culturally, physically, and psychologically safe environments where diverse voices are welcomed and respected. Ÿ Collaboration: We work across departments, sectors, and communities to co-create cultural initiatives that reflect shared leadership and local knowledge. Ÿ Sustainability: We steward cultural resources responsibly to ensure long-term social, environmental, and financial resilience. Ÿ Learning: We value curiosity, knowledge- sharing, and lifelong engagement through arts and heritage. Ÿ Creativity: We embrace innovation, experimentation, and artistic excellence in shaping Pickering’s evolving identity. Ÿ Accessibility: We remove barriers to participation so that cultural life is inclusive, affordable, and reachable. Ÿ Relevance: We remain responsive to demographic change, community needs, and evolving cultural practices. 6 The Strategic Priorities are of equal value and are not priority-ranked — they work to reinforce one- another and align with other major plans and policy areas of the City including the Official Plan, Corporate Strategic Plan (2024–2028), Recreation & Parks Ten Year Plan, Community Visitors Plan, and Economic Development Strategy: Ÿ Strategic Priority 1 Foster placemaking and a distinct community identity. Ÿ Strategic Priority 2 Celebrate interculturalism through the arts. Ÿ Strategic Priority 3 Sustain and maintain a creative economy. Ÿ Strategic Priority 4 Be future ready. Ÿ Strategic Priority 5 Prioritize youth and young families. 7 The Overall Strategic Goals for the Plans are: Ÿ Develop a distinct sense of place and enhanced community spaces for connection. Ÿ Provide space where everyone feels they can participate in the cultural life of our city, and where diversity is welcomed. Ÿ Recognize that artists and creative entrepreneurs are an important part of a thriving and valued cultural ecosystem. Ÿ To enhance the capacity within the City and in the community for cultural development. Ÿ To provide opportunities for youth activity and involvement in the arts as participants and producers, and family arts opportunities. 8 This document will be used by City of Pickering Staff to guide the implementation of the actions listed under each strategy and objective. Continued community participation will ensure the strategy may be assessed, adapted, and revised in response to changing needs of Pickering’s ecosystem. Ke y T a k e a w a y s 3 - 17 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN 1 Vision and Strategy 4 - 18 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Vision and Strategy The City of Pickering’s Cultural Strategic Plan, Pickering Museum Village Strategic Plan, and Art in Public Spaces Plan will collectively guide the City to effectively respond to shifting community needs and build a vibrant future. Each plan is unique in their key deliverables to ensure the arts and culture sector receives the attention, direction, infrastructure and support required. These plans are rooted in a common, unified vision to reflect Pickering’s creative identity and diverse ecosystem. mPri a ry Plan Cultural Strategic Plan Guid e s Pickering Museum Village Strategic Plan Art in Public Spaces Plan Se c t i o n 1 | V i s i o n a n d S t r a t e g y 5 - 19 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Vision and Values Vision You belong in Pickering: We’re connected through culture, energized by community, and bringing public spaces to life. Our Drivers and Values Ÿ Safety We commit to fostering culturally, physically, and psychologically safe environments where diverse voices are welcomed and respected. Ÿ Collaboration We work across departments, sectors, and communities to co-create cultural initiatives that reflect shared leadership and local knowledge. Ÿ Sustainability We steward cultural resources responsibly to ensure long- term social, environmental, and financial resilience. Ÿ Learning We value curiosity, knowledge- sharing, and lifelong engagement through arts and heritage. Ÿ Creativity We embrace innovation, experimentation, and artistic excellence in shaping Pickering’s evolving identity. Ÿ Accessibility We remove barriers to participation so that cultural life is inclusive, affordable, and reachable. Ÿ Relevance We remain responsive to demographic change, community needs, and evolving cultural practices. 6 - 20 - Framework for Success: Our Strategic Orientation While the focus of the City of Pickering’s previous Cultural Strategic Plan saw a growth-oriented building out and establishment of core cultural development functions including public art, the present plan seeks to hone in, improve, align, and refine core municipal cultural development and administration — Where does the City need to refine its processes and procedures? Where is more training required or a deepening of our work? How can we make better use of existing resources and ‘right-size’ our work? In short, the present plan’s strategic orientation is a focused strategy that aims to 'sustain and maintain' while offering new opportunities to align with changing community needs and capacity. The Strategic Priorities presented below, each with a specific goal and rationale, build off of the key emerging themes from the analysis phase of the process and reflect what was learned in the Context Setting Report — see Sections 2 and 3 of the plan. The objectives for each strategy will be realized through Supporting Actions which serve as the implementation activities over the next five years and sets the path forward for reflecting a distinct sense of place and identity through arts and culture. On-going actions reflect the core cultural development delivery work of the City while Supporting Actions are additional steps the City can take in achieving the plan’s goals. The Strategic Priorities are of equal value and are not priority-ranked, rather they work to reinforce one-another and align with other major plans and policy areas of the City including the Official Plan, Corporate Strategic Plan (2024–2028), and Economic Development Strategy: Strategic Priority 1 Foster placemaking and a distinct community identity Strategic Priority 2 Celebrate interculturalism through the arts Strategic Priority 3 Sustain and maintain a creative economy Strategic Priority 4 Be future ready Strategic Priority 5 Prioritize youth and young families Se c t i o n 1 | V i s i o n a n d S t r a t e g y 7 - 21 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Strategic Priority 1 Foster placemaking and a distinct community identity GOAL There is a pride of place and enhanced community spaces for connection in Pickering.Rationale Pickering is changing rapidly and has the opportunity to establish itself as a community with a strong sense of belonging, unique to other municipalities within the Greater Toronto Area and Durham Region. Through creative placemaking*, Pickering can leverage arts, culture, and heritage to showcase its unique history and support essential community infrastructure for people who call Pickering home. *Creative placemaking is a collaborative approach to improving public spaces by using arts, culture, and creativity to reflect community identity, meet local needs, and drive positive change and growth. 8 - 22 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN OBJECTIVE 1.1 Identify opportunities for artistic animation and creative placemaking through policy, programming, and processes. Supporting Actions: Ÿ Encourage local wayfinding to integrate local character, resources and assets as part of broader creative placemaking. Ÿ Explore expanding heritage conservation and interpretation/education opportunities for City-owned properties and community partners’ sites. Ÿ Explore modifying the Sign Regulations Bylaw to encourage creative signage structures and enhance the visual realm. Ÿ Explore opportunities to integrate creative placemaking in city-wide and neighbourhood policy documents, including but not limited to the Pickering Forward Official Plan and in future Secondary Plans. Ÿ Link to and support actions in the Art in Public Spaces Plan and the Pickering Museum Village Strategic Plan that advance creative placemaking. OBJECTIVE 1.2 Arts and culture are activated through the community, including currently under-used and under-served areas in Pickering. Supporting Actions: Ÿ Create an inventory of arts-ready public spaces, such as plazas and parks. Include the identification of priority sites for public art and creative placemaking. Include the details of any accessibility features in the surroundings (e.g., seating, shade, washrooms, and parking). Ÿ Build out a distributed and distinctive model of arts and culture through neighbourhoods including local heritage identities. Ÿ Work with neighbourhood champions to encourage a distributed model of arts and culture activities and connection points. Ÿ Identify and utilize parks and other public areas as key gathering and performance spaces for multiple kinds of arts and culture activities. Ÿ Integrate creative placemaking solutions into priority sites, such as light installations, façade interventions, self-guided art walks and runs, performance sites, and pop-up arts spots, as part of public art programming throughout the city. Ÿ Identify opportunities for arts-based activated storefronts to enhance commercial spaces and lease opportunities in collaboration with economic development initiatives. Ÿ Use local transportation networks and public spaces as channels to communicate cultural heritage knowledge (Indigenous and non- Indigenous) and local stories. Ÿ Encourage business and landowners to work on beautification efforts and show pride of place through regular maintenance and upkeep of their spaces and signage. Ÿ Identify opportunities for creative placemaking specifically connected to cultural heritage or nature along trails and parks networks. Se c t i o n 1 | V i s i o n a n d S t r a t e g y 9 - 23 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN OBJECTIVE 1.3 Identify, meet, and maintain the demand for creative spaces and cultural facilities. Supporting Actions: Ÿ Develop a Cultural Spaces and Facilities Framework to serve as a guide for phased investment and planning, extending beyond City-owned facilities and spaces, that includes, but is not limited to: Ÿ Examine current real estate inventory for arts, culture and heritage uses, identify and collate the mapping and listing of all City-owned renovated spaces, as well as purpose-built venues. Ÿ Maintain active dialogue with the cultural community to stay current on space needs, including smaller venue performing arts spaces. Ÿ Continue to support the development of the Pickering Village Museum. Ÿ Seize opportunities to work with other levels of government to secure funding for identified new or renovated cultural spaces and facilities, and support related planning work (e.g., feasibility studies, needs assessments, architectural selection processes, and capital infrastructure). Ÿ Determine City-identified spaces for temporary cultural activity (e.g., lobbies, street corners, empty lots, etc.), and provide community spaces for artists (temporary or permanent) to introduce artists in residence program in higher traffic areas. OBJECTIVE 1.4 Integrate creative spaces and cultural amenities into new developments. Supporting Actions: Ÿ Consider exploring opportunities to develop urban guidelines, where appropriate, through community planning initiatives such as Secondary Plans, neighbourhood plans and significant redevelopment plans to support creative placemaking, and identifying opportunities for the integration of public art. Ÿ Facilitate agreements and address insurance issues with local realtors and developers to utilize existing venues and unrented or vacated spaces for cultural uses for a possible tax reduction or other incentive. Ÿ Look at regulatory measures that may be preventing the use and development of arts and creative productions spaces (including co-op models), and develop guidelines to allow more flexibility as appropriate. 10 - 24 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN OBJECTIVE 1.5 Placemaking meets people where they are at, ensuring that community identity is reflected in creators and participants. Supporting Actions: Ÿ Collaborate with local First Nations to explore the opportunity to increase the recognition of Indigenous culture, knowledge and language in the public realm through name restoration, public art, wayfinding initiatives, and community events. Ÿ Continue to support low-cost access to spaces, creative tools, and resources, especially for emerging artists, equity-deserving groups and youth. Ÿ Work to minimize physical and transportation barriers for those accessing indoor and outdoor spaces where arts and culture programming and events occur. OBJECTIVE 1.6 Placemaking is integrated into the Art in Public Spaces policy and program Supporting Actions: Ÿ Review and update the City’s public art policy and program to create robust and intentional public art programs to support diverse art in public space across Pickering. Ÿ Establish an interdepartmental Art in Public Spaces staff team to identify, coordinate, and advance opportunities for a public art and creative placemaking, City planning process, and City projects, contributing to the development of a more welcoming people-centred, and vibrant public realm. Ÿ Create a vision, including key objectives, for public art in the public art policy and program in alignment with the Cultural Strategic Plan. Ÿ Expand the public art policy and program definition of art in public spaces to the following: 'Art in public spaces' (public art) is defined as original artwork selected, commissioned, created, designed, programmed, or donated for location in the public domain, and created by an artist. Artworks and activity may be permanent or transitory, functional, integrated, or discrete to the site. Artwork created or initiated by the community for the public realm, which may be led by an artist, is also considered public art. Ÿ Create distinctive public art programming streams with the public art policy and program that are consistent with most municipal public art programs to better guide and support art in public spaces: Civic and capital public art Creative placemaking Community arts Acquisitions and maintenance. Ÿ Ensure the creative placemaking public art program identifies specific ways to animate, interpret, and build awareness of public art, places, and intangible cultural assets through tours, workshops, storytelling, and other engagement pieces. Se c t i o n 1 | V i s i o n a n d S t r a t e g y 11 - 25 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Key Performance Indicators Quantitative Ÿ Total number of cultural spaces available (accessible inventory including amenities) Ÿ Number of cultural spaces identified for expansion or growth Ÿ Number of First Nations cultural initiatives in the public realm and overall increase Ÿ Building and development timelines for facility improvements and new cultural spaces Ÿ Number of services, supports, presentation and studio spaces provided for creative community Ÿ Regular accessibility audits/needs assessments for cultural spaces Ÿ Amount of funding spent on art in public space year/year Qualitative Ÿ Positive feedback received about utilizing and/or visiting cultural spaces (availability, booking, cost, experience) Ÿ Visibility of local artists in the community and beyond Ÿ Reputation of an inspiring municipality that fosters artistic expression and creation Ÿ Positive feedback received from the public that there is improved access to cultural services, programs, and public spaces 12 - 26 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Strategic Priority 2 Celebrate interculturalism through the arts GOAL Everyone feels they can safely and inclusively participate in the cultural life of our city where diversity is welcomed. Rationale Leveraging the community’s intercultural strengths can broaden access, build belonging, and position culture as a core driver of Pickering’s identity and vitality. Culturally responsive arts, spaces, and events that foster intercultural exchange can encourage both information sharing and celebration in Pickering’s diverse community. Se c t i o n 1 | V i s i o n a n d S t r a t e g y 13 - 27 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN OBJECTIVE 2.1 Our ethno-cultural diversity, heritage, growth, and change as a community is celebrated. Supporting Actions: Ÿ Support the implementation of the City of Pickering Equity, Diversity and Inclusion (EDI) Strategy by encouraging opportunities for community-driven cultural initiatives and EDI-related education. Ÿ Engage local Indigenous, Black, multicultural, 2SLGBTQ+, D/ deaf and disability groups to identify diverse and needs-specific programming, accessibility concerns, and foster interculturalism. Ÿ Foster an understanding that community identity and well- being are enhanced and strengthened by diversity and inclusive participation. Ÿ Facilitate continuing engagement and dialogue among the multicultural community; youth, seniors, new residents, immigrants, people with disabilities and the 2SLGBTQ+ and gender diverse community. Ÿ Explore opportunities to link and connect with other initiatives, plans and programs (including but not limited to the EDI Strategy) both within the City and out in the community to advance both this Strategy and other projects with similar objectives. Ÿ Build intercultural pride as a tool for community well-being and for opening up dialogue and opportunities for marginalized communities through inclusivity initiatives (e.g., free events and programs) with identified partners. Ÿ Broaden the understanding of artistic expression through cross- cultural dialogue. Ÿ Build arts and cultural literacy through local storytelling. OBJECTIVE 2.2 Promote social change arts practices, and arts-based strategies for addressing matters of civic importance. Supporting Actions: Ÿ Continue to support the use of the Accessibility Checklist in partnership with community organizations, and explore the possibility of an Arts and Culture Accessibility Fund. Ÿ Encourage access and participation to arts and culture through transportation planning with a focus on cyclists and joggers/pedestrians. Ÿ Promote and/or fund workshops that help with training, advocacy and education in these areas. Ÿ Identify and respond to opportunities to address intercultural needs through arts and culture. OBJECTIVE 2.3 Celebrate Pickering’s rich ethno-cultural diversity, and heritage legacy through culinary-arts and music based festivals and events. Supporting Actions: Ÿ Continue to provide funding and support for multicultural events led by or in partnership with community groups. Ÿ Encourage newcomers to learn about the ethno-cultural diversity of Pickering and the City’s unique heritage. Ÿ Support and host events that use music and food to connect and promote social inclusion and diversity. Ÿ Make heritage and historical information available to new residents, addressing the diversity of cultures that make up Pickering’s heritage including Indigenous heritage. 14 - 28 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Key Performance Indicators Quantitative Ÿ Number of free or low-cost spaces, tools, and resources offered Ÿ Total partnerships and consultations with artists from Equity Deserving Groups Ÿ Number and value of tiered pricing options Ÿ Number of on-farm diversified uses operations Ÿ Number of active agricultural organization within the City Ÿ Number of neighbourhood champions engaged with Qualitative Ÿ Improved perceptions of the ease of accessing arts and cultural events in Pickering Ÿ Positive testimonials on the impact of municipal-led initiatives to remove barriers for participation Ÿ Positive feedback on the availability of information relevant to cultural events, programming, and professional development opportunities Ÿ Positive experience navigating the City’s websites (in general and specific to arts and culture updates) Ÿ Cultural programming online brochures available in digital PDF format align with accessibility requirements (WCAG 2.0 Level AA standards or higher) Ÿ Calendar of online events is regularly updated (e.g., on a monthly, quarterly, or annual basis) Ÿ Residents and art participants indicate that they believe arts and culture are distributed geographically across the community Se c t i o n 1 | V i s i o n a n d S t r a t e g y 15 - 29 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Strategic Priority 3 Sustain and maintain a creative economy GOAL Pickering is recognized as an all-season cultural tourism destination and home to a thriving and sustained creative ecosystem of artists and creative workers. Rationale Pickering is already fostering a creative economy. Through the strategic allocation of resources, a strong creative economy can be further strengthened and diversified to help build strong, vibrant communities, promote civic engagement, and drive economic growth. 16 - 30 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN OBJECTIVE 3.1 Continue to enhance understanding amongst interest holders and decision makers of the value of arts, culture, heritage and creative community as part of Pickering’s attraction and retention mix (e.g., festivals, events, agri-based events, cultural tours, open studios etc.) and brand-building. Supporting Actions: Ÿ Enhance the strategic positioning of cultural development within festivals and events to align with any local and regional tourism strategy development planning. Ÿ Identify partnership opportunities with developers, business associations, venue operators and event producers to generate increased cultural economic activity and raise the profile of culture as an economic driver. Ÿ Carry out a regular schedule of economic impact evaluation of the local cultural sector and cultural spaces mapping to monitor the attraction and attrition of creative spaces for production and presentation (e.g., maker spaces, artist studios, film and production spaces, video and game design studios etc.). Ÿ Ensure tourism and economic development representation on the Cultural Roundtable, and cultural representation in Destination Pickering and other economic development bodies, as appropriate. Ÿ Work towards enhancing cultural tourism marketing of a broader range of local cultural attractions. Ÿ Prepare an annual report to Council on the outcomes of this strategy. OBJECTIVE 3.2 Leverage local cultural resources and assets to distinguish Pickering as an arts and culture destination. Supporting Actions: Ÿ Provide regular updates to the team responsible for the 2024-2027 Community Visitor Plan, and seek opportunities for cross-collaboration to maximize culture as a visitor attraction. Ÿ Increase awareness and visibility initiatives, including an arts and culture brand or campaign, to facilitate residents and visitors access to information about arts and cultural resources, events, festivals, venues, concerts, etc. Ÿ Identify opportunities to pair agricultural- tourism with arts and culture through active collaboration between value added agricultural spaces and local artisans. Ÿ Work with landowners, developers, and the agricultural community to explore opportunities to preserve and repurpose existing farms, agricultural buildings, or heritage agricultural landscapes within new neighbourhood, so they can become focal points or community gathering spaces. Ÿ Carry out consistent annual baseline data collection amongst local cultural resources and assets and encourage tourism leads to share relevant visitor profile data to encourage audience development. Ÿ Ensure destination branding reflects authentic local community cultural identity inputs, diversity, and local cultural resources and assets. OBJECTIVE 3.3 Further integrate creative economy strategies into economic development planning. Supporting Actions: Ÿ With identified partners, promote arts and business partnerships and generate spin-off cultural economic activity to raise the profile of culture as an economic generator. Ÿ Encourage involvement of cultural and creative businesses and arts groups in local business networking activities to stimulate collaboration and partnerships. Ÿ Continue to encourage film industry activity in the city to attract spending, create employment and raise the profile of Pickering. Se c t i o n 1 | V i s i o n a n d S t r a t e g y 1717 - 31 - OBJECTIVE 3.4 Work with creative entrepreneurs on skills development. Supporting Actions: Ÿ Offer small business training and social enterprise and link to creative entrepreneurs’ initiatives, such as the creation of cooperatives or collectives. Ÿ In collaboration with other City departments and partners, develop a toolkit for managing creative entrepreneur businesses, and encourage 'buy local' campaigns, and the use of local creations in City ceremonies and gifts (a gifts policy). Ÿ Share new models in non-profits and social enterprises and earned revenue streams with arts and culture organizations. Ÿ Through inter-departmental cooperation help to reduce red tape and provide further support in collaboration with the creative entrepreneur community. Ÿ Expand opportunities for professional development, mentorship, and skill building opportunities for artists, administrators, and cultural organizations. Ÿ Foster partnerships with and among underrepresented groups including people with disabilities to foster knowledge-sharing as well as individual and organizational development. Ÿ Encourage the development of a municipal agricultural strategy to help reinvigorate the agricultural community, on-farm diversified uses and explore opportunities to collaborate with the Rouge National Park. Ÿ Explore new ways to encourage creative industries to locate in Pickering. Ÿ Collaborate with artists and arts organizations to encourage climate change awareness. 18 - 32 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Key Performance Indicators Quantitative Ÿ Number of staff hours dedicated Ÿ Number of interdepartmental collaborations Ÿ Number of established and emerging artists/arts and culture organizations promoted by the City (via web/print/ social channels) Ÿ Total new strategic relationships established Ÿ Participation in regional cultural development initiatives Ÿ Number of meetings with local First Nations Ÿ Number of champions engaged Ÿ Breadth and number of lecture series, seminars, panels, and community dialogues on arts, culture and heritage Ÿ Number of advocacy requests to levels of government and arts funding bodies Ÿ A campaign to increase awareness of the strategy and support for Pickering’s creative community Qualitative Ÿ Reputation as a cooperative and bold municipality Ÿ Positive feedback from artists and arts organizations on the effectiveness of municipal grants and opportunities Ÿ Success stories demonstrating positive outcomes from strategic partnerships Ÿ Increased awareness, support, and advocacy for arts and culture in Pickering Se c t i o n 1 | V i s i o n a n d S t r a t e g y 19 - 33 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Strategic Priority 4 Be future ready GOAL There is enhanced capacity within the City and in the community for cultural development. Rationale When cultural development is positioned at a strategic level within municipal organizational structures there are greater impacts on the social, economic, and environmental well-being of a community. Pickering is at a pivotal stage in its cultural development with the opportunity to further capacity-building* within community groups and support local community-driven programming by shifting the City’s role to be more of a facilitator and convener (rather than only being a direct-supplier of services). *capacity-building is the process of developing and strengthening the skills, resources, and systems an organization needs to better achieve its purpose. 20 - 34 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN OBJECTIVE 4.1 Enhanced capacity-building is fostered in the community through the City’s role — its strategic initiatives, departments, bylaws, policies, and programs. Supporting Actions: Ÿ Continue to fund and support grant programs and operating agreements and provide program funding to local arts, culture, and heritage organizations that meet grant program criteria. Ÿ Review the City’s grant program every five years to explore the possibility of increasing the funds available for developing temporary art intervention projects that respond to community needs. Ÿ Continue to foster a cultural development lens across City departments, making sure culture is at the table in City planning. Ÿ Act as a community connector by bringing people together to listen and identify opportunities for collaboration and finding solutions, and minimize red tape that prevents cultural development. Ÿ Regularly review partnership agreements to ensure compliance and relevancy to City priorities, including Indigenous and youth focused initiatives. Ÿ Where possible, social innovation (e.g., tool libraries and cultural hubs) is encouraged to effect solutions for cultural development. Ÿ Explore the potential for an annual cultural report card process as a measurement for cultural development. Ÿ Align and update Official Plan policies and the Corporate Strategic Plan to integrate and include cultural planning goals identified. Ensure cultural planning directions are reflected in City policies and plans. Ÿ Continue to encourage using cross-department teams in cultural development. Ÿ Support the development of a local arts council to serve a centralized arts and culture hub and community-based cultural development function. Ÿ Increase collaboration with regional cultural development partners (from events to arts and culture programming to heritage and public art). OBJECTIVE 4.2 Build awareness and visibility of arts and culture (including events, heritage and public art) among residents. Supporting Actions: Ÿ Develop and implement a comprehensive arts and culture Communications Strategy to build audiences and awareness. Ÿ As part of the Communications Strategy to support the implementation of the plan, create an awareness campaign surrounding the value, benefits and impact of arts and culture on an annual basis. Ÿ Create a centralized culture platform to feature and promote arts, culture and events; programs; shared resources; etc. Ÿ Continue the opportunity to use local transportation networks as channels to communicate awareness of events and programs (e.g., buses, bus shelter ads, GO Train, GO Bus etc.) in collaboration with Durham Regional Transit. Se c t i o n 1 | V i s i o n a n d S t r a t e g y 21 - 35 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Key Performance Indicators Quantitative Ÿ Total number of artists, cultural activities, and programs (annual) Ÿ Generated economic activity from creative community (annual) Ÿ Total number of submissions received from artists related to new creative placemaking opportunities Ÿ Level of engagement with local artists, arts and culture organizations, and community groups Ÿ Number of professional development, mentorship, and skill building opportunities offered Ÿ Number of partnerships with developers, business associations, venue operators and event producers Ÿ Number of new creative wayfinding initiatives Ÿ Digital engagement (social media, website traffic, time spent, new and repeat visitors, and conversions) Qualitative Ÿ Cultural development is viewed as a necessity by the City as demonstrated by its links to other principal plans Ÿ Enhanced awareness of Pickering's creative ecosystem at regional, provincial and potentially national levels Ÿ Recognition of Pickering as a must-visit destination Ÿ Reputation of being a strong location for artistic professional development and economic growth Ÿ Local residents demonstrating pride of place 22 - 36 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Strategic Priority 5 Prioritize youth and young families GOAL Youth are active and involved in the arts as participants and producers, and there are family arts opportunities abound. Rationale Generational shifts in arts audiences and increased arts experiences for families is one of the broader trends that will have significant influence on cultural development and programming over the next five to ten years in Canada. As Pickering’s population is growing and continues to attract young families and newcomers (which offers new audiences and creators for cultural programs that inspire intergenerational participation), and helps to reduce misconduct in high-risk youth and lowers crime. Se c t i o n 1 | V i s i o n a n d S t r a t e g y 23 - 37 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN OBJECTIVE 5.1 Increase access to arts and culture opportunities for youth and children, and encourage family participation. Supporting Actions: Ÿ Ensure arts and culture is represented and included in work plans for the Teen Advisory Group (T.A.G) and Pickering Activity Council 4 Teens (PAC4Teens) to advise on the implementation and development of this strategic priority. Ÿ Explore the establishment of a sustained and multi-year funded (sponsored) local program for arts engagement for young people across all art forms. Ÿ Work collaboratively with organizations in the area who provide services and programs to children and young people. Ÿ Align with and take direction from leading models and practice of arts engagement for young people in challenging and complex situations. Ÿ Work with local School District partners to make arts and creative opportunities available to youth. Ÿ Identify service agreement opportunities with arts, culture and heritage organizations to include, youth and family arts policies, programs and directions as part of their operating agreements with the City and through other mechanisms such as strategic plans. Ÿ Encourage local business associations and other groups to create a youth-friendly atmosphere through services, events and businesses. OBJECTIVE 5.2 To create and develop ways to nurture and celebrate the ambition, enthusiasm and talent of local children and youth in the arts. Supporting Actions: Ÿ Establish a cohort of 'arts champions': established artists, industry experts and ‘household names/influencers’ to promote the value of youth arts in the community. Ÿ With identified partners, explore the possibility of developing a youth employment and/or volunteering initiative to increase opportunities for young people to gain employment experience in the arts and creative industries. Ÿ Establish and promote a calendar of young people’s and family arts events to celebrate and showcase talent and encourage family and community support and engagement. Ÿ Continue to carry out the City's Youth Arts Award and Youth Art Show (juried show with prize). Ÿ Identify opportunities to share good practice in children and young people's arts within the local cultural sector. Ÿ Work with potential partners such as key arts and culture organizations; youth and children’s organizations, and the local School District; to develop and implement a Young Arts Ambassador’s program to encourage careers in arts and culture, and peer engagement. 24 - 38 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN OBJECTIVE 5.3 Increase Family Arts opportunities City-wide. Supporting Actions: Ÿ Increase family arts and cultural programming at existing cultural venues and underutilized venues. Ÿ Support the development of existing and new family arts- and culture-based events and programs, and sites and spaces such as: Farmers’ Market; Pickering Museum Village; Pop-Up hangouts (beanbag chairs, materials to create art); Family reading/puzzles/ games night; Movies in the Park; etc. Ÿ Facilitate youth and families in capturing and expressing local storytelling and historical events. Ÿ Integrate and align with key sub-plans such as the Pickering Museum Village Strategic Plan, Art in Public Spaces Plan, and Recreation & Parks Ten Year Plan. OBJECTIVE 5.4 Sustain a youth and family arts sector and initiatives by developing capacity in the community. Supporting Actions: Ÿ Identify ways of financially supporting youth and family arts programming and development, and involve local cultural leaders and businesses in funding opportunities. Ÿ Follow best practice and success models for youth and family arts initiatives and link with Youth Strategy implementation. Ÿ Increase local digital-based opportunities for young people to engage with the arts. Ÿ Explore partnership and new grant opportunities, including microgrants with First Nations, Urban Indigenous Peoples and Artists, and Indigenous youth. Ÿ Collaborate with artists specializing in Performing Arts for Young Audiences (PYA) to guide programming. Ÿ Develop an evaluation framework to assess progress and inform future development of this strategic priority and ensure that all art forms and heritage are included and represented in the implementation and development of this strategic priority. Se c t i o n 1 | V i s i o n a n d S t r a t e g y 25 - 39 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Key Performance Indicators Quantitative Ÿ Established cohort of 'arts champions' to promote the value of youth arts in the community Ÿ Number of local digital-based opportunities for young people to engage with the arts Ÿ Number cultural programs offered for youth Ÿ Total number of existing and new family arts- and culture-based events and programs, and sites and spaces Qualitative Ÿ Positive feedback that youth are active and involved in the arts as participants and producers Ÿ Public perception that family arts opportunities abound Ÿ Reputation of an inspiring municipality that fosters artistic expression and creation 26 - 40 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Ongoing Actions The following are 'evergreen actions' from the City's previous Cultural Plan, to be continued over the course of this Cultural Strategic Plan and to be considered beyond 2036. Ÿ Increase the City’s role in supporting and networking cultural groups within the community. Ÿ Identify a strategy to address transportation issues at venues that host major cultural events. Consider transportation in the selection and design of new venues. Ÿ Engage cultural groups in the development of strategies that encourage resident cultural engagement between North and South Pickering. Ÿ Maintain a Cultural Advisory Committee made up of staff, Council, and community representation that champions the implementation of the Cultural Strategic Plan. Ÿ Maintain a cross-departmental Corporate Cultural Plan Committee to advance implementation of the Cultural Strategic Plan. Ÿ Provide internal and external training and professional development opportunities to staff to enhance understanding of cultural development. This professional development can help staff stay informed on leading practices and identify whether they might be appropriate to the Pickering context. Ÿ Ensure that cultural sites and assets are included in the platform or equivalent data base. Ÿ Explore methods to encourage or remove barriers to the private and non-profit sectors to building and operating small venues. Se c t i o n 1 | V i s i o n a n d S t r a t e g y 27 - 41 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN 2 Our Planning Context 28 - 42 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Our Planning Context A Few Key Terms What is Culture? Culture is a broad term and relates to who we are and how we live when used in a cultural development context. What are the Arts? The subdivision of culture, composed of many expressive and creative disciplines. The term encompasses: visual and applied arts (e.g., painting, printmaking, drawing, sculpture, crafts, pottery and ceramics, photography, film and video), theatre, music, song, spoken word, literary arts and dance. What is Cultural Development? Cultural development is defined as strategic and integrated planning that leverages a community’s unique cultural resources and assets for the social, economic, environmental, and cultural benefit of the city and society. Strategies may include, but are not limited to: Ÿ Investing in arts and cultural facilities (art galleries, museums, theatres, concert halls etc.) Ÿ Producing public festivals and events, and programming arts and culture activities Ÿ Implementing public art and creative placemaking initiatives (transformed underused public spaces for creative or playful uses) Ÿ Attracting and supporting creative industries (film, television, publishing, design, fashion, music, etc.) Cultural Development Community Planning Health/ Social Programs Tourism Economic Development Se c t i o n 2 | Ou r P l a n n i n g C o n t e x t 29 - 43 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Cultural Resources Creative Cultural Enterprises & Services Radio & TV, sound recording, publishing, film & media, interior design, graphic design, architecture, advertising and public relations Public Institutions Libraries, community centres, municipalities, places of worship Visual Arts Painting, photography, crafts, sculpture Education Art schools, incubators & makerspaces, post-secondary school, elementary and secondary schools Built Heritage Heritage buildings/ properties, museums Festivals & Events Arts and culture festivals & events, other festivals & events with arts and culture components Community Cultural Organizations Arts & culture and community non-profits, lndigenous organizations, arts and culture support organizations Spaces & Facilities Formal venues (theatres, performing arts centres, galleries, cultural centres, museums), occasional venues Natural Heritage Parks and trails, gardens, conservation areas Intangible Culture History, traditions & customs (including Indigenous intangible cultural heritage & knowledge), artistic expression, stories Performing Arts Theatre, dance, music, circuses Public Art & Installations Public art (sculptures, murals, installations), monuments 30 - 44 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Background The impact of Canada’s arts and culture sector was an estimated $65 billion in direct contribution to Canada’s GDP and supported 1.1 million jobs across the country in 2024.1 Arts and Culture play a strong role in placemaking, community building, tourism, and economic development. There are numerous direct and indirect social and livability benefits resulting from cultural development. Social Return on Investment Ÿ Builds community identity and pride Ÿ Improves residents’ sense of belonging and place attachment Ÿ Builds interpersonal ties and promotes volunteering Ÿ Increases inclusion and celebrates diversity Ÿ Builds social networks Ÿ Enhances perceptions of safety and comfort Ÿ Reduces misconduct in high-risk youth, lowers crime Ÿ Relieves stress and helps well-being Ÿ Contributes to improved physical, mental, and emotional health Ÿ Opportunities to support climate action and resilience Economic Advantages Ÿ Each $1 invested in the cultural sector, provides ~$6 direct return on investment and up to $12 Ÿ Economic generator: induces spending as do their audiences Ÿ Fosters a creative scene that spurs economic growth in creative industries Ÿ Fast-growing job categories Ÿ Cultural infrastructure projects generate economic activity Ÿ Critical to investment and attraction strategies: tourists, businesses, new residents and investors Ÿ Outperforms traditional areas of Canada’s economy These benefits have led to an understanding that cultural amenities and delivery are no longer a ‘nice to have’ or a ‘frill’ in local government. Increasingly, cultural development is included in the core suite of municipal services offered to strengthen a community’s cultural identity and grow its creative economy. 1 Statistics Canada Se c t i o n 2 | Ou r P l a n n i n g C o n t e x t 31 - 45 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Key Recent Achievements in Pickering’s Cultural Development2 2021 • Received the Festival & Events Ontario (FEO) 2021 Achievement Award for Summer Concert Series 2020. • Received the Festival & Events Ontario (FEO) 2021 Achievement Award for Tree Lighting 2020. • Received the Festival & Events Ontario (FEO) 2021 Achievement Award for Artfest on the Esplanade 2020. 2022 • CAO, Marisa Carpino named one of Canada’s Clean50 Award Honourees (annual awards program celebrates Canada’s top leaders in sustainability, and is selected from 16 diverse categories that transcend industry, academia, government, thought leaders, and advocates). 2023 • Pickering Museum Village was recognized Provincially by the Ontario Museum Association (OMA) as one of the Awards of Excellence recipients.3 2024 • Ranked 29 in Globe and Mail’s ‘100 most livable cities in Canada’ and ranked third in the Ontario region category. • Pickering City Centre Farmers’ Market won 1st Place — ‘Diamond Winner’ in the Ajax Pickering Readers’ Choice Awards (6th consecutive year the City was recognized in the Readers’ Choice Awards ‘Best Farm Market’ category). 2025 • Named 2025 Municipality of the Year by Festivals & Events Ontario (award celebrates municipalities, towns, and cities that have demonstrated exceptional commitment to supporting and enhancing festivals and events). • City’s Cultural Fusion Festival was named one of the Top 100 Festivals & Events in Ontario for 2025. • Pickering Museum Village received the Lieutenant Governor’s Ontario Heritage Award for Excellence in Conservation for the 2024 restoration of the log house and log barn. 2 https://www.pickering.ca/council-city-administration/awards 3 https://www.pickering.ca/news/posts/pickering-museum-village-receives-honourable-mention-for-ontario-award-of-excellence-in-exhibitions32- 46 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Se c t i o n 2 | Ou r P l a n n i n g C o n t e x t 33 Municipal Cultural Development Continuum In keeping with leading development practices, the Municipal Cultural Development Continuum (Dr. Greg Baeker, Municipal World) serves as a framework for evaluation. Pickering is currently situated in a few of the phases — including Beautification Effort, Economic Driver, and Community Amenities. 1 Beautification Effort Canadian municipalities became immersed in cultural planning in the post-war era (Arts and heritage collections, Buildings, Monuments) 2 Economic Driver Canadian municipalities became immersed in cultural planning in the post-war era (Arts and heritage collections, Buildings, Monuments) 3 Community Amenities Tackling urban issues and investment in community features (Public art, festivals and events, tangible culture, arts, and heritage infrastructure) 4 Creative City Integrated in urban planning, creative worker attraction (Creative industries, cultural mapping, cultural districts) 5 Sustainable City Culture as a quality-of-life value, social cohesion, social capital (Cultural democracy, cultural vitality) 6 Intercultural City Contributing to community outcomes and cultural identity (Cultural democracy, (re)defining cultural meanings, intangible culture)) - 47 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN About the Project The Durham Region and its municipalities are seeing significant changes and demographic shifts. Pickering’s cultural sector is expanding in tandem with rapid population growth and diversification. With over one-third of its residents being immigrants, the city demonstrates strong community engagement through festivals, public art, and museum programs. As a rapidly changing ecosystem, the City of Pickering developed three strategic documents to collectively guide the next decade (2026–2036) of Pickering’s arts, culture, museum and public art programs and services. Supported by a common vision, each plan is unique in their key deliverables: Ÿ Cultural Strategic Plan (CSP) This is the Primary Plan from which the two other supporting plans flow that establishes the unified, city-wide vision and overarching goals for arts and culture in Pickering. Ÿ Pickering Museum Village Strategic Plan (MSP) Reflects the evolving role of Pickering Museum Village from a pioneer village to a more diverse community hub and major tourist destination. Ÿ Art in Public Spaces Plan (APSP) Identifies opportunities for further growth and enhanced integration of creative placemaking. Input was gathered from City staff, community leaders, cultural interest holders, and the general public to shape the unified vision that reflects Pickering’s growing and diverse population, honours Indigenous relationships, and supports inclusive, innovative cultural development. mPri a ry Plan Cultural Strategic Plan Guid e s Pickering Museum Village Strategic Plan Art in Public Spaces Plan 34 - 48 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Approach and Timeline The development of the City of Pickering Cultural Strategic Plan involved a mix of desk research, interest holder and community engagement, and strategy development. The planning process unfolded through four phases, which was carried out in a condensed timeline by a large project team of consultants and the City of Pickering CSP Working Committee, in order to meet the City’s goal for the Plan’s adoption that was anticipated for July 2026. PHASE1 August–October 2025 Project Initiation, Internal Consultation and Situation Analysis PHASE2 October 2025–January 2026 Community Consultation & Strategic Theme Development PHASE3 January–June 2026 Draft Plan(s) Development and Validation PHASE4 July–September 2026 Final Consultation & Plan(s) Finalization Se c t i o n 2 | Ou r P l a n n i n g C o n t e x t 35 - 49 - Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ CITY OF PICKERING | CULTURAL STRATEGIC PLAN 36 Planning Context Local Context ✓Taken over by regional plans ✓Rapid population growth ✓Ethno-cultural diverse urban setting ✓Rapid growth within the City itself (transition) ✓Lack of wrap around cultural amenities (e.g., restaurants; assets such as performance spaces) ✓Built heritage in decline ✓Shifting community identity ✓Farm heritage loss ✓2000s Pickering begins its own development plan ✓Complete community: Northeast Pickering Secondary and Seaton Development ✓Economic outlook — Federal and Provincial funding in decline for cultural development — no 'new money' Drivers ✓Truth and Reconciliation calls to action and new CMA policies ✓Move from 'bedroom' community identity ✓Major cultural sector shifts ✓Arts organizations in increasing precarity ✓Lack of focused identity/narrative ✓Need for 'cultural destination' ✓Major film/destination/scene ✓Need for gathering spaces at different levels of scale ✓Introductory public art portfolio - 50 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Community and Regional Profile Pickering is a rapidly growing city on the shores of Lake Ontario, located within Durham Region and the traditional territory of the Mississaugas of Scugog Island First Nation and other Williams Treaties signatories. The city’s population is forecasted to grow significantly in the coming decades (85% by 2042). The Seaton development alone is expected to bring 70,000 new residents and 35,000 jobs, and the Northeast Pickering Secondary Plan adding another 40,000 residents and 10,000 jobs.4 Pickering’s economy is diverse, balancing longstanding sectors with emerging industries. Established strengths include energy,5 advanced manufacturing,6 logistics, and information technology, which are anchored by major employment lands like the 800-acre Innovation Corridor,7 and industrial hubs. Major infrastructure moves, including widening Highway 7,8 and the permanent removal of 407 East tolls,9 further support goods movement and investment. The energy sector remains a flagship: the Pickering Nuclear Generating Station’s proposed refurbishment is projected to contribute ~11,000 jobs per year and $19.4 billion to Ontario’s GDP over 11 years.10 Protected landscapes (such as Rouge National Urban Park and the Duffins Rouge Agricultural Preserve) strengthen Pickering’s natural appeal. Tourism and entertainment are accelerating through Durham Live11 and the recently opened Porsche Experience Centre Toronto.12 The city also benefits from a strong regional education and talent pipeline, drawing on 11 nearby universities and colleges.13 Many residents express a want for growth to be balanced with livability – ensuring infrastructure, transit, and green spaces keep pace with density.14 4 https://www.pickering.ca/media/glfdepvo/accessible_pickering_profile-_doc.pdf 5 https://www.opg.com/communities/host-communities/southern-ontario-durham 6 https://www.pickering.ca/news/posts/wonderbrands-innovation-business-park-to-rise-in-pickering 7 https://issuu.com/breezepublishing/docs/pm0011_-_your_city_issue_3-final?fr=sN2Q5MTQ1NDU1NjU 8 https://news.ontario.ca/en/release/1004430/ontario-expanding-highway-7-from-pickering-to-markham 9 https://news.ontario.ca/en/release/1005909/ontario-permanently-cutting-the-gas-tax-and-taking-tolls-off-highway-407-east 10 https://www.pickering.ca/media/glfdepvo/accessible_pickering_profile-_doc.pdf 11 https://www.dlive.ca 12 https://www.porsche.com/canada/en/experience/toronto 13 https://www.pickering.ca/media/rbfecesi/final-pickering-infographic-web.pdf 14 https://www.pickering.ca/media/in3cw5bm/final-appendix-c-pickering-forward-online-survey-pic4-acc.pdf Se c t i o n 2 | Ou r P l a n n i n g C o n t e x t 37 - 51 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN 15 Statistics Canada Census Profile (2021)15 POPULATION 99,186 FAMILY/HOUSEHOLD COMPOSITION Average family size of 3 MEDIAN AGE 40.9 years 65+ RESIDENTS OVER AGE OF 65 16.6% (16,430 people) EDUCATION 38.1% of people aged 25 to 64 had a bachelor’s degree or higher SPEAK A LANGUAGE OTHER THAN ENGLISH AT HOME >50% Most common languages: Ÿ Urdu Ÿ Tagalog Ÿ Persian Ÿ Mandarin Ÿ Arabic INDIGENOUS IDENTITY 1.1% (1,065 people) VISIBLE MINORITY IDENTITY 51% of residents Ÿ South Asian (21.2%) Ÿ Black (11.4%) Ÿ Filipino (4.1%) Ÿ Chinese (3.0%) Ÿ Southeast Asian (2.1%) IMMIGRANT IDENTITY 36.3% (35,780 people) 38 - 52 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Linkages to City Planning Initiatives To align planning efforts with parallel and intersecting initiatives, the City of Pickering Context and Engagement Report identified key policies, plans, strategies, and practices that align with existing plans and strategies. Overall, the City of Pickering supports cultural development through the strategic integration of arts and cultural considerations in some high-level planning documents. An increased profile of culture, including museums and art in public spaces, could help enhance the ‘culture for culture’ in Pickering. Pride of Place “The aim of creative city-making is to think of your City as a living work of art, where citizens can involve and engage themselves in the creation of a transformed place.” — Charles Landry, Creative and the City: Thinking Through the Steps Linkages to City Planning Initiatives Corporate Strategic Plan 2024–2028 Cultural Strategic Plan Equity, Diversity and Inclusion Strategy 2025 Asset Management Plan Community Safety & Well-Being Plan Official Plan Economic Development Strategy Housing Strategy and Action Plan Bylaw 5495/99 Parks Graffiti Bylaw No. 6711/06 5 Year Accessibility Plan 2021–2025 Recreation & Parks Ten Year Plan Public Art Plan Public Art Policy Community Visitor Plan 2024–2027 Pickering Museum Village Multi-Year Accessibility Plan 2023–2025 Pickering Museum Village Strategic Plan Integrated Transportation Master Plan Metrolinx 2041 Regional Transportation Plan Regional Official Plan Durham Region Community Safety and Well- Being Plan Durham Region’s 2025–2035 Strategic Plan Durham Transportation Master Plan City Centre Transportation Master Plan (Draft: September 2025) Se c t i o n 2 | Ou r P l a n n i n g C o n t e x t 39 - 53 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Broader Cultural Sector Context This section includes a summary of the major trends that contribute to a complex and evolving cultural landscape – a detailed overview is outlined in the City of Pickering Context and Engagement Report. In broader context, important trends in Canada’s cultural industry will continue to have a significant influence on arts and culture development for the foreseeable future. Truth and Reconciliation Calls to Action Rapid Scale Prototyping to Respond to Community Issues Festivals and Events, Participatory Experiences Justice, Equity, Diversity & Inclusion (JEDI) Accessibility Arts Family Arts 40 Creative Placemaking and Co-Activating Spaces Lifecycle of Arts Organizations New Approaches to Art Making (at odds with funding models) Climate Crisis (e.g. wildfires, floods, hurricanes) Interpretative Assistance New Operating Models (e.g. Epoch model) Generational Considerations COVID-19 Recovery Digital Strategies - 54 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Se c t i o n 2 | Ou r P l a n n i n g C o n t e x t 41 Summary of Major Cultural Sector Trends 1 Broad Societal and Global Pressures Ÿ The climate crisis and the role arts and culture plays in mitigating climate change. Ÿ The role of technology and changing nature of work through artificial intelligence (AI). Ÿ The affordability crisis; cost of living and cost of art-making/ creative spaces are too high. Ÿ Economic and political instability; tariffs’ impacts on Canadian cultural imports/exports. 2 Policy, Funding, and Structural Shifts Ÿ Scaled-back corporate sponsorships and art in public spaces funding. Ÿ Lifecycle of arts organizations: many arts organizations are having difficulty moving to an established phase or shifting to a turnaround mode after a period of gradual decline. Ÿ New operating models for arts organizations that are more entrepreneurial in nature. Ÿ Further capacity-building within community groups, supporting grassroots community-driven programming, shifting a City’s role to be more of a facilitator and convener (rather than a direct-supplier of services). 3 Equity, Diversity, Inclusion, and Accessibility (EDIA) and Reconciliation Ÿ Upholding Calls to Action of Truth and Reconciliation (specifically #67 and #70, which directly call up the Canadian Museums Association and Canadian Association of Archivists). Ÿ Innovations in D/deaf, and Disability arts and accessibility to the arts. Ÿ Creating safer and more inclusive spaces for community dialogue through the arts (e.g., social-change arts practices). 4 Audience Trends and Cultural Participation Ÿ Festivals are struggling to rebuild audiences; challenges in funding, climate change adaptation, and safety concerns. Ÿ Shifting from passive consumption of arts and culture to more participatory arts experiences. Ÿ Generational shifts in arts audiences and increased arts experiences for families Ÿ Outdoor arts, creative placemaking and co-activations of spaces. - 55 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Summary of Museum and Heritage Trends Important trends and significant changes have taken place in the heritage sector in Canada that will continue to challenge the meaning and role of museums and heritage sites. These trends include: 1. Policy, Funding, and Structural Shifts Ÿ Recommendations and museum standards for implementing UNDRIP and supporting Indigenous self-determination in museums outlined in Moved to Action: Activating UNDRIP in Canadian Museums.16 Ÿ Updated National Museum Policy from 1990 with five key themes.17 1. Role of heritage institutions in society 2. Financial sustainability and resilience 3. Advancing reconciliation with First Nations, Inuit and Métis peoples 4. Embracing equity, diversity and inclusion 5. Preservation and access as core functions Ÿ Governments across Canada are implementing laws and regulations that consider traditional measures of accessibility. Ÿ Shifts in funding to balance support for emerging and equity- deserving organizations. Ÿ Increase in austerity budgets amid growing economic uncertainty with lower levels of funding overall. Ÿ Organizations seeking more support from private philanthropy, diversified revenues, and niche investment streams. 2. Evolving Role Within a Community Ÿ No longer solely spaces of preservation. Ÿ Museums are expanding to include services to “drive social innovation, embrace new technologies and foster inclusive communities.” (ICOM, 2025) Ÿ Responsibility to transform deeply colonial institutions to break down the barriers that exist for equity-deserving individuals to share their stories, in the efforts to heal from collective trauma. Ÿ Storytelling remains the main means of impactful visitor experience. 3. Sustainability and Advocacy Ÿ Digital interactives, augmented reality, and immersive technologies can be resource-heavy and challenging for non-technical staff to maintain, and risk becoming dated or unsustainable. Ÿ Museums are reckoning with their own carbon footprint and emergency response readiness, while grappling with the growing risk to collections due to climate disasters, crises, and conflicts.18 Ÿ Many museum facilities require urgent upgrades to meet modern environmental standards. Ÿ Opportunities for increased return on investment (ROI) and economic impact through authentic experiences and place-based storytelling. Ÿ Canadian organizations are increasing advocacy work in response to pressures that put heritage at risk. “A museum is a not-for-profit, permanent institution in the service of society that researches, collects, conserves, interprets and exhibits tangible and intangible heritage. Open to the public, accessible and inclusive, museums foster diversity and sustainability. They operate and communicate ethically, professionally and with the participation of communities, offering varied experiences for educa”tion, enjoyment, reflection and knowledge sharing. — International Council of Museums (2022) 16 https://museums.ca/uploaded/web/TRC_2022/Report-CMA-MovedToAction.pdf 17 https://www.canada.ca/en/canadian-heritage/campaigns/renewal-museum-policy/what-we-heard.html 18 https://museums.ca/site/reportsandpublications/museonline/winter2022_weatheringstorms 42 - 56 - Summary Art in Public Spaces Trends The following trends demonstrate the necessary shifts municipalities are making in order to keep art in public spaces relevant and sustainable: 1. Funding and Processes Shifts Ÿ Cities are moving beyond single-source funding to strengthen and stabilize art in public spaces investment. Ÿ Dedicating a small percentage of major capital budgets to build flexible reserve funds for long-term planning (rather than tied to specific projects). Ÿ Increasingly dedicating funds to preserve, conserve, and repair growing collections to ensure longevity and public trust. Ÿ Moving beyond traditional juries with new selection models that include community voting, artist-in-residence programs, and participatory processes that build engagement. Ÿ Cities are creating layered programs that ensure art in public spaces thrives at multiple scales and contexts. 2. Innovative and Accessible Design Ÿ Experimenting with digital platforms, mobile exhibitions, and interactive displays to increase public access to municipal art collections. Ÿ Pop-up, time-limited, and experimental works are on the rise, creating dynamic experiences that respond to contemporary issues and community interests . Ÿ Accessibility is being prioritized to ensure works are inclusive across physical, sensory, and cultural dimensions so that all residents can engage. Ÿ Expanding beyond traditional bronze sculptures to enhance the inclusivity, impact, and sustainability of art in public spaces initiatives. Ÿ Now often incorporates ecological values — using sustainable materials, regenerative practices, and designs that respond to environmental priorities. Art in public spaces is a more inclusive term that captures a comprehensive image of creative and artistic possibilities such as murals and statues, but also performance-based work, artistic programming, and creative placemaking. More than just aesthetics, art in public spaces is a tool that is used by municipalities to respond to global population shifts, environmental fluctuations, and the increased complexity of civic issues. Se c t i o n 2 | Ou r P l a n n i n g C o n t e x t 4343 - 57 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN44 3 What We Heard: Engagement Summary - 58 - Our Process Following the project’s Community Engagement and Communications Framework, the Consulting Team engaged with City staff, community interest holders, and the broader Pickering community to develop the Cultural Strategic Plan and related Pickering Museum Village Strategic Plan and Art in Public Spaces Plan. The process prioritized ensuring that voices that may not typically be heard during large-scale engagement events were sought out, leading to engagement with the Indigenous Relationship Building Circle, Pickering Anti-Black Racism Task Force, and High School and Youth Consultants. Engagement activities were designed to ensure impactful public consultation on the future vision of cultural development, including museums, heritage, and art in public spaces in Pickering. CITY OF PICKERING | CULTURAL STRATEGIC PLAN Se c t i o n 3 | Wh a t W e H e a r d : E n g a g e m e n t S u m m a r y 45 - 59 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Engagement Activity Who was engaged? Dates # of Attendees or # of Activities Workshop Senior Management September 22, 2025 8 departments Workshop Interdepartmental Staff September 22, 2025 2 sessions Interviews Agency and Opinion Leaders September 25, 2025–October 9, 2025 6 Interviewees Community Questionnaire General Public October 31–December 20, 2025 635 responses Open House General Public November 12 and 13, 2025 4 open houses Workshop Art in Public Spaces Focus Group November 14, 2025 8 participants Workshop Museum and Heritage Focus Group November 14, 2025 12 participants On-site Sessions High Schools and Youth November 20, 21, 28, 2025 ~ 900 students Relationship Building Circle Indigenous Communities November 25, 2025 7 participants Workshop Pickering Anti-Black Racism Taskforce January 8, 2026 5 participants Workshop Pickering Museum Village Staff January 14, 2026 10 participants 46 46 Engagement at a Glance WORKSHOPS Senior Management September 22, 2025 8 departments Interdepartmental Staff September 22, 2025 2 sessions Art in Public Spaces Focus Group November 14, 2025 8 participants Pickering Anti-Black Racism Taskforce January 8, 2026 5 participants Pickering Museum Village Staff January 14, 2026 10 participants Museum and Heritage Focus Group November 14, 2025 12 participants INTERVIEWS Agency and Opinion Leaders September 25, 2025–October 9, 2025 6 interviewees ON-SITE SESSIONS High School Youth November 20, 21, 28, 2025 ~845 students COMMUNITY QUESTIONNAIRE General Public October 31– December 20, 2025 635 responses OPEN HOUSE General Public November 12 and 13, 2025 6 open houses RELATIONSHIP BUILDING CIRCLE Indigenous Communities November 25, 2025 4 attendees Analyzing Engagement Data With the sizable amount of engagement inputs, the Consultant Team analyzed data and generated key themes by: Ÿ Creating engagement questions, process, and design based on identified themes to help direct and focus participant discussions Ÿ Reviewing and validating early themes with the City and key interest holders Ÿ Grouping similar content from comments and reporting back to participants at sessions once input was received Ÿ Asking community questionnaire participants to rank resonating ideas/themes to prioritize for the vision and strategic priorities Ÿ Transcribing and coding the data to key themes that was subject to project team discussion, sensemaking, validation, and synthesis - 60 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Se c t i o n 3 | Wh a t W e H e a r d : E n g a g e m e n t S u m m a r y 47 Key Engagement Findings The following sections summarize key findings from the different engagement activities. City of Pickering Staff Sessions Ÿ Senior team acknowledged culture’s role in enhancing community identity, placemaking, and civic pride, while also underscoring the need to safeguard existing cultural assets. Ÿ Staff articulated aspirations for expanded programming, new performance venues, and stronger visibility of cultural offerings, alongside big ideas, such as artist live/workspaces and neighbourhood-level activation. Ÿ Rooting new developments in local heritage, identifying key art in public spaces sites and placemaking opportunities, and sustaining the City’s progress in museum programming and heritage interpretation. Ÿ Pickering has built a solid foundation of cultural services and assets, supported by strong leadership and staff collaboration. Ÿ Simultaneously, there is a shared recognition that the City is at a critical inflection point — needing to balance financial realities with ambitious goals for growth, inclusivity, and civic identity. Agency and Opinion Leader Interviews Ÿ Strong optimism about Pickering’s cultural potential and underscored the need for more coordinated governance, sustainable funding, and authentic community engagement. Ÿ Pickering’s rapid demographic growth, diversity, and strong civic leadership are key cultural assets. Ÿ The Dorsay Community & Heritage Centre was identified as a transformative opportunity to link heritage, community, and contemporary culture. Ÿ Success will rely on sustainable operational models, cross- departmental collaboration, and the integration of culture with tourism and economic development. - 61 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN48 Community Questionnaire Ÿ Respondents enjoy several aspects of culture in Pickering (including opportunities to connect with neighbours and family through programming, existing public art, greenspace, programming, and intercultural opportunities) and were active participants in arts, culture, and museum/heritage offerings within the last three years. Ÿ Local access to arts, culture, and heritage is important and there is a need to increase access and awareness of arts, culture, and heritage experience across neighbourhoods and hamlets. Ÿ Mixed opinions on whether they felt that current arts, culture, and heritage offerings reflect Pickering’s changing and diverse population. Ÿ There is an appetite for outdoor gathering spaces and large, dedicated cultural spaces or facilities. Ÿ Peer to peer channels (such as social media), as well as community posters/word of mouth, were the most common methods respondents used to learn about arts, culture, and heritage. Ÿ Local news/media, city communications, and library event listings and posters were also commonly used. “Pickering already has a great foundation in arts, culture, and heritage, and I hope to see continued investment in programs and events that are inclusive, family-focused, and reflective of the city’s growing diversity.” - 62 - Open Houses Ÿ Strong desire for increased arts and culture programming options and awareness of culture in the community. Ÿ There is a need for the Cultural Plan to encourage diversity that is representative of Pickering’s population through events that encourage interculturalism. Ÿ Affordability and availability of arts and culture were mentioned repeatedly, particularly in terms of affordable or free spaces to enjoy culture. Help us determine the future of Pickering’s culture, museum and art in public spaces offerings and services! How can the City of Pickering create a more vibrant arts and culture scene—what’s your vision? What are your top priorities for arts and culture in Pickering? WANT TO SHARE MORE? Scan the QR Code or visit us at letstalkpickering.ca/culturalsp to learn more about our upcoming engagement opportunities. Se c t i o n 3 | W h a t W e H e a r d : E n g a g e m e n t S u m m a r y 4949 - 63 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN50 51 Focus Groups Museum and Heritage Summary can be found in the Pickering Museum Village Strategic Plan. Art in Public Spaces Summary can be found in the Art in Public Spaces Plan. High School Youth Ÿ Focus on maintaining and improving the quality of the community gathering spaces (e.g., local mall) that encouraged their ability to gather with their friends. Ÿ Had an interest in developing an activated public realm and overall community vibrancy. Ÿ Valued having access to nature, outdoor arts opportunities (such as festivals and other public celebrations), and spaces to showcase 'the quiet nature of the City' was important. Ÿ Expressed more cultural and entertainment facilities that welcome younger audiences was important to them. Indigenous Relationship Building Circle Ÿ More opportunities for showcasing Indigenous arts, performance and heritage, including a space for Powwows. Ÿ Need for improved communication tactics from the City to inform Indigenous participants on cultural goings-on. Ÿ More inclusive engagement methods are needed in order to include Indigenous participants in cultural offerings. Ÿ Improved municipal systems and policies (i.e., event planning, finance and insurance) are needed in order to gain trust with local Indigenous groups, especially artists. Ÿ Support employment and funding opportunities for Indigenous youth to work in cultural sector. - 64 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Se c t i o n 3 | Wh a t W e H e a r d : E n g a g e m e n t S u m m a r y 5151 Pickering Anti-Black Racism Taskforce Ÿ Equity must be embedded in cultural budgeting, with funding and grants designed to be accessible to smaller and grassroots community groups. Ÿ Clearer procurement pathways are needed so community organizations and artists can better understand and participate in calls for artists, RFPs, and City processes. Ÿ City staff capacity and liaison support are critical to successfully connect community groups with resources, policies, and procedures. Ÿ Museums and cultural institutions should strengthen their community presence, engage contemporary audiences, and participate more visibly in community events. Ÿ Local cultural heroes and underrepresented voices should be celebrated through public art, storytelling, and visible interventions across public spaces. Ÿ Art in Public Spaces should be used as a tool for dialogue, community engagement, and reflection of Pickering’s diverse cultural identity. Ÿ Consistent and accessible communication is essential, so residents are aware of cultural initiatives, events, and opportunities to participate. Ÿ Evaluation and feedback loops with the community must be ongoing, with KPIs and metrics embedded into both projects and City cultural processes. Ÿ Cultural development should focus on sustainability, moving from initiation to refinement, stabilization, and long-term maintenance of initiatives. Pickering Museum Village Staff Session Summary can be found in the Pickering Museum Village Strategic Plan. - 65 - Overall Major Themes Across all engagement activities, participants consistently identified Pickering as being at a pivotal stage in its cultural evolution, shifting from a period of capacity-building toward one of identity definition. Major themes include: Ÿ Emphasizing the role of arts, culture, and heritage in placemaking and identity formation as Pickering intensifies and transitions beyond a bedroom community. Ÿ Strong demand for additional cultural venues, facilities, and gathering spaces, particularly within the City Centre and other growth areas. Ÿ Broad enthusiasm for expanded cultural infrastructure, programming, and access — prioritizing strategic locations and phased delivery. Ÿ Reducing barriers to participation through improved transportation, geographic distribution of facilities, and awareness of cultural offerings. Ÿ Interest in cultural approaches that enhance inclusion and belonging (including low-cost and low-barrier opportunities, diverse representation, and more participatory, community- engaged models of cultural development). Ÿ Need for a Cultural Strategic Plan that is phased, practical, and grounded in realistic assessments of organizational capacity and long-term sustainability, rather than short-term ambition. 52 - 66 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN 4 Moving Forward: Role of the City and Implementation 53 - 67 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN54 Moving Forward: Role of the City and Implementation An Implementation Framework will be used by City of Pickering Staff to guide the implementation of the Actions listed under each strategy and objective. Continued community participation will ensure the strategy may be assessed, adapted, and revised in response to changing needs of Pickering’s ecosystem. This Cultural Strategic Plan, along with the Pickering Museum Village Strategic Plan and Art in Public Spaces Plan, may be enhanced to honour what we learn and will keep the City accountable to our commitments. Year 1 Implementation Ÿ The support of an internal working group (1-2 members) is recommended for the first year to guide staff in furthering their understanding of municipal cultural development, art in public spaces, and current museum and heritage practices; embodying the plan; transferring the actions into operations level; and integrating cultural development into the work of the City. Ÿ Focus on professional development across all three areas (cultural development, art in public spaces, and museum and heritage practices), while integrating these plans more holistically across the three functions within the City to diminish the work along staff lines and minimize siloes. Ÿ Create an interdepartmental working group to encourage cultural development at a strategic level within City hall. Ÿ Convene regular Community Cultural Roundtables to build up capacity out in the community, share knowledge, and connect with arts and cultural workers, and to identify opportunities for collaboration with community. Ÿ Bring cultural development collaboration and partnership to a regional level by meeting with peers in Durham Region on a regular basis to share practices and identify opportunities for partnership in cultural development delivery. Ÿ Work towards an arts and culture campaign supported by a communications and engagement strategy to make arts and culture offerings more visible to the community. - 68 - Se c t i o n 4 | Mo v i n g F o r w a r d : R o l e o f t h e C i t y a n d I m p l e m e n t a t i o n 55 Role of the City and Continued Engagement Continuing to promote and widely share the elements of the Cultural Strategic Plan is essential to achieving the goals and addressing the strategic priorities of this plan. The Plan denotes specific actions to further foster communication and collaboration among arts, culture and heritage groups and with other sectors. Communication and engagement opportunities to share the plan should include but are not limited to: 1. A launch event with community partners to build awareness around the plan and its directions. 2. A Communications Strategy outlining updates, announcements and articles to local media and the public, including leveraging social media sources among partner groups. 3. Releasing updates through a regular newsletter and other distribution lists. 4. Linking with community events throughout the calendar year to carry out creative engagement activities related to the plan. 5. Hosting Cultural Leadership Roundtable meetings and an Annual Cultural Forum. The associated Action Plan (or Implementation Framework) will provide guidance for essential implementation items including: Ÿ Roles and Responsibilities Ÿ Communications and Ongoing Engagement Ÿ Priority-setting and Timelines Ÿ Metrics/KPIs Ÿ Resource Considerations S Specific M Measurable A Achievable R Relevant T Time-Bound - 69 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Acknowledgements The arts and creativity are vital components of a well-rounded and fulfilling life for Pickering residents. The Cultural Strategic Plan 2026- 2036 weaves a path across the community and impacts health, well- being, and fulfillment of Pickering’s residents and visitors. The creation of the plan has been a truly community-wide endeavour with many enthusiastic and knowledgeable participants. A sincere thanks to all community members who attended sessions and contributed to the making of this plan, including the leadership of City Council and staff. We are grateful to the Indigenous Relationship Building Circle, the Anti-Black Racism Taskforce, and the Cultural Advisory Committee for the opportunity to listen and learn from them in their sharing of priorities and needs for the plan. Thank you Mayor and Members of Council. Thank you to City Staff: Marisa Carpino, Chief Administrative Officer; Laura Gibbs, Director of Community Services; Kyle Bentley, Director, City Development & CBO; Kevin Heathcote, Director, City Infrastructure; Jennifer Eddy, Director, Human Resources; Susan Cassel, City Clerk; Anthony Jagdeo, Senior Project Manager, Digital Services; Vince Plouffe, Division Head, Facility Management & Construction; Marilou Murray, Manager, Community Services Administration & Strategic Initiatives; Krystal Roberts, Manager, Cultural Services; Karen Coleman, Manager, Recreation Services; Richard Holborn, Director, Engineering Services. Thank you to the Cultural Strategic Plan Staff Committee and the community engagement team: Victoria Karakian, Supervisor of Museum Services; Cris Farrell, Supervisor of Cultural Services; Kim Bradley, Special Advisor, Community Initiatives; Ellen Tayles, Curator, Public Art; Nicole Hann, Coordinator, Public Affairs & Corporate Communications; Shelby Misreelal, Communications Coordinator; Azeem Shah, Senior Advisor, Creative Industries & Tourism; Matthew Somerville, Senior Planner Heritage; Arnold Mostert, Manager, Landscape and Parks; Dan Finn, Manager, Parks & Property; Andrea Dufresne, (Acting) Supervisor, Recreation Services; Justine Wallace, Supervisor, Equity, Diversity & Inclusion; Amanda Hill, Fire Inspector; Shobha Oza, Director, Engagement and Client Experience, Pickering Library. Finally, the Cultural Strategic Plan, alongside the Pickering Museum Village Strategic Plan and the Art in Public Spaces Plan, was guided by Patricia Huntsman, Principal of Patricia Huntsman Culture + Communication, and a multidisciplinary team of cultural development, communications, public art, and museum professionals: Justine Bochenek; Em Cussen; Laurel Lawry; Erin McDonald; Bridget MacIntosh; Sagan MacIsaac; Amanda McCulley; and Juan Tanus. patriciahuntsman.ca 56 - 70 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Ac k n o w l e d g e m e n t s 57 - 71 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN 58 Appendices Appendix A: Glossary of Terms Arts A subdivision of culture, composed of many expressive and creative disciplines. The term encompasses: visual and applied arts (e.g., painting, printmaking, drawing, sculpture, crafts, pottery and ceramics, photography, film and video), theatre, music, song, spoken word, literary arts and dance. Capacity-Building The process of developing and strengthening the skills, resources, and systems an organization needs to better achieve its purpose. Community Activations Fun and interactive engagement activities that use arts-based methods (e.g., drawing, colouring, making, and gamifying) to brainstorm a shared vision and strategic priorities for a plan. Community Activations can be a mix of temporary and permanent installations, ranging from activities such as a family-friendly 'chalk party,' to community bench or mural painting. Community Working Group Groups that contribute to the development of a strategy and are often composed of multigenerational and multicultural members mirroring the local ecosystem and the various aspects of life in the community. Includes key arts and culture partners, equity-deserving groups, business owners, tourism and related sector partners. Creative Community Communities where the local government considers urban investment in culture and creativity significant to prosperity and quality of life. These are municipalities where creative and cultural activity is considered important to the community’s quality of place, and to help reclaim and revitalize neighbourhoods. In creative communities, local government enables more innovative thinking and problem solving across all departments and sectors of the economy to shape a community’s identity in the face of increasing competition for talent, investment, and recognition. Creative and cultural activity is supported as a powerful vehicle for community development and engagement, providing opportunities for economically disadvantaged neighbourhoods and social groups. These communities represent a new generation and an evolving model for community planning and culture. Creative Economy An economy driven by ideas, innovation, knowledge, diversity, collaboration, and creativity. It encompasses the creative industries in which ideas and intellectual property produce value and generate wealth. It represents an aggregation of a complex collection of industrial and creative service sectors including design, media, advertising, film, music, performing arts, publishing, and interactive software development. - 72 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN Ap p e n d i c e s 59 Creative Ecosystem The interconnection of cultural resources in a community. The arts function as a part of a larger network of industries with each cultural resource playing an important role in shaping the city’s arts and culture scene. Facilities, spaces, festivals, makers, artists, designers, arts organizations, tourism, and business all interact with and rely on each other to support the well-being and vitality of a vibrant city. Creative Placemaking A collaborative approach to improving public spaces by using arts, culture, and creativity to reflect community identity, meet local needs, and drive positive change and growth. Culture The arts, multiculturalism, and heritage resources and activities as practiced and preserved in a community. These practices reflect the beliefs, experiences, and creative aspirations of people in a specific geographic and/or political area. Cultural Development Strategic and integrated planning that leverages a community’s unique cultural resources and assets for the social, economic, environmental, and cultural benefit of the city and society. Strategies may include, but are not limited to: Ÿ Investing in arts and cultural facilities (art galleries, museums, theatres, concert halls etc.) Ÿ Producing public festivals and events, and programming arts and culture activities Ÿ Implementing public art and creative placemaking initiatives (transformed underused public spaces for creative or playful uses) Ÿ Attracting and supporting creative industries (film, television, publishing, design, fashion, music, etc.) Equity, Diversity, Inclusion, and Accessibility (EDIA) Ÿ Equity strives to ensure fairness in how people are treated with respect to t he unique circumstances that shape their lives and access to resources and/or opportunities. This includes accounting for historical factors that have resulted in discrimination and disadvantage for various groups, such as experiences of colonialism and enslavement of Indigenous and Black communities. Equity recognizes that these forms of oppression have, over time, contributed to the marginalization of these communities in ways that have deprived them of fundamental resources and opportunities needed to thrive in the world. Ÿ Diversity recognizes that a community is comprised of individuals with unique and differing identities that influence how they experience the world around them for better or for worse. These identities can be defined by such categories as age, sex, gender, race, ethnicity, ability, income, employment, and many others. Notably, the Ontario Human Rights Code enumerates 17 protected grounds that prohibit discrimination against individuals in the areas of employment, housing, services, unions and ovational association and contracts (Ontario Human Rights Commission, 2024), which signifies a legislated responsibility to protect diverse identities. It must be recognized that people have multiple and intersecting identities — the variations and combinations of which can result in power and privilege for some and disadvantage for others that can themselves change in different situations. Ÿ Inclusion builds upon diversity and strives to ensure that community members feel a sense of belonging and are able to fully participate in society. Inclusion is about ensuring that individuals can bring their whole and authentic selves to a place and feel welcomed, valued and empowered. - 73 - Ÿ Accessibility means that everyone — with varying abilities — has the right to participate fully in society. It can also be understood as “a set of solutions that empower the greatest number of people to participate in the activities in question in the most effective ways possible” (UNESCO, 2021). In the arts and culture sector, accessibility refers to the quality in which cultural experiences and activities can be fully participated in, experienced, and enjoyed through the practice of removing physical, technological, financial, sensory, and social barriers for individuals of all abilities and backgrounds. Heritage Resources include artifacts and architecture, historic and prehistoric resources, and archival and interpretive material and activity. Significant objects and structures are protected by legislation distinguishing between items that are merely old and those deemed valuable according to notable public aesthetic, educational, and social significance. Interculturalism Support for cross-cultural dialogue. Multiculturalism Respects all cultural and/or racial groups in a society equally, affording all the same rights and opportunities. Sounding Boards An engagement tool utilized for collecting both passive and active insights from the general public and to generate excitement for the project. Interactive and suitable for participants of all ages and backgrounds. Often include a QR code or website URL for participants to learn more information about the project and other engagement opportunities. Appendix B: City of Pickering Context and Engagement Report Context Report and Engagement Report available upon request and will be shared on the City’s website once the plan is finalized. 60 - 74 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN - 75 - CITY OF PICKERING | CULTURAL STRATEGIC PLAN- 76 - Pickering Museum Village Strategic Plan DRAFT Attachment 2 - Report CS 15-26 - 77 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Land Acknowledgement We acknowledge that the City of Pickering resides 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. 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. - 78 - Contents 1 Key Takeaways ............................................................................................................................................................. ............................................................................................................................................................................................... ....................................................................................................... ...................................................................................................... ........................... ...................................................................................................................................................................................................................... ............................................................................................................................................................................................................. ........................................................................................................................................................................................................... .................................................................................................................................................... ........................................................................................................................................................................ .............................................................................. .................................................................................................................................................................................................... ....................... ..................................................................................................................... ................................................................ ........................................................................................................................................................................... 2 Ÿ The Moment 3 Ÿ Connecting Relevance to Resilience 4 Ÿ Cultural Strategic Priorities & Goals 9 Ÿ Pickering Museum Village’s Role within these Priorities 10 Ÿ Vision 12 Ÿ Mission 12 Ÿ Mandate 12 Ÿ Our Drivers and Values 12 Ÿ Guiding Principles 13 Ÿ Pickering Museum Village Key Objectives 15 Ÿ Objective 1: Sharing identities, histories, and stories of place 16 Ÿ Objective 2: Future-ready, well-maintained practices 18 Ÿ Objective 3: Belonging, access, and life-long creative-based engagement 20 Ÿ Objective 4: Ensuring sustainable activity 22 Ÿ Ongoing Actions 24 2 How Did We Get Here? ......................................................................................................... ........................................................................................... ........................................................................................................................................ ........................................................................................................................................................... ............................................................................... .................................................................................................................................................................. ............................................................................................................................................... .................................................................................................................................................... ......................................................................................................................................... .................................................................................................................................................... ......................................................................................................................................................... ................................................................................................................................... .................................................................................................................................................................................... 25 Ÿ A Period of Transition and Investment 26 Ÿ Shifts in Museum Practice 27 Ÿ A Productive Tension 28 Ÿ Alignment with the City’s Cultural Vision 28 Ÿ Why this Plan Now 29 3 What We Heard 30 Ÿ Engagement Overview 32 Ÿ Engagement at a Glance 33 Ÿ Cross-Cutting Themes 34 4 Pickering Museum Village’s Role Moving Forward 38 Acknowledgements 40 Appendices 41 Co n t e n t s 1 - 79 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN 1 Key Takeaways 2 - 80 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Key Takeaways The Moment Over the past several years, the City of Pickering has invested significantly in cultural infrastructure, professional museum practices, and site renewal. Historic buildings have undergone structural rehabilitation, new collections storage and conservation capacity has been established, and key facilities have been repositioned to meet provincial standards. These investments have strengthened the foundation of Pickering Museum Village (PMV) and positioned it for long-term sustainability. At the same time, professional museum practice across Canada continues to evolve. Heritage institutions are shifting from object- centred, authority-driven models toward inclusive, community- engaged approaches grounded in shared storytelling, reconciliation, accessibility, and visitor-centred learning. Community expectations have evolved alongside these shifts. Residents increasingly seek participatory, authentic, and meaningful cultural experiences that reflect diverse histories and contemporary identities. Within this context, PMV has experienced a productive but unresolved tension: How does Pickering Museum Village balance its responsibility as a steward of collections and historic buildings with its role as an experience-driven cultural destination for families, youth, and lifelong learners? This strategic plan responds to that question. It affirms that stewardship and visitor experience are not competing priorities, but must be intentionally integrated. It clarifies PMV’s primary purpose within Pickering’s cultural ecosystem and establishes a framework for how collections, buildings, land, programs, and community relationships work together to strengthen place-based identity and belonging. Pickering Museum Village also has the potential to play several complementary roles within Pickering’s broader cultural ecosystem. These roles extend PMV's impact, positioning it as a civic, social, and educational asset, supported by an evolving network of storytelling and heritage placemaking that will develop at locations throughout Pickering, enhancing community identity as well as cultural tourism connectors. Se c t i o n 1 | K e y T a k e a w a y s 3 - 81 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Connecting Relevance to Resilience Museums in Canada1 and around the world2 are reimagining their role and voicing the important social, educational and economic benefits they deliver to their communities.3 While governments respond to urgent economic pressures, museums have long been renewing their efforts to better serve society by connecting relevance to resilience. As part of this renewal, museum and heritage services are increasingly recognized as core infrastructure that contribute to social cohesion, wellbeing, understanding, and identity.4 The delivery of museum and heritage services — like all core social services such as recreation, health, and education — require professional and technical competency, ongoing investment, and alignment to broader community priorities. “Museums and cultural heritage sites are powerful assets for local development. They can inspire creativity, boost cultural diversity, help regenerate local economies, attract visitors and bring revenues. There is also increasing evidence that they can contribute to social cohesion, civic engagement, health and well-being.“5 Museums continue to evolve into vibrant hubs that substantiate community gathering, where history, thought-provoking dialogue, and education converge with creativity, understanding, and participatory activities — to not only reflect the stories of their changing community, but to foster an evolving community identity. To achieve this, museums are rethinking the scope of what a museum does and how it is perceived by those who visit — and critically, by those who have not yet visited. To reach and satisfy broader audiences, museums must develop multiple gateways or “entry points”6 for new users, inviting people to interact in a variety of ways. To reach future visitors, a renewed Pickering Museum Village must craft marketing and communications campaigns that generate buzz and interest, with clear calls to action that elicit visitation, support, engagement and affinity. 1 https://reconsideringmuseums.ca 2 https://icom.museum/en/resources/standards-guidelines/museum-definition 3 https://museumsontario.ca/wp-content/uploads/2024/05/Ontarios-Museums_Jan-2021_Online.pdf 4 https://www.canada.ca/en/canadian-heritage/campaigns/renewal-museum-policy/what-we-heard.html 5 ICOM Culture And Local Development: Maximising The Impact https://icom.museum/wp-content/uploads/2019/08/ICOM-OECD-GUIDE_EN_FINAL.pdf 6 https://www.gensler.com/blog/museums-cultural-spaces-engage-new-audiences 4 - 82 - To build awareness and visibility, PMV must enhance its community presence through: Ÿ Outreach at community events Ÿ Community collaborations and conversations Ÿ Local school and teacher engagement Ÿ Hosting festivals and events Ÿ Membership and philanthropic programs Ÿ Building a distinct brand identity that resonates with audiences Ÿ Communicating its purpose and value through compelling marketing efforts Communicating PMV’s renewal effectively requires rebranding work centred on community and visitor aspirations and shaped by current and future local context. Framing the brand identity within a thorough understanding of potential visitors’ expectations will develop a compelling brand story and visuals, based on the renewed Mandate, Vision, and Interpretive Strategy within the Pickering Museum Village Strategic Plan. Operational Renewal Heritage institutions in Canada generate, on average, a third of their revenues through earned income (admissions, venue rentals, paid programming, membership fees, and store sales) and half through government funding7 with the remainder in the form of donations and sponsorships. Many institutions aspire to equal distribution of these to increase sustainability, however the majority still rely primarily on government and philanthropic support. In Pickering’s case, as government funding accounts for over 85% of its operating revenues, there is strong potential to expand and diversify revenues. To build resilience and long-term sustainability, PMV must expand its artistic and economic relevance by: Ÿ Increasing paid programming (i.e., events, talks and workshops) Ÿ Increasing mission-aligned revenue-generating activities (i.e., shop with local products linked to PMV themes and exhibit content; membership sales) Ÿ Developing a venue rentals program that welcomes a variety of private, corporate and community bookings Ÿ Building philanthropic support through dedicated fund development activities Ÿ Formalizing relationships with business, tourism, and educational organizations through strategic partnership initiatives Ÿ Attracting travelers seeking cultural tourism (cultural tourists spend twice as much per day than the average tourist)8 getaways tied to history, art, traditions, and way of life 7 https://www.canada.ca/en/canadian-heritage/corporate/publications/general-publications/about-survey-heritage-institutions/2019-report.html 8 https://web-assets.bcg.com/img-src/BCG_Art_and_Business_Jun_2012_tcm9-106367.pdf CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Se c t i o n 1 | K e y T a k e a w a y s 5 - 83 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Operational renewal starts with understanding and responding to changing conditions and community needs. The City of Pickering must therefore strategically invest in activities that will lead to both relevance and resilience. Today, there is strong competition for audience and donor attention. Museums today must capture the imagination of their visitors to foster meaningful interactions and affinity. The value of the museum or the impact of a donation must be thoughtfully crafted and relevant to potential visitors and supporters. This takes time, resources, and skill. It is not enough to simply introduce more paid programming or events to develop financial resilience. The opportunity presented in this moment is to strengthen affinity between the community and the museum. This approach requires dedicated staff and resources to professionalize all aspects of the renewed operation, such as: ŸLeadership and advocacy to implement vision and strategies ŸMarketing and communications efforts ŸFund development, partnerships and engagement (a curator of engagement role, shared or integrated within the Cultural Services department, benefits museum, heritage, public art, events; reallocation of existing resources; coordinated relationships) ŸVenue rentals and film location program that promotes a full range of rental types within the museum context (requires events, hospitality and/or marketing experience within a cultural organization to effectively promote the range of facility rentals, including filming, while understanding the requirements and constraints of museum services, collections and facilities) ŸPaid public and school programs ŸMuseum store offering local art and products ŸRobust evaluation9 and analysis to measure success on these activities 9 https://web-assets.bcg.com/img-src/BCG_Art_and_Business_Jun_2012_tcm9-106367.pdf 6 - 84 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN This moment also coincides with the adoption of the City of Pickering’s Cultural Strategic Plan, which establishes five overarching cultural priorities: Strategic Priority 1: Foster placemaking and a distinct community identity Strategic Priority 2: Celebrate interculturalism through the arts Strategic Priority 3: Sustain and maintain a creative economy Strategic Priority 4: Be future ready Strategic Priority 5: Prioritize youth and young families Pickering Museum Village Strategic Plan Strategic Priority 1 Placemaking Strategic Priority 2 Interculturalism Strategic Priority 3 Creative Economy Strategic Priority 4 Future Ready Strategic Priority 5 Youth and Families Se c t i o n 1 | K e y T a k e a w a y s 7 - 85 - The Pickering Museum Village Strategic Plan is designed to advance these priorities through four focused museum objectives: Objective 1: Sharing identities, histories, and stories of place Objective 2: Future-ready, well-maintained practices Objective 3: Belonging, access, and lifelong creative-based engagement Objective 4: Ensuring sustainable action Together, these objectives position PMV as: ŸA steward of authentic material culture ŸA platform for inclusive and intercultural storytelling ŸA creative, welcoming destination for youth and families ŸA contributor to Pickering’s creative economy and cultural tourism ŸA professionally-grounded, operationally sustainable, future-ready institution This plan does not propose immediate expansion or unchecked growth. Rather, it establishes clarity of purpose, alignment with municipal priorities, and a phased path forward that balances ambition with realistic capacity. Pickering Museum Village now has the infrastructure, partnerships, and civic mandate to evolve from a traditional living history site into a vibrant, community-anchored cultural hub — one that connects land, memory, creativity, and contemporary life in ways that are meaningful for residents and visitors alike. 8 - 86 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Cultural Strategic Priorities & Goals The Pickering Museum Village Strategic Plan is directly aligned with the City of Pickering’s Cultural Strategic Plan. PMV functions as one of the City’s core cultural institutions and plays a critical role in advancing municipal cultural priorities. The Cultural Strategic Plan identifies five overarching priorities and associated goals. Strategic Priority 1 Foster placemaking and a distinct community identity GOAL: There is a distinct sense of place and enhanced community spaces for connection Creative placemaking strengthens the relationship between people and place. It integrates culture, heritage, land, and public space to foster identity, pride, and belonging. For Pickering, this includes ensuring that cultural spaces–both indoor and outdoor–reflect the city’s history and evolving community. Strategic Priority 2 Celebrate interculturalism through the arts GOAL: Everyone feels they can participate in the cultural life of our city where diversity is welcomed Intercultural celebration recognizes and values the diversity of Pickering’s residents. It promotes inclusive storytelling, shared experiences, and opportunities for cultural exchange, ensuring that all communities see themselves reflected in the city’s cultural life. Strategic Priority 3 Sustain and maintain a creative economy GOAL: Artists and creative entrepreneurs are part of a thriving and valued ecosystem The creative economy supports local artists, cultural producers, and creative enterprises. It contributes to economic development, tourism, and community vitality through mission-aligned cultural programming, partnerships, and revenue-generating opportunities. Strategic Priority 4 Be future ready GOAL: There is enhanced capacity within the City and in the community for cultural development Future-ready cultural development strengthens institutional capacity, professional practice, interdepartmental collaboration, and long-term sustainability. It ensures that cultural infrastructure and programming evolve alongside community growth and demographic change. Strategic Priority 5 Prioritize youth and young families GOAL: Youth are active and involved in the arts as participants and producers, and there are abundant family arts opportunities Youth and family engagement ensure that cultural participation begins early and continues throughout the life course. It prioritizes experiential, creative, and accessible opportunities that invite young residents to shape and contribute to Pickering’s cultural future. Se c t i o n 1 | K e y T a k e a w a y s 9 - 87 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Pickering Museum Village’s Role within these Priorities Pickering Museum Village advances each of these priorities through place-based storytelling, participatory learning, professional museum practice, and inclusive community engagement (Table 1). Table 1: Alignment between Cultural Strategic Plan (CSP) Priorities and Pickering Museum Village Objectives CSP STRATEGIC PRIORITIES PMV OBJECTIVE 1: Sharing identities, histories, and stories of place PMV OBJECTIVE 2: Future-ready, well-maintained practices PMV OBJECTIVE 3: Belonging, access, and lifelong creative- based engagement PMV OBJECTIVE 4: Ensuring sustainable action Foster placemaking and a distinct community identity ✓ ✓ Celebrate interculturalism through the arts ✓ ✓ Sustain and maintain a creative economy ✓ Be future ready ✓ Prioritize youth and young families ✓ As a land-based heritage site connected to the new Dorsay Community & Heritage Centre, PMV functions as: ŸA creative placemaking anchor within Pickering’s cultural ecosystem ŸA platform for inclusive and intercultural storytelling ŸA contributor to cultural tourism and the local creative economy ŸA professionally grounded institution building internal and sector capacity ŸA welcoming, experiential destination for youth, families, and lifelong learners The Pickering Museum Village Strategic Plan translates priorities of the Cultural Strategic Plan into four focused museum objectives that guide implementation over the next decade. 10 - 88 - Se c t i o n 1 | K e y T a k e a w a y s 11 - 89 - Vision The Pickering Museum Village is a vibrant community hub where stories take root and branch throughout Pickering, supporting an interconnected identity that respects and represents diverse voices and experiences, and fosters community connection to Pickering’s past, present, and future. Mission Our mission is to advance the understanding and appreciation of Pickering’s history and material culture through storytelling, collection stewardship, engagement and fostering a shared community identity. Mandate The purpose of Pickering Museum Village is to increase appreciation for and interest in immersive, participatory encounters with Pickering’s social histories, by reaffirming the value of historical artifacts and storytelling, and stewarding its collections responsibly while delivering compelling, relevant, place-based, and visitor-centred experiences both within the museum and throughout its community. Our Drivers and Values ŸSafety: We commit to fostering culturally, physically, and psychologically safe environments where diverse voices are welcomed and respected ŸCollaboration: We work across departments, sectors, and communities to co-create cultural initiatives that reflect shared leadership and local knowledge ŸSustainability: We steward cultural resources responsibly to ensure long­ term social, environmental, and financial resilience ŸLearning: We value curiosity, knowledge-sharing, and lifelong engagement through arts and heritage ŸCreativity: We embrace innovation, experimentation, and artistic excellence in shaping Pickering’s evolving identity ŸAccessibility: We remove barriers to participation so that cultural life is inclusive, affordable, and reachable ŸRelevance: We remain responsive to demographic change, community needs, and evolving cultural practices 12 - 90 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Guiding Principles Guiding Principles articulate the enduring values and operating assumptions that shape how Pickering Museum Village makes decisions, allocates resources, and engages with its community. They are not strategies or actions, but touchstones that guide planning, partnerships, and daily practice. 1. Public Trust and Civic Responsibility Pickering Museum Village operates in the public trust. Stewardship and decision-making are guided by responsibility to the community, transparency, accountability, and alignment with municipal priorities. 2. Stewardship with Purpose The stewardship of collections, buildings, and landscapes is foundational to PMV’s work. Preservation, care, and access are balanced through appropriate investment in infrastructure, conservation, and operational capacity, ensuring that collections serve both present and future generations. 3. Animated and Engaging, Life-Long Learning PMV is a place of lifelong learning that prioritizes curiosity, participation, and discovery. Experiences are designed to draw in and engage children, families, and learners of all ages through immersive, inquiry-based, and hands-on approaches. 4. Belonging, Inclusion, and Welcome Pickering Museum Village is a welcoming place where everyone feels seen, respected, and invited to participate. PMV actively works to connect to visitors, reduce barriers to access, and to reflect the diversity of Pickering’s communities in its stories, spaces, and programs. 5. Inclusive and Representative Storytelling Pickering Museum Village's collection mandate, interpretation, and programming evolve alongside the community. PMV commits to telling layered, inclusive stories that reflect Indigenous histories, diverse cultural experiences, and the voices of historically underrepresented groups. 6. Reconciliation and Respect for Indigenous Rights and Knowledge PMV is guided by the Truth and Reconciliation Commission’s Calls to Action, the United Nations Declaration on the Rights of Indigenous Peoples, and professional standards for Indigenous collections, interpretation, and collaboration. Relationships with Indigenous communities are grounded in respect and reciprocity. 7. Professional Practice and Sector Leadership Museum work at Pickering Museum Village is guided by the Ontario Standards for Community Museums. PMV contributes to sector learning and leadership while continuously strengthening internal capacity, knowledge, and skills. 8. Sustainability and Resilience Economic and environmental sustainability guide PMV’s planning and operations. Decisions are made with long-term resilience in mind, balancing impact, resources, and environmental responsibility. Secondary Roles Ÿ Meaning-making and belonging Ÿ Experiential learning landscape Ÿ Anchor within a distributed attractions network Ÿ Connector to City priorities Se c t i o n 1 | K e y T a k e a w a y s 13 - 91 - 14 - 92 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Pickering Museum Village Key Objectives Pickering Museum Village has long been recognized as a place where the community comes to experience the past, incorporating first-person narrative, costumed interpretation, and demonstrations of heritage skills and crafts to immerse guests in a day-in-the- life experience. With the upcoming addition of the neighbouring Dorsay Community & Heritage Centre (DCHC) which houses the Greenwood Heritage Library Branch, the John E. Anderson Exhibit Gallery, a program room, teaching kitchen, and multipurpose rooms, PMV is uniquely positioned to reinvigorate its activities, inspiring new audiences to discover and contribute to the fabric of Pickering’s identity. Clustered around a collection of historic buildings, PMV has identified ways to leverage its immersive quality in order to transport visitors to an increasingly layered experience of the past. Since 2020, PMV has begun shifting its approach toward more modern museum practices and inclusive storytelling that foster discovery, reflection, and meaningful connection. Pickering Museum Village’s extensive collection primarily has represented eras from approximately 1820 to 1920 that help bring to life the site’s historic buildings. With recent site expansion and renewal projects that position the museum as an active community hub, the museum has the opportunity to expand the focus of its collection to include artifacts and belongings from communities and eras that have been underrepresented, and explore compelling storytelling through oral traditions, photos, and borrowed objects, drawing throughlines to contemporary visitors, exhibits and programs. These elements, along with other approaches such as inquiry-based museum experiences and object-based learning, will continue to inform the work at the museum. To connect to broader audiences, the following objectives and supporting actions will help build on the museum’s efforts to deliver high-quality educational programs, while inviting the community to interact in new ways with the museum, organized into Programs, Operations, and Engagement implementation categories. The Implementation Framework in Appendix A: Action Plan will help guide prioritization, with realistic and achievable timelines. Se c t i o n 1 | K e y T a k e a w a y s 15 - 93 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Objective 1: Sharing identities, histories, and stories of place PMV strengthens Pickering’s sense of place by stewarding and sharing layered, inclusive, and community-informed histories. Rationale As Pickering grows and diversifies, heritage must expand beyond static interpretation toward community-engaged storytelling. Museums are increasingly expected to reflect multiple perspectives, foster a sense of belonging, and support dialogue.10 Engagement findings identified strong interest in inclusive narratives, Indigenous partnership-building, and participatory interpretation. PMV is uniquely positioned to serve as a place-based storytelling anchor for the City. To strengthen Pickering’s sense of place and shared identity, the City will focus on place-based, community-engaged storytelling that connects land, history, and contemporary lived experience. These actions are intended to ensure that Pickering’s histories are represented in layered, inclusive, and meaningful ways, both at Pickering Museum Village and across the city. Advances Strategic Priorities: Placemaking Interculturalism Outcomes Ÿ Shared community identity is strengthened Ÿ Pickering’s history comes alive Ÿ Diverse experiences are celebrated Ÿ Indigenous knowledge- sharing is rooted in strong relationships 10 https://www.canada.ca/en/canadian-heritage/campaigns/renewal-museum-policy/what-we-heard.html https://museumsontario.ca/wp-content/uploads/2024/05/Museums-and-Your-Municipality_Jan-2021.pdf - 94 - Supporting Actions Programs Ÿ Create linkages between local stories and broader regional, national, and global contexts to support relevance for residents, visitors, and cultural tourism audiences. Ÿ Support digital and hybrid interpretation across Pickering neighbourhoods and public spaces using tools such as digital content, online platforms, and emerging technologies to extend access to sites that contribute to Pickering's historic character and identity. Ÿ Develop a community exhibit and storytelling framework that defines intent, roles, authority, and evaluation criteria for co- created content. Ÿ Enhance learning experiences and school engagement using technology and digital tools. Ÿ Use technology and digital engagement strategies to support meaningful storytelling and enhance accessibility and visitor experience, including the use of multiple languages. Operations Ÿ Integrate community history and heritage perspectives into capital planning and urban design processes through collaboration with Parks, Planning, and Infrastructure teams. Ÿ Strengthen partnerships with staff teams within the City the Dorsay Community & Heritage Centre to ensure alignment between indoor exhibitions, programs, and outdoor, place-based experiences at PMV. Ÿ Periodically review and refresh interpretive themes and storytelling approaches to reflect changing community narratives and understandings of place. Ÿ Continue to evolve the museum’s collection and interpretive approaches to include underrepresented histories through objects, oral histories, images, and community-held knowledge. CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Engagement Ÿ Embed community-engaged processes into museum practices, such as collaborations and dialogue to include broad perspectives. Ÿ Continue and strengthen Indigenous partnership work, with a focus on protocol development, relationship-building, and access to belongings. Ÿ Create and expand opportunities for co-creation and place- based storytelling projects with Indigenous Elders, Knowledge- keepers, artists, historians, and community organizations to surface layered narratives of Pickering’s land, waterways, neighbourhoods, and cultures. Ÿ Establish sustainable models for ongoing Indigenous and community collaboration, including long-term advisory roles, knowledge-sharing agreements, and mentorship or residency opportunities. Se c t i o n 1 | K e y T a k e a w a y s 17 - 95 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Objective 2: Future- ready, well- maintained practices PMV strengthens professional capacity, collections stewardship, and operational resilience to ensure long-term sustainability. 18 Rationale The City has invested in cultural facilities and infrastructure and must prioritize internal and community capacity-building to realize the potential of these cultural resources. Embedding and amplifying professional training and development, sector involvement, and aligning policies and procedures to sector standards and best practices, including evaluation frameworks and communications, will help meet audience and community expectations and needs. To support future-ready, well-maintained museum and heritage practices, the City will focus on the following strategic directions and activities. These actions are intended to strengthen organizational coherence, professional standards, and the long-term effectiveness of Pickering Museum Village and its relationship to the Dorsay Community & Heritage Centre. Advances Strategic Priority: Future Ready Outcomes Ÿ Sustainable care and conservation of collections Ÿ Improved organizational resilience Ÿ Increased community relevance Ÿ Strong sector leadership - 96 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Supporting Actions Programs Ÿ Develop a Curatorial Plan to guide, support, and evaluate community-engaged and place-based processes. Ÿ Align comprehensive interpretive planning to the Pickering Museum Village Strategic Plan to guide storytelling, programming, and exhibition development across the organization. Ÿ Implement accessibility strategies across programs, interpretation, and visitor experience at PMV and DCHC. Operations Ÿ Build staff and organizational capacity through ongoing professional development, sector involvement, and participation in regional and national museum networks. Ÿ Continue to update and align museum policies and procedures with Ontario and Canadian Museum Association standards, including collections, repatriation, Indigenous protocols and honoraria, governance, partnerships, philanthropy/fund development and human resources. Ÿ Enhance the existing evaluation framework and feedback loops to include residents and tourists who are not visiting the museum to inform decision-making, increase visitation, and guide continuous improvement. Ÿ Continue to implement a strategic collections management plan that responds to storage and resource realities in accordance with the Collections Development and Management Policy (i.e., acquisitions and deaccessions). Ÿ Foster greater internal City integration and awareness of museum role in cultural development through cross-departmental collaboration and briefings. Ÿ Document museum spaces outlining intended purpose, environmental conditions, size, adjacencies, and technical specifications in alignment with curatorial, interpretive, and educational goals. Ÿ Embed evaluation findings into annual planning, reporting, and program refinement processes, including revenue-generating activities. Ÿ Periodically review and renew professional frameworks, policies, and plans to reflect evolving best practices and community needs. Ÿ Issue an operating plan annually to guide the operations, programs, infrastructure renewal, and capacity building initiatives of the museum. Ÿ Continue to invest in systems, infrastructure, and practices that support collections stewardship, visitor experience, and environmental sustainability. Ÿ Strengthen succession planning and institutional knowledge transfer to ensure long-term organizational resilience. Engagement Ÿ Continue to engage in the Durham Region museum professional roundtable to support shared learning, collaboration, and sector resilience. Se c t i o n 1 | K e y T a k e a w a y s 19 - 97 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Objective 3: Belonging, access, and life-long creative-based engagement PMV fosters welcoming, accessible, and creative engagement opportunities for residents of all ages. 20 Rationale Pickering is experiencing significant growth and must invite audiences in by developing new points of connection and relationships. The City should strengthen community-based storytelling, advisory roles, relevant programming and outreach, access to heritage through distributed interpretation activities and museum site accessibility, and rebuild volunteer engagement. To foster belonging and sustained engagement, the City will prioritize inclusive, accessible, and relationship-based approaches that invite residents of all ages and backgrounds to connect with Pickering’s heritage. These actions are intended to expand access, deepen relevance, and support creative participation. Advances Strategic Priorities: Placemaking Interculturalism Youth & Families Outcomes Ÿ Youth are integral co-creators and participants Ÿ Programming draws new audiences Ÿ Increased and deepened volunteerism Ÿ Everyone can access PMV and heritage experiences in Pickering - 98 - Supporting Actions Programs Ÿ Continue to develop low-barrier community days. Ÿ Strengthen and renew the volunteer program using professional volunteer management standards, including recruitment, training, recognition, and retention strategies. Ÿ Develop new audience pathways, engagement, and points of connection, including heritage trades and crafts, intergenerational story-sharing events, and culturally relevant celebrations. Ÿ Continue to adapt and evolve programs, interpretation, and engagement strategies to reflect demographic change, community feedback, and emerging access needs. Operations Ÿ Improve access to heritage experiences by addressing wayfinding, communications clarity, and accessibility of programs and interpretation. Ÿ Improve transportation access to PMV through public transportation advocacy, partnership development, and event- based shuttle services, in collaboration with relevant City departments. Ÿ Embed accessibility considerations into all future planning, capital projects, and program development to support long-term inclusion. Engagement Ÿ Launch educator and community content advisory groups or focus sessions to deepen relevance of experiential, curriculum- connected learning and public programming, including bilingual programs. Ÿ Expand youth advisory opportunities. Ÿ Expand outreach and engagement efforts to reach residents who may not regularly access the museum, including participation in community events and partnerships with local organizations. Ÿ Amplify community inclusion by clearly communicating the museum’s collecting mandate and building relationships with communities underrepresented in the collection. Ÿ Expand access points throughout Pickering through distributed exhibits, community-based arts and heritage projects, and interpretation in neighbourhoods, parks, and public spaces. Ÿ Continue Indigenous partnership work and strengthen collaboration through co-curation, language revitalization initiatives, land-based interpretation, protocol development, and appropriate access to belongings. Se c t i o n 1 | K e y T a k e a w a y s 21 - 99 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Objective 4: Ensuring sustainable activity PMV strengthens financial resilience and contributes to the broader creative ecosystem. Rationale The City should continue to prioritize sustainable economic and environmental practices by conducting meaningful evaluations of the collection and programs, supporting mission-aligned revenue-generating activities, and investing in environmentally sustainable choices to ensure long-term viability and resilience. To ensure the long-term sustainability of Pickering Museum Village, the City will focus on strategic approaches that strengthen financial resilience, align activities with mission and capacity, reduce environmental impact, and support informed decision-making. These actions are intended to balance ambition with realism, ensuring that PMV remains viable, relevant, and resilient over time. Advances Strategic Priorities: Creative Economy Future Ready Outcomes 22 Ÿ Mission-aligned activities provide enhanced operating resources Ÿ Strengthened business and tourism partnerships Ÿ Market potential maximized through increased awareness and affinity Ÿ Mutually-beneficial cultural collaborations - 100 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Supporting Actions Programs Ÿ Broaden evaluation and analysis practices to gain new audiences, increase awareness in the community, gain new partnerships, respond to changing trends, assess program relevance, visitor experience, community and cultural sector contributions, and resource impact, and to inform prioritization decisions. Ÿ Continue to implement Pickering’s Community Visitor Plan by developing and evaluating cultural tourism experiences in collaboration with tourism stakeholders. Ÿ Actively engage schools to develop stronger partnerships and to respond to evolving educational interests and needs. Operations Ÿ Develop a Marketing and Communications Plan to improve awareness of PMV among residents, schools, and visitors. Ÿ Implement a 'pull-in' strategy that meets people where they are, using outreach at libraries, community centres, seniors’ centres, DCHC, and community events to encourage visitation to the PMV site. Ÿ Engage professional branding and visual identity consultants to develop compelling brand story and visuals, based on the renewed Mandate, Vision, and Interpretive Strategy within the Pickering Museum Village Strategic Plan. Ÿ Expand earned revenue generation through venue rental program, mission-aligned retail offerings, fundraising, sponsorship, licensed/permit opportunities for use of space, and program participation growth. Ÿ Introduce and expand fund development opportunities, including a museum membership program, exploration of annual fundraising campaigns, and increased focus on grants, sponsorships, and fundraising. Ÿ Venue rental program to include rental of PMV site and spaces for partner-delivered experiences. Ÿ Pursue partnerships that create new experiences at the museum with a revenue sharing model or licensing model. Ÿ Create a museum operational business plan that aligns budgets, resource allocation, revenue strategies, and service levels with core municipal priorities. Ÿ Create a long-term museum infrastructure business plan that identifies funding strategies to support renewal of heritage assets, collections management priorities and site revitalization. Continue to develop and complete the PMV and DCHC sites Ÿ by advancing key recommendations from the Lord Cultural Resources Master Site Plan, subject to capital planning and Council approval, including: Ÿ Enhanced accessibility between sites Ÿ Improved wayfinding and signage on main roads, parking areas, and trails Ÿ Heritage and nature interpretation along connecting pathways Ÿ A welcoming orientation structure at the PMV entrance Ÿ Enhanced site comfort amenities such as seating, food and beverage options, and hygiene facilities Engagement Ÿ Strengthen advocacy and strategic positioning of PMV within the City to support alignment with municipal priorities, planning processes, and tourism marketing. Ÿ Build partnerships that generate revenue with attractions, tourism, businesses, sponsors, creative industries, universities, artists, and entrepreneurs. Ÿ Develop relationships with school board, administrators, and teachers by participating in and presenting to trustee and administration meetings, teacher professional development opportunities and other suitable outreach. Se c t i o n 1 | K e y T a k e a w a y s 23 - 101 - Ongoing Actions 24 The following are 'evergreen actions,' based on the City’s previous Pickering Museum Village Strategic Plan, to be continued beyond the horizon of this Pickering Museum Village Strategic Plan. ŸCreate a City Heritage Asset Promotion Plan, Preservation Policy, and Archaeological Discover procedure to support Cultural Heritage Asset Management. (Strategic Action 1: Preserve artifacts, knowledge, and skills). ŸCreate suitable storage space for collections, improve site use, restore Harvey House for public programs as part of Capital Projects and Maintenance. (Strategic Action 4: Site Optimization). ŸImprove wayfinding signage and transportation access to the PMV. (Strategic Action 4: Site Optimization). - 102 - 2 How Did We Get Here? 25 - 103 - How Did We Get Here? A Period of Transition and Investment Over the past decade, Pickering Museum Village has undergone a significant period of change, driven by the goal to improve visitor experience, and shaped by capital investment, professionalization, and evolving community expectations. Historically, PMV operated primarily as a traditional living history site. Its 18 heritage buildings housed a combination of artifact displays, storage, and program space. Over time, operational pressures grew and community expectations of museum programming evolved. In response, the City invested in substantial infrastructure improvements. The development of the Conservation Building, the expansion of upper-site storage, and rehabilitation of heritage buildings marked a shift toward improved public access and collections stewardship. Museum and collections practices aligned more closely with provincial standards. These investments strengthened the museum’s institutional foundation; however, they also required a recalibration of how heritage buildings were used. As original artifacts were removed from some structures to improve preservation conditions and increase hands-on experiences, certain spaces became more interpretive in nature. While professionally sound, this shift prompted renewed questions about authenticity, storytelling, and the visitor experience. Shifts in the sector have centered museums as community gathering spaces that are inclusive places for cross-cultural connection and sharing stories. “Heritage institutions are a form of public education and a pillar of community support. They are meant to be an inclusive and accessible space for all wanting to learn, and have fun doing it. Heritage institutions are the backbone of arts and culture, and are research repositories rather than memory repositories now.”11 11 Canadian Museum Policy: Public Consultation Survey, 2023 26 - 104 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Shifts in Museum Practice This period of physical renewal coincided with broader changes in museum practice across Canada. Across Canada, museums are increasingly positioned as inclusive community gathering spaces and core municipal cultural infrastructure. They are expected to foster cross-cultural dialogue, support reconciliation, expand access, and provide experiential learning environments alongside traditional preservation functions. Canada’s New Museum Policy emerging key areas: • Sustainability • Preservation, access and collections management • Reconciliation • Equity, diversity and inclusion “Canadians look to heritage institutions as places where diverse stories and perspectives can be heard and understood. As such, they expect governments to place significant importance on supporting these institutions.”12 Pickering Museum Village began responding to these shifts through initiatives such as: Ÿ Re-imagining heritage buildings as participatory spaces (e.g., hands-on exhibits and integrated programming models) Ÿ Strengthening Indigenous advisory relationships Ÿ Expanding school programming, including bilingual offerings Ÿ Increasing outreach and community collaboration These initiatives demonstrated strong potential. For example, the transformation of the Combination Barn into an interactive, layered learning environment illustrated how visitor-centred design can deepen engagement while maintaining historical integrity. At the same time, growth in programming, partnerships, and expectations began to exceed the clarity of Pickering Museum Village’s strategic framework. PMV was evolving operationally, but its overarching institutional identity had not been formally re-articulated. “A museum is a not-for-profit, permanent institution in the service of society that researches, collects, conserves, interprets and exhibits tangible and intangible heritage. Open to the public, accessible and inclusive, museums foster diversity and sustainability. They operate and communicate ethically, professionally and with the participation of communities, offering varied experiences for education, enjoyment, reflection and knowledge sharing.”13 12 Canadian Museum Policy: Public Consultation Survey, 2023 13 https://icom.museum/en/resources/standards-guidelines/museum-definition Se c t i o n 2 | H o w D i d W e G e t H e r e ? 27 - 105 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN A Productive Tension Through this period of renewal, a central question emerged: Is Pickering Museum Village primarily a collections-anchored heritage institution that uses programs to animate artifacts, or an experience-driven cultural destination that uses collections selectively? In practice, Pickering Museum Village has been operating somewhere between these two models. Collections stewardship remains foundational. PMV safeguards over 10,000 artifacts14 and holds responsibility for their preservation and contextualization. At the same time, families, youth, and school groups represent core audiences, and participatory programming has proven to be a powerful driver of engagement and return visitation. This dual mandate is not contradictory. It reflects the contemporary role of municipal heritage institutions: to protect material culture while ensuring it remains relevant and accessible. What has been missing is a clearly articulated balance between stewardship and experience. Alignment with the City’s Cultural Vision The adoption of the City of Pickering’s Cultural Strategic Plan provided an opportunity to situate PMV within a broader municipal cultural framework. The Cultural Strategic Plan establishes priorities related to placemaking, intercultural celebration, creative economy development, institutional capacity, and youth engagement. PMV contributes to each of these areas, but its specific role within that ecosystem requires clarity. At the same time, the development of the Dorsay Community & Heritage Centre has expanded the City’s cultural infrastructure and created opportunities for integration between indoor exhibitions, outdoor heritage experiences, and distributed programming. Together, these developments mark a new phase in PMV's evolution. 14 https://letstalkpickering.ca/dchc 28 - 106 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Why this Plan Now Pickering Museum Village now has: ŸStabilized and improved collections infrastructure ŸRenewal of several heritage buildings ŸGrowing school and family audiences ŸEmerging Indigenous advisory relationships ŸStronger alignment with professional museum standards ŸClear integration opportunities with DCHC and City-wide cultural priorities PMV does not require reinvention. It requires clarity. This strategic plan does not signal a dramatic departure from PMV's past. Rather, it consolidates recent advances, clarifies institutional identity, aligns with municipal priorities, and establishes a phased framework for sustainable growth. The question is no longer whether Pickering Museum Village should evolve. It already has. The task now is to define how it will move forward with clarity, balance, and purpose. 29 Se c t i o n 2 | H o w D i d W e G e t H e r e ? - 107 - 3 What We Heard 30 - 108 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Canada’s museum and heritage sector has shifted from a traditional authority-based approach to one that is inclusive of community perspectives, fostering meaningful relationships between heritage institutions and community members. Museums and other flexible heritage spaces provide context and historical interpretation within a community, and have become vibrant gathering places for intergenerational and intercultural shared dialogue and experiences. Museums in Canada and around the world are establishing new standards and policies, prioritizing relationships with First Nations and Indigenous communities, seeking to co-create and represent traditional knowledge, worldviews and land-based teachings. Collaboration has provided new perspectives on museum practices and working with Indigenous communities, and it demonstrates what decolonizing can look like in museum settings. Understanding that this type of inclusive, collaborative approach to storytelling starts with connection and dialogue, multiple points of engagement were employed to gather input and perspectives from a broad range of museum and community voices. 31 Se c t i o n 3 | W h a t W e H e a r d What We Heard - 109 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Engagement Overview The development of the Cultural Strategic Plan and its companion documents, including the Pickering Museum Village Strategic Plan, involved multiple phases of internal engagement, community engagement, and stakeholder dialogue. Engagement activities included: ŸCommunity questionnaire ŸPublic launch events and open houses ŸInterest holder focus groups ŸHigh school engagement sessions ŸEngagement with the Indigenous Relationship Building Circle ŸEngagement with the City of Pickering Anti-Black Racism Task Force ŸPickering Museum Village staff session ŸCultural Advisory Committee meeting ŸMuseum and Heritage focus group ŸInterdepartmental staff session The engagement process sought to gather qualitative insights from residents, youth, community leaders, cultural practitioners, Indigenous participants, and City staff. The goal was not to generate consensus on specific actions, but to identify recurring themes and priorities that should inform long-term cultural planning. The findings reflect documented themes that emerged across these engagement activities. 32 - 110 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Engagement at a Glance Se c t i o n 3 | W h a t W e H e a r d 33 WORKSHOPS Senior Management September 22, 2025 8 departments Interdepartmental Staff September 22, 2025 2 sessions Art in Public Spaces Focus Group November 14, 2025 8 participants Pickering Anti-Black Racism Taskforce January 8, 2026 5 participants Pickering Museum Village Staff January 14, 2026 10 participants Museum and Heritage Focus Group November 14, 2025 12 participants INTERVIEWS Agency and Opinion Leaders September 25, 2025–October 9, 2025 6 Interviewees ON-SITE SESSIONS High School Youth November 20, 21, 28, 2025 ~845 students COMMUNITY QUESTIONNAIRE General Public October 31–December 20, 2025 635 responses OPEN HOUSE General Public November 12 and 13, 2025 6 open houses RELATIONSHIP BUILDING CIRCLE Indigenous Communities November 25, 2025 4 attendees - 111 - Cross-Cutting Themes Culture as a Public Good Participants consistently emphasized that culture is a public good and a core component of livability in Pickering Culture was described as: ŸEssential to civic activity ŸA contributor to well-being and belonging ŸA means of strengthening community connection ŸA public service rather than a discretionary amenity There was strong support for maintaining and strengthening cultural infrastructure, including heritage institutions such as Pickering Museum Village. Implication for Pickering Museum Village: PMV is viewed not only as a heritage site, but as civic infrastructure that supports education, connection, and shared identity. Inclusion, Representation, and Intercultural Celebration Engagement highlighted a strong desire for cultural spaces that reflect Pickering’s diversity and foster intercultural exchange. Participants expressed the need for: ŸBroader representation in storytelling and programming ŸRecognition of historically underrepresented communities ŸContinued efforts toward reconciliation and Indigenous relationship-building ŸCultural experiences that feel welcoming and accessible Implication for Pickering Museum Village: PMV is expected to expand interpretive frameworks beyond traditional settler narratives and to create participatory opportunities that reflect diverse lived experiences. - 112 - Youth and Young Families Youth engagement sessions and broader community feedback emphasized the importance of engaging young people as both participants and contributors. Themes included: Ÿ Desire for hands-on, experiential learning opportunities Ÿ Importance of school partnerships Ÿ Need for accessible, family-friendly programming Ÿ Opportunities for youth leadership and co-creation Participants expressed interest in cultural spaces that are interactive, creative, and adaptable. Implication for Pickering Museum Village: Youth and families are seen as core audiences. The museum's strengths in experiential learning are sustained by aligning resources to meet visitor expectations. Collaboration and Partnership Residents identified collaboration as a priority across the cultural sector. Participants highlighted: Ÿ The importance of partnerships between cultural organizations Ÿ Opportunities for cross-departmental collaboration within the City Ÿ Interest in regional coordination across Durham Region Ÿ The value of community co-creation and shared programming There was recognition that cultural development cannot be achieved by single institutions operating independently. Implication for Pickering Museum Village: PMV is expected to function as both a site-based institution and a collaborative partner within a distributed cultural network. Se c t i o n 3 | W h a t W e H e a r d 35 - 113 - Sustainability and Capacity Interest holders raised concerns regarding: ŸFinancial sustainability ŸOrganizational capacity ŸStaffing and operational pressures ŸLong-term resilience There was broad acknowledgement that ambition must be balanced with available resources and that phased implementation is necessary. Participants emphasized the importance of: ŸRealistic growth ŸClear governance structures ŸAlignment between strategic goals and fiscal capacity Implication for Pickering Museum Village:: Sustainable activity and institutional clarity are critical. Expansion without defined capacity risks undermining progress made in recent years. Museum-Specific Insights The Museum and Heritage Focus Group, along with internal staff sessions, identified themes specific to Pickering Museum Village. These included: ŸRecognition of recent capital and collections improvements ŸDesire for clearer interpretive coherence across the site ŸInterest in strengthening storytelling related to land, migration, labour, and underrepresented histories ŸContinued support for experiential programming models ŸQuestions regarding balance between artifact preservation and visitor engagement Staff discussions reinforced the need for: ŸClear articulation of institutional identity ŸDefined priorities to guide programming and partnerships ŸImproved alignment between operations, interpretation, and municipal strategy 36 - 114 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN What this Means for Pickering Museum Village Across engagement activities, there was no call for wholesale reinvention of Pickering Museum Village. Rather, participants consistently expressed support for: ŸStrengthening the Museum’s role as a place-based storytelling anchor ŸExpanding inclusive and intercultural narratives ŸDeepening youth and family engagement ŸBuilding sustainable partnerships ŸAligning ambition with institutional capacity The engagement process affirmed that PMV is valued as a cultural asset. It also highlighted the need for clearer strategic direction to guide its next phase of development. The four objectives outlined in this strategic plan respond directly to these documented themes. 37 Se c t i o n 3 | W h a t W e H e a r d - 115 - 4 Pickering Museum Village’s Role Moving Forward - 116 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Pickering Museum Village’s Role Moving Forward The associated Action Plan will provide guidance for essential implementation items including: Ÿ Roles and Responsibilities Ÿ Communications and Ongoing Engagement Ÿ Priority-Setting and Timelines Ÿ Metrics/KPIs Ÿ Resource Considerations This supporting document will be used by City of Pickering Staff, to guide the implementation of the actions listed under each objective and strategy. Identifying leading and supporting partners will help determine the resources required for the implementation of the strategy, while continued community participation will ensure the strategy may be assessed, adapted, and revised in response to changing needs of Pickering’s ecosystem. Se c t i o n 4 | T h e P i c k e r i n g M u s e u m V i l l a g e ’ s R o l e M o v i n g F o r w a r d 39 - 117 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Acknowledgements Heritage facilities such as Pickering Museum Village are essential components of cultural placemaking and collective memory for Pickering residents. As outlined in the Cultural Strategic Plan, these spaces contribute meaningfully to community identity, well-being, and a sense of belonging. The Pickering Museum Village Strategic Plan reflects a significant opportunity to deepen this impact for residents and visitors alike. The development of this plan has been a truly community-wide endeavour, shaped by the insight, experience, and enthusiasm of many participants. A sincere thanks to all community members who attended sessions and contributed to the making of this plan, including the leadership of City Council and staff. We are grateful to the Indigenous Relationship Building Circle, the Anti-Black Racism Taskforce, and the Cultural Advisory Committee for the opportunity to listen and learn from them in their sharing of priorities and needs for the plan. Thank you Mayor and Members of Council. Thank you to City Staff: Marisa Carpino, Chief Administrative Officer ; Laura Gibbs, Director of Community Services; Kyle Bentley, Director, City Development & CBO; Kevin Heathcote, Director, City Infrastructure; Jennifer Eddy, Director, Human Resources; Susan Cassel, City Clerk; Anthony Jagdeo, Senior Project Manager, Digital Services; Vince Plouffe, Division Head, Facility Management & Construction; Marilou Murray, Manager, Community Services Administration & Strategic Initiatives; Krystal Roberts, Manager, Cultural Services; Karen Coleman, Manager, Recreation Services; Richard Holborn, Director, Engineering Services. Thank you to the Cultural Strategic Plan Staff Committee and the community engagement team: Victoria Karakian, Supervisor of Museum Services; Cris Farrell, Supervisor of Cultural Services; Kim Bradley, Special Advisor, Community Initiatives; Ellen Tayles, Curator, Public Art; Nicole Hann, Coordinator, Public Affairs & Corporate Communications; Shelby Misreelal, Communications Coordinator; Azeem Shah, Senior Advisor, Creative Industries & Tourism; Matthew Somerville, Senior Planner Heritage; Arnold Mostert, Manager, Landscape and Parks; Dan Finn, Manager, Parks & Property; Andrea Dufresne, (Acting) Supervisor, Recreation Services; Justine Wallace, Supervisor, Equity, Diversity & Inclusion; Amanda Hill, Fire Inspector; Shobha Oza, Director, Engagement and Client Experience, Pickering Library. Finally, the Cultural Strategic Plan, alongside the Pickering Museum Village Strategic Plan and the Art in Public Spaces Plan, was guided by Patricia Huntsman, Principal of Patricia Huntsman Culture + Communication, and a multidisciplinary team of cultural development, communications, public art, and museum professionals: Justine Bochenek; Em Cussen; Laurel Lawry; Erin McDonald; Bridget MacIntosh; Sagan MacIsaac; Amanda McCulley; and Juan Tanus. patriciahuntsman.ca 40 - 118 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Ap p e n d i c e s Appendices Appendices to follow upon finalization. APPENDIX A: Action Plan APPENDIX B: Interpretation Strategy APPENDIX C: Initial Site Plan APPENDIX D: Precedents & Best Practices APPENDIX E: Context and Engagement Report 41 - 119 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN Appendix F: Glossary of Terms Arts A subdivision of culture, composed of many expressive and creative disciplines. The term encompasses: visual and applied arts (e.g., painting, printmaking, drawing, sculpture, crafts, pottery and ceramics, photography, film and video), theatre, music, song, spoken word, literary arts and dance. Capacity-Building The process of developing and strengthening the skills, resources, and systems an organization needs to better achieve its purpose. Community Activations Fun and interactive engagement activities that use arts-based methods (e.g., drawing, colouring, making, and gamifying) to brainstorm a shared vision and strategic directions for a plan. Community Activations can be a mix of temporary and permanent installations, ranging from activities such as a family-friendly “Chalk- Party”, to community bench or mural painting. Community-Engaged This approach refers to a commitment to consistent and reciprocal engagement with the communities served, and creating a culture where visitors, audiences and communities are at the heart of all practice. Community Working Group Groups that contribute to the development of a strategy and are often composed of multigenerational and multicultural members mirroring the local ecosystem and the various aspects of life in the community. Includes key arts and culture partners, equity-deserving groups, business owners, tourism and related sector partners. Creative Community Communities where the local government considers urban investment in culture and creativity significant to prosperity and quality of life. These are municipalities where creative and cultural activity is considered important to the community’s quality of place, and to help reclaim and revitalize neighbourhoods. In creative communities, local government enables more innovative thinking and problem solving across all departments and sectors of the economy to shape a community’s identity in the face of increasing competition for talent, investment, and recognition. Creative and cultural activity is supported as a powerful vehicle for community development and engagement, providing opportunities for economically disadvantaged neighbourhoods and social groups. These communities represent a new generation and an evolving model for community planning and culture. Creative Economy An economy driven by ideas, innovation, knowledge, diversity, collaboration, and creativity. It encompasses the creative industries in which ideas and intellectual property produce value and generate wealth. It represents an aggregation of a complex collection of industrial and creative service sectors including design, media, advertising, film, music, performing arts, publishing, and interactive software development. Creative Ecosystem The interconnection of cultural resources in a community. The arts function as a part of a larger network of industries with each cultural resource playing an important role in shaping the city’s arts and culture scene. Facilities, spaces, festivals, makers, artists, designers, arts organizations, tourism, and business all interact with and rely on each other to support the well-being and vitality of a vibrant city. 42 - 120 - Creative Placemaking A collaborative approach to improving public spaces by using arts, culture, and creativity to reflect community identity, meet local needs, and drive positive change and growth. Culture The arts, multiculturalism, and heritage resources and activities as practiced and preserved in a community. These practices reflect the beliefs, experiences, and creative aspirations of people in a specific geographic and/or political area. Cultural Development Strategic and integrated planning that leverages a community’s unique cultural resources and assets for the social, economic, environmental, and cultural benefit of the city and society. Strategies may include, but are not limited to: • Investing in arts and cultural facilities (art galleries, museums, theatres, concert halls etc.). • Producing public festivals and events, and programming arts and culture activities. • Implementing public art and creative placemaking initiatives (transformed underused public spaces for creative or playful uses). • Attracting and supporting creative industries (film, television, publishing, design, fashion, music, etc.). Entry points Initial gateways to interaction for a new user, with the intention of building affinity with and future use of the cultural service or facility. Equity, Diversity, Inclusion, and Accessibility (EDIA) Ÿ Equity strives to ensure fairness in how people are treated with respect to t he unique circumstances that shape their lives and access to resources and/or opportunities. This includes accounting for historical factors that have resulted in discrimination and disadvantage for various groups, such as experiences of colonialism and enslavement of Indigenous and Black communities. Equity recognizes that these forms of oppression have, over time, contributed to the marginalization of these communities in ways that have deprived them of fundamental resources and opportunities needed to thrive in the world. Ÿ Diversity recognizes that a community is comprised of individuals with unique and differing identities that influence how they experience the world around them for better or for worse. These identities can be defined by such categories as age, sex, gender, race, ethnicity, ability, income, employment, and many others. Notably, the Ontario Human Rights Code enumerates 17 protected grounds that prohibit discrimination against individuals in the areas of employment, housing, services, unions and ovational association and contracts (Ontario Human Rights Commission, 2024), which signifies a legislated responsibility to protect diverse identities. It must be recognized that people have multiple and intersecting identities — the variations and combinations of which can result in power and privilege for some and disadvantage for others that can themselves change in different situations. Ÿ Inclusion builds upon diversity and strives to ensure that community members feel a sense of belonging and are able to fully participate in society. Inclusion is about ensuring that individuals can bring their whole and authentic selves to a place and feel welcomed, valued and empowered. Ap p e n d i c e s 43 - 121 - ŸAccessibility means that everyone — with varying abilities — has the right to participate fully in society. It can also be understood as “a set of solutions that empower the greatest number of people to participate in the activities in question in the most effective ways possible” (UNESCO, 2021). In the arts and culture sector, accessibility refers to the quality in which cultural experiences and activities can be fully participated in, experienced, and enjoyed through the practice of removing physical, technological, financial, sensory, and social barriers for individuals of all abilities and backgrounds. Heritage Resources include artifacts and architecture, historic and prehistoric resources, and archival and interpretive material and activity. Significant objects and structures are protected by legislation distinguishing between items that are merely old and those deemed valuable according to notable public aesthetic, educational, and social significance. Interculturalism Support for cross-cultural dialogue. Interpretive Plan A document that outlines what stories and messages the museum wants to convey through a variety of media, such as exhibits, programming, and publications. It may include the institution’s interpretive philosophy, educational goals, and target audiences. A museum may develop an overall comprehensive interpretive plan, or an interpretative plan for an individual component of its operation— for example, for its permanent exhibits or for one of its historic sites. Inquiry Based Learning A pedagogical method that uses questions, problems and/or scenarios to trigger curiosity and critical thinking. Multiculturalism Respects all cultural and/or racial groups in a society equally, affording all the same rights and opportunities. Sounding Boards An engagement tool utilized for collecting both passive and active insights from the general public and to generate excitement for the project. Interactive and suitable for participants of all ages and backgrounds. Often include a QR code or website URL for participants to learn more information about the project and other engagement opportunities. Universal Design The design of products and environments to be usable by all people, to the greatest extent possible, without the need for alternative measures for access, adaptation or specialized design. Visitor-Centered This approach refers to centering visitors in all aspects of museum work by keeping their needs and experiences as the central focus of planning and decision-making. Visitor Experience Visitor experience begins from first encounter with the museum, continues through the onsite experience at the museum, and includes post-visit activities such as online activities or conversations with others. A visitor experience includes all points of contact with the museum and its facility, services and products. 44 CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN- 122 - - 123 - CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN- 124 - DRAFT Art In Public Spaces Plan Attachment 3 - Report CS 15-26 - 125 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Land Acknowledgement We acknowledge that the City of Pickering resides 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. 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. - 126 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 1 Contents 1 Introduction ..................................................................................................................................................................................2 Ÿ 1.1 Introduction and Context Setting ........................................................................................................3 Ÿ 1.2 What Is Art in Public Spaces? .........................................................................................................................4 Ÿ 1.3 Community and Place Profile .......................................................................................................................5 Ÿ 1.4 Existing Public Art and Cultural Infrastructure ...........................................................7 Ÿ 1.5 Methodology and Plan Development Approach ..................................................8 Ÿ 1.6 Gaps and Opportunities in Pickering’s Art in Public Spaces ............9 Ÿ 1.7 What We Heard: Engagement Summary ..........................................................................10 2 Strategic Alignment with Cultural Strategic Plan .......17 Ÿ 2.1 Strategic Alignment ....................................................................................................................................................18 Ÿ 2.2 Art in Public Spaces Role Supporting Cultural Strategic Plan Priorities ........................................................................................................................................................................................22 3 Vision and Program Areas ...............................................................................................................23 Ÿ 3.1 Vision for Art in Public Spaces in Pickering ...................................................................24 Ÿ 3.2 Guiding Principles for Art in Public Spaces ..................................................................25 Ÿ 3.3 Program Areas .......................................................................................................................................................................27 Ÿ Program Area 1: Civic and Capital Projects..................................................................28 Ÿ Program Area 2: Education, Youth and Families ...............................................30 Ÿ Program Area 3: Creative Placemaking Program for Temporary, Street Art, and Art Activations ......................................................................32 Ÿ Program Area 4: Community Public Art and Engagement Program ...............................................................................................................................................34 Ÿ Program Area 5: Maintenance ...............................................................................................................36 4 Public Art Siting and Program Typologies ........................................38 Ÿ 4.1 Siting .........................................................................................................................................................................................................40 Ÿ 4.2 Program Typologies ...................................................................................................................................................45 5 Governance .................................................................................................................................................................................47 Ÿ 5.1 Procurement & Art Selection ....................................................................................................................48 6 Maintenance/Stewardship..............................................................................................................51 Ÿ 6.1 Caring for Art in Public Spaces ..............................................................................................................52 7 Funding Sources ...........................................................................................................................................................54 Ÿ 7.1 Leveraging Public, Private, and Community Investment ...................55 8 Going Forward...................................................................................................................................................................56 Ÿ 8.1 Implementation and Next Steps........................................................................................................57 Acknowledgements......................................................................................................................................................60 Co n t e n t s - 127 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 1 Introduction 2 - 128 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 1.1 Introduction and Context Setting Across Canada, municipalities are navigating a period of constrained cultural funding while prioritizing major infrastructure like roads and other significant civic capital investments. In this context, arts and cultural planning has increasingly shifted toward models that sustain cultural vitality through strategic integration with placemaking, infrastructure, and community development initiatives. Rather than relying solely on large permanent commissions, cities are expanding flexible approaches, such as temporary exhibitions, artist residencies, and community-led activations, to maintain visible arts activity, support artists, and animate public space in cost-effective ways. Pickering’s context is notably strong within this national landscape. The City has demonstrated significant leadership and investment in culture, including substantial increases to Cultural Services funding over the past four years, representing more than $70 million in cultural infrastructure and program investment. Pickering also maintains a healthy public art budget and a growing cultural services portfolio, positioning the city well to continue advancing ambitious arts and placemaking initiatives as part of its broader growth strategy. In keeping with Pickering’s broader placemaking priorities, the 2026 Cultural Strategic Plan, and the City’s ongoing growth trajectory, this Art in Public Spaces Plan focuses on maintaining and strengthening the City’s robust level of arts activity while amplifying new opportunities through temporary, digital, and community-responsive programs. This approach builds on the City’s existing investment and ensures that art in public spaces continues to contribute to civic identity, belonging, and vibrancy while supporting a diverse and evolving cultural ecosystem. Summary of Recommendations It is recommended that the City of Pickering adopt an expanded definition of art in public spaces and implement a coherent, city-wide program that responds to rapid population growth by: 1. Addressing geographic gaps through a clear siting framework that prioritizes civic and cultural hubs, parks/waterfront, transit corridors/gateways, and neighbourhood nodes, especially Claremont, Seaton, and intensification areas. 2. Aligning delivery with the Cultural Strategic Plan through five core program areas (civic/capital, developer contributions, temporary/creative placemaking, community engagement including artist-in-residence and animators models, and education and maintenance.). 3. Embedding equity, accessibility, and Indigenous-led partnerships into commissioning and governance. 4. Modernizing procurement, policy, lifecycle planning, and funding to ensure sustainability. 5. Strengthening interpretation, promotion, and public education — through signage, digital tools, tours, and storytelling — to build resident awareness, knowledge-sharing, and pride of place around both existing and future artworks. 3 Se c t i o n 1 | I n t r o d u c t i o n - 129 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 1.2 What Is Art in Public Spaces? Art in public spaces (also referred to as public art1) is defined as original artwork selected, commissioned, created, programmed, or donated for placement within the public domain and created by an artist. Artworks may be permanent or temporary, functional or aesthetic, integrated into architecture, infrastructure, or landscape, or discrete installations located within a particular site. Artwork initiated or created by the community for the public realm is also considered art in public spaces. The term art in public spaces is used throughout this plan to reflect an inclusive understanding of artistic practice beyond the narrow lens of sculptures and murals. This term recognizes that multiple artistic disciplines, including but not limited to visual art, digital media, performance, storytelling, and participatory practices, can contribute to the activation and animation of public spaces. In contemporary municipal practice, art in public spaces extends beyond sculptures and murals to support placemaking, cultural expression, social cohesion and city-building objectives. Municipalities increasingly use art in public spaces as a strategic tool to interpret local histories, reflect diverse community identities, foster belonging, and enhance the quality and experience of the public realm. In Pickering, art in public spaces contributes to the City’s evolving identity, supports community well-being, and aligns with broader goals for sustainable growth and cultural development articulated in municipal policy frameworks. Key Terms Key terms referenced throughout the plan include: Ÿ Art in Public Spaces: Art, located in the public realm, that contributes to placemaking and cultural meaning, with the capacity to interpret historic, social, cultural, and narrative dimensions that distinguish communities and create a sense of place. Ÿ Creative Placemaking: An evolving field of practice that intentionally leverages arts, culture, and creativity to serve community interests while advancing broader agendas for growth, equity, and transformation and enhancing character and quality of place. Ÿ Public Realm: Publicly accessible places and spaces, including streets, parks, plazas, waterfronts, civic facilities, building facades, and privately owned public spaces. Ÿ Creative Engagement: is the use of arts, culture, and creative processes to meaningfully involve residents in shaping civic spaces, programs and decisions. 1 Americans for the Arts. (n.d.). Public art. https://www.americansforthearts.org/by-topic/public-art 4 - 130 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 1.3 Community and Place Profile Demographics and Urban Growth Context The City of Pickering is a rapidly growing municipality located in Durham Region, adjacent to Toronto, Markham, Ajax, and Uxbridge, and extending south to Lake Ontario. Pickering is transitioning from a suburban community to a more complete and urbanized city, with significant growth anticipated in the downtown core, transit corridors, and emerging communities. Pickering’s Official Plan guides long-term land use, transportation, and resource management and is periodically reviewed to respond to changing economic, social, and environmental conditions. Population growth forecasts indicate substantial expansion over the coming decades, with projections identifying Pickering as a key growth area within the Region of Durham and the Greater Golden Horseshoe. Downtown Pickering is designated as an Urban Growth Centre and Mobility Hub by the Province of Ontario, designed to become a high- density, mixed-use community with a target of 200 residents and jobs per hectare by 2031. This growth is intended to enhance the City’s vitality, support economic development, and strengthen civic identity. This urban transformation presents opportunities for art in public spaces to contribute to placemaking, identity-building and community cohesion in both established and more emerging neighbourhoods. Indigenous Context The City of Pickering is situated 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. Pickering is also home to many Indigenous persons and communities who represent other diverse, distinct, and autonomous Indigenous nations.2 This plan recognizes Indigenous rights, knowledge systems, and cultural practices, and supports opportunities for Indigenous-led and Indigenous-partnered art in public spaces initiatives. Indigenous public art can contribute to meaningful representation within Pickering’s evolving public realm, and should be developed through respectful relationships and appropriate protocols. 2 City of Pickering. (2025). Community vision and priorities: Pickering Official Plan review public information centre presentation. https://www.pickering.ca/media/l4vbzxgq/pic-3-presentation_acc.pdf Se c t i o n 1 | I n t r o d u c t i o n 5 - 131 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Cultural Assets and Public Realm Overview As identified in the 2026 Cultural Strategic Plan Pickering’s cultural ecosystem includes a network of cultural facilities, heritage assets, creative practitioners, festivals, and community organizations that contribute to the City’s identity and quality of life. The plan recognizes that arts, culture, and heritage define community identity, contribute to economic and social development, and create a sense of place and belonging. This Art in Public Spaces Plan relates primarily to the 2026 Cultural Strategic Plan’s Strategic Priority 1 — Foster placemaking and a distinct community identity. Pickering’s public realm includes the waterfront, trail networks, civic and cultural facilities, neighbourhood parks and plazas, streetscapes, and emerging downtown and transit-oriented development areas. These spaces provide a significant platform for art in public spaces to enhance place identity, foster social interaction, and support Pickering’s evolving urban form. 6 - 132 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 1.4 Existing Public Art and Cultural Infrastructure Pickering has an established and growing portfolio of public art, supported by municipal programs, capital investments, and partnerships. As of 2026, the City identified over 47 public artworks across Pickering, including permanent sculptures, murals, digital and temporary installations distributed across civic, waterfront, museum, suburban, and gateway locations. The City’s Public Art Plan 2023–2026 organizes existing and planned public art initiatives across five primary zones: Civic Centre, Waterfront, Pickering Museum Village and Greenwood Park, Suburban Areas and Gateways and Hubs. Cultural infrastructure in Pickering includes the Pickering Museum Village, public libraries, recreation and community centres, waterfront and trail systems, and a range of festivals and cultural events. Together, these assets provide a platform for integrated art in public spaces initiatives that support cultural expression, placemaking, and community development. This plan builds on existing public art investments and aligns with municipal objectives for placemaking, community identity, and high-quality public realm design. 7 Se c t i o n 1 | V i s i o n a n d S t r a t e g y - 133 - 1.5 Methodology and Plan Development Approach The City of Pickering Art in Public Spaces Plan was developed simultaneously alongside the 2026 Cultural Strategic Plan and Pickering Museum Village Strategic Plan through a collaborative and multi- layered research and policy review process to ensure alignment with municipal planning and strategic priorities. Key components of the methodology included: Ÿ Review of municipal policy frameworks, including the Pickering Official Plan, Public Art Policy, Public Art Plan, Cultural Strategic Plan, Corporate Strategic Plan, and Equity, Diversity and Inclusion Strategy. Ÿ Comparative review of public art strategies, policies, and governance models from Canadian and international municipalities. Ÿ Review of existing public art assets, siting opportunities, and public realm typologies within Pickering. Ÿ Review of engagement and consultation to align art in public spaces planning with cultural planning priorities. This methodology ensured that the plan is grounded in municipal policy, aligned with city-building priorities, and informed by contemporary practices in public art planning, creative placemaking, and cultural policy. 8 - 134 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 1.6 Gaps and Opportunities in Pickering’s Art in Public Spaces While Pickering has developed a growing portfolio of public art across civic, waterfront, museum, and suburban contexts, spatial and thematic gaps remain that present strategic opportunities for future investment. Public art is currently concentrated in the City Hall/Civic Centre, waterfront, and Pickering Museum Village areas, with comparatively limited presence in Central/North Pickering (i.e., Claremont) and emerging growth areas such as Seaton and intensification corridors, raising equity considerations related to geographic access and representation. As Pickering continues to intensify along transit corridors, mixed-use nodes, and gateway sites, there is an opportunity to integrate art in public spaces into infrastructure projects, streetscapes, and transit-oriented developments to support placemaking and identity-building in high-growth areas. Alongside new investment, there is also a growing need to build public awareness, education, and pride of place by strengthening interpretation and promotion of existing artworks through storytelling, tours, digital platforms and accessible information-sharing that deepens residents’ understanding of the City’s public art collection and cultural narratives. Additionally, while recent projects have begun to incorporate Indigenous-led works, there is an opportunity to expand Indigenous representation and partnerships through relationship building, sustained Indigenous-led commissions, storytelling, mentorship, and land-based public art that reflects Indigenous histories, stories, contemporary presence and futures. Strengthening community-based and participatory public art in diverse neighbourhoods/hamlets, particularly youth- and newcomer-serving areas, also presents an opportunity to enhance belonging, cultural expression, and local capacity building across Pickering’s evolving urban landscape. 9 Se c t i o n 1 | V i s i o n a n d S t r a t e g y - 135 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 1.7 What We Heard: Engagement Summary Our Process Following the project’s Community Engagement and Communications Framework, the engagement team engaged with City staff, community interest holders and the broader Pickering community to develop the Cultural Strategic Plan and related Art in Public Spaces Plan and Pickering Museum Village Strategic Plan. Special attention was paid to ensuring that voices that may not typically be heard during large-scale engagement events were sought out, leading to engagement with key art-based stakeholders and community organizations, the Indigenous Relationship Building Circle, Pickering Anti-Black Racism Task Force, and High School and Youth leaders. The comprehensive engagement process was designed to ensure impactful public consultation on the future vision of cultural development, including museums, heritage, and art in public spaces in Pickering. The engagement approach included both small, workshop style sessions and a large community questionnaire with over 600 responses to understand the community experience at both small and large scales. The final strategies were developed with community. The following section is a summary of the activities and key engagement findings related specifically to the Art in Public Spaces Plan. Engagement at a Glance Ÿ Senior Management Session September 22, 2025 ŸInterdepartmental Staff Session September 22, 2025 ŸAgency and Opinion Leader Interviews (Six) September 25, 2025–October 9, 2025 ŸCommunity Questionnaire October 31–December 20, 2025 ŸOpen Houses (Four) November 12 and November 13, 2025 ŸArt in Public Spaces Focus Group November 14, 2025 ŸMuseum and Heritage Focus Group November 14, 2025 ŸHigh School and Youth Leader Sessions November 20, 21, 28, December 9, 2025 ŸIndigenous Relationship Building Circle November 25, 2025 ŸPickering Anti-Black Racism Taskforce January 8, 2026 ŸPickering Museum Village Staff Session January 14, 2026 10 - 136 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Overall: Major Themes Engagement participants identified art in public spaces as an important tool for placemaking, neighbourhood activation, and strengthening everyday encounters with culture. Participants emphasized that public art should meaningfully reflect Pickering’s distinct histories, cultures, and communities, including through the inclusion of local artists and locally relevant narratives. Participants also highlighted opportunities for art in public spaces to support wayfinding, reinforce neighbourhood identity, and be integrated into parks, streetscapes, transit corridors, and civic infrastructure. In addition to permanent installations, there was interest in temporary and rotating works that allow for experimentation, broader artist participation, and responsiveness to changing community contexts. Engagement feedback suggests that art in public spaces is most valued when it is contextually grounded, locally relevant, and integrated into everyday environments rather than treated as standalone or purely symbolic interventions. While participants expressed interest in both permanent and temporary works, these preferences highlight the need for a clear curatorial and governance framework to balance experimentation, maintenance, and long-term stewardship. Senior Management Session September 22, 2025 At the senior management level, the consultant emphasized the need for a culture plan that is laser-focused given the current and forthcoming sector realities and economic outlook. The senior team agreed that a targeted scope that is actionable, and financially realistic, given the City’s looming budget pressures and competing capital priorities. They acknowledged culture’s role in enhancing community identity, placemaking, and civic pride, while also underscoring the need to safeguard existing cultural assets. Leaders noted progress in areas such as art in public spaces integration, expanded community grants, and improvements in equity, diversity, and inclusion, but also raised concerns around heritage preservation, resident awareness of culture, and the tension between hamlets and urban growth. Discussions underscored the urgency of rooting new developments in local heritage, identifying key art in public spaces sites and placemaking opportunities, and sustaining the City’s progress in museum programming and heritage interpretation. 11 Se c t i o n 1 | V i s i o n a n d S t r a t e g y - 137 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Interdepartmental Staff Session September 22, 2025 The staff engagement session echoed these perspectives, with frontline and interdepartmental staff describing cultural services as highly collaborative and integrated across City functions. They pointed to key strengths (such as inclusive events, strong museum engagement, and a growing art in public spaces presence); however, staff also flagged key gaps: Ÿ Inadequate performing arts and event spaces ŸAccessibility challenges ŸStrained relationships with Indigenous communities ŸOutdated policies, and insufficient resources to meet growing demands Opportunities identified included: Ÿ Strengthening Indigenous partnerships ŸInvesting in new facilities and transit access ŸExpanding placemaking initiatives, and, ŸBringing museum and cultural programming directly into communities ŸStaff articulated aspirations for expanded programming, new performance venues, and stronger visibility of cultural offerings, alongside big ideas, such as artist live/workspaces and neighbourhood- level activation. These sessions present a clear picture: Pickering has built a solid foundation of cultural services and assets, supported by strong leadership and staff collaboration. Simultaneously, there is a shared recognition that the City is at a critical inflection point — needing to balance financial realities with ambitious goals for growth, inclusivity, and civic identity. The insights will guide the development of a phased, practical cultural plan that strengthens Pickering’s distinctiveness, while addressing gaps in infrastructure, equity, and policy. 12 - 138 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Agency and Opinion Leader Interviews (Six) September 25–October 9, 2025 Interviews were conducted with six Agency and Opinion leaders selected by City of Pickering staff to gather their insights into potential funding sources and governance models, as well as partnership and service delivery models, to help us understand and confirm broader trends in the cultural sector at large. Agency and opinion leaders view Pickering as being at a pivotal stage in its cultural evolution, moving from building capacity to defining its identity within Durham Region and the Greater Toronto Area. The interviews revealed strong optimism about Pickering’s cultural potential and underscored the need for more coordinated governance, sustainable funding, and authentic community engagement. Ÿ Pickering’s rapid demographic growth, diversity, and strong civic leadership are key cultural assets. ŸThe Dorsay Community & Heritage Centre was identified as a transformative opportunity to link heritage, community, and contemporary culture. ŸSuccess will rely on sustainable operational models, cross-departmental collaboration, and the integration of culture with tourism and economic development. Key Themes and Insights 1. Culture as a Public Good and Driver of Livability Ÿ Culture must be positioned as essential infrastructure, not a 'nice-to-have.' Ÿ Cultural development contributes directly to belonging, identity, and community pride. Ÿ Plans must ensure that all residents can see themselves represented through accessible, everyday cultural experiences. 2. Collaboration, Governance, and Regional Partnerships Ÿ A coordinated approach is needed across divisions (Culture, Tourism, Economic Development, etc.). Ÿ Regional collaboration across Durham municipalities is essential. Ÿ Partnerships with business, education, and tourism sectors can expand visibility, attract investment, and diversify revenue streams. 3. Inclusion and Authentic Engagement Ÿ Interviewees emphasized deep, relationship-based engagement with communities over one-off consultations. Ÿ Co-created programming and exhibitions that transfer authorship to communities build stronger connections and relevance. Ÿ Focus areas include Indigenous partnership-building, youth engagement, and ensuring representation of newcomer and equity-deserving communities. 4. Financial Sustainability and Innovation Ÿ Rising costs and reduced funding require diversified revenue sources, sponsorships, and entrepreneurial models. Ÿ Linking culture to economic tools such as the Municipal Accommodation Tax (MAT) and cultural tourism strategies was recommended. Ÿ Interviewees cautioned against overly aspirational plans, advocating for phased, achievable actions with clear return-on-investment measures. 5. Museums and Art in Public Spaces as Anchors for Inclusion Ÿ The Pickering Museum Village and Dorsay Community & Heritage Centre can redefine how heritage and contemporary culture intersect. Ÿ Museums are evolving from preservation toward identity-affirming storytelling. Ÿ Opportunity for art in public spaces to extend beyond civic nodes to new neighbourhoods and use interactive and digital tools to enhance accessibility and engagement. 13 Se c t i o n 1 | V i s i o n a n d S t r a t e g y - 139 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Community Questionnaire October 31–December 20, 2025 A Community Questionnaire was available on LetsTalkPickering.ca from October 31st, 2025 until December 20, 2025. The survey received 635 responses, with the majority (n=461) from youth aged 13–17. The next most popular age demographic were older adults, aged 65+ (n=52). This points to the community questionnaire data including a significant youth bias. Most respondents (n=583) indicated they lived in Pickering, with other respondents working or visiting often. A minority of responses expressed concerns about property tax rates and public expenditures on arts, culture, and heritage. This suggests that municipal spending on arts, culture, and heritage should be consistent and transparent, communication about cultural investment must be clear, and that innovative funding approaches (e.g., partnerships with the private sector) should be explored where possible. Ÿ When asked about their vision for arts, culture, and heritage in Pickering, respondents were interested in increased prominence and diversity in programming, while preserving heritage and ensuring that cultural initiatives were reflective of the community. Ÿ Respondents were active participants in arts, culture, and museum/heritage offerings within the last three years. Special events, festivals and cultural ceremonies were the most common response (n=380), followed by natural heritage sites (n=304). Respondents who chose the ‘other’ option shared that they participated in informal events, workshops, hobbies, sports, or events in Toronto. Ÿ Respondents enjoy several aspects of culture in Pickering, including the opportunity to connect with neighbours and family through programming, existing public art, greenspace, programming, and intercultural opportunities. Ÿ Respondents were interested in increased activities/ experiences of interest to them (n=450), when asked about what factors would encourage them to participate more. More free time, increased options nearby, and more cultural spaces/facilities were also popular factors. ŸPeer to peer channels (such as social media), as well as community posters/word of mouth, were the most common methods respondents used to learn about arts, culture, and heritage. Local news/media, city communications, and library event listings and posters were also commonly used. ŸThere is an appetite for outdoor gathering spaces and large, dedicated cultural spaces or facilities among survey respondents. Some respondents also indicated that they leave Pickering to participate in intercultural events, as well as events such as live music, theatre, and opera. ŸThere is a need to increase access and awareness of arts, culture, and heritage experience across neighbourhoods and hamlets. While 221 respondents indicated that they do have access to arts, culture, and heritage in their local neighbourhood or hamlet, the large number of respondents who indicated ‘I don’t know’ (n=241) or ‘no’ (n=173) points to this need. ŸRespondents expressed mixed opinions on whether they felt that current arts, culture, and heritage offerings reflect Pickering’s changing and diverse population. Many respondents indicated that arts, culture, and heritage offerings are becoming more diverse. ŸLocal access to arts, culture, and heritage in respondents’ neighbourhood/hamlet is important. A combined 296 respondents indicated that access to arts, culture, and heritage in their neighbourhood or hamlet was ‘very important’ or ‘important,’ with an additional 225 respondents indicating it was somewhat important. 14 - 140 - Open Houses (Four) November 12 and November 13, 2025 Community members met during four, two-hour open houses held at community centres on November 12 and 13, 2025. The target audiences included northern neighbourhoods and hamlets, Whitevale A&C Centre Board/Members, Arts and Museum interest holders, and Pickering residents. Attendees were encouraged to contribute to Sounding Boards (physical boards they could write their input on) and complete the community questionnaire. Participants expressed a strong desire for increased arts and culture programming options. Some participants stressed the need for increased awareness of culture in the community, for example through more emails and newsletters. Several participants expressed a need for the Cultural Plan to encourage diversity that is representative of Pickering’s population through events that encourage interculturalism. Affordability and availability of arts and culture were also mentioned repeatedly, particularly in terms of affordable or free spaces to enjoy culture. Art in Public Spaces Focus Group November 14, 2025 Participants identified that art in public spaces is an important opportunity for placemaking and activating the public realm. Several proposed incorporating public art with recreation opportunities, such as outdoor space and community centres. Some expressed a desire for more art in public spaces. Two participants identified an opportunity to incorporate Indigenous names or land acknowledgement in art in public spaces or street naming processes. Participants also expressed a strong affinity for the local Waterfront, a potential location for future art in public space initiatives. High School and Youth Consultant Sessions November 20, 21, 28, 2025 High school students from St. Mary’s Catholic Secondary School and Dunbarton High School were engaged at their schools on November 20, 21 and 28, 2025. These students were consulted for their perspectives related to improving cultural programs and services in the city, as well as their opinion on what themes and or types of art in public spaces should be featured in Pickering. The student solutions included billboards and outdoor signs for wayfinding and attraction, strategic partnerships with schools, community groups and influencers, and free/affordable experiential opportunities and events. 15 Se c t i o n 1 | V i s i o n a n d S t r a t e g y - 141 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Indigenous Relationship Building Circle November 25, 2025 The Indigenous Relationship Building Circle (IRBC) met to discuss the impact of a new Cultural Strategic Plan on their community, and how they would like their culture and values reflected in the plan. Highlights from the conversation included: Ÿ More opportunities to showcase Indigenous arts, performance and heritage, including a space for Powwows. ŸImproved communication tactics from the City to inform Indigenous participants on cultural goings-on. ŸMore inclusive engagement methods are needed in order to include Indigenous participants in cultural offerings. ŸImproved municipal systems and policies (i.e., event planning, finance and insurance) are needed in order to gain trust with local Indigenous groups, especially artists. ŸSupport employment and funding opportunities for Indigenous youth to work in cultural sector. Pickering Anti-Black Racism Taskforce January 8, 2026 The Pickering Anti-Black Racism Taskforce (PABRT) is a committee of Council appointees who work in partnership with the Pickering community, Durham- based organizations, businesses, and the City of Pickering. Highlights from the conversation about the plan development included: Ÿ Equity must be embedded in cultural budgeting, with funding and grants designed to be accessible to smaller and grassroots community groups. Ÿ Clearer procurement pathways are needed so community organizations and artists can better understand and participate in calls for artists, RFPs, and City processes. Ÿ City staff capacity and liaison support are critical to successfully connect community groups with resources, policies, and procedures. Ÿ Museums and cultural institutions should strengthen their community presence, engage contemporary audiences, and participate more visibly in community events. Ÿ Local cultural heroes and underrepresented voices should be celebrated through public art, storytelling, and visible interventions across public spaces. Ÿ Art in public spaces should be used as a tool for dialogue, community engagement, and reflection of Pickering’s diverse cultural identity. Ÿ Consistent and accessible communication is essential, so residents are aware of cultural initiatives, events, and opportunities to participate. Ÿ Evaluation and feedback loops with the community must be ongoing, with KPIs and metrics embedded into both projects and City cultural processes. Ÿ Cultural development should focus on sustainability, moving from initiation to refinement, stabilization, and long-term maintenance of initiatives. 16 - 142 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 2 Strategic Alignment with Cultural Strategic Plan 17 - 143 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 2.1 Strategic Alignment The Pickering Art in Public Spaces Plan establishes a framework to guide the City’s approach to commissioning, siting, governance, and stewardship of art in public spaces. The recommendations are structured around four interrelated objectives that support Pickering’s broader Cultural Strategic Plan and its 5 Strategic Priorities as follows: Strategic Priority 1 Foster placemaking and a distinct community identity Goal: There is a pride of place and enhanced community spaces for connection in Pickering. Creative placemaking strengthens the relationship between people and place. It integrates culture, heritage, land, and public space to foster identity, pride, and belonging. For Pickering, this includes ensuring that cultural spaces–both indoor and outdoor–reflect the city’s history and evolving community. Strategic Priority 2 Celebrate interculturalism through the arts Goal: Everyone feels they can safely and inclusively participate in the cultural life of our city where diversity is welcomed. Intercultural celebration recognizes and values the diversity of Pickering’s residents. It promotes inclusive storytelling, shared experiences, and opportunities for cultural exchange, ensuring that all communities see themselves reflected in the city’s cultural life. Strategic Priority 3 Sustain and maintain a creative economy Goal: Pickering is recognized as an all-season cultural tourism destination and home to a thriving and sustained creative ecosystem of artists and creative workers. The creative economy supports local artists, cultural producers, and creative enterprises. It contributes to economic development, tourism, and community vitality through mission-aligned cultural programming, partnerships, and revenue-generating opportunities. Strategic Priority 4 Be future ready Goal: There is enhanced capacity within the City and in the community for cultural development. Future-ready cultural development strengthens institutional capacity, professional practice, interdepartmental collaboration, and long-term sustainability. It ensures that cultural infrastructure and programming evolve alongside community growth and demographic change. 18 - 144 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Strategic Priority 5 Prioritize youth and young families Goal: Youth are active and involved in the arts as participants and producers, and there are family arts opportunities abound. Youth and family engagement ensure that cultural participation begins early and continues throughout the life course. It prioritizes experiential, creative, and accessible opportunities that invite young residents to shape and contribute to Pickering’s cultural future. Together, these recommendations move public art in Pickering from a series of discrete projects toward a coherent civic infrastructure that contributes to identity, livability, reconciliation, and sustainable urban growth. Art in Public Spaces Plan Strategic Priority 1 Placemaking Strategic Priority 2 Interculturalism Strategic Priority 3 Creative Economy Strategic Priority 4 Future Ready Strategic Priority 5 Youth and Families Se c t i o n 2 | S t r a t e g i c A l i g n m e n t w i t h C u l t u r a l S t r a t e g i c P l a n 19 - 145 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN The Pickering Art in Public Spaces Plan is designed to advance these priorities through four focused art in public spaces objectives: 1 Sharing Identities, Histories, and Stories of Place The City should integrate community-engaged processes throughout the public art commissioning lifecycle, ensuring that storytelling, dialogue, and knowledge sharing inform projects from early planning through to long-term interpretation. Engagement activities may occur at multiple stages of a commission, including site identification and planning, artist call promotion, community feedback on proposals, launch events, and post-installation programming. Approaches such as artist-led listening sessions, story circles, neighbourhood conversations, public art tours and community animator committees can provide structured opportunities for residents, local historians, artists, Indigenous Elders, and community organizations to share perspectives and contribute place- based knowledge. These activities strengthen transparency and communication around public art projects while helping artists engage more deeply with the social and cultural context of Pickering’s land, waterways, neighbourhoods, and communities. Digital and hybrid interpretation tools, including QR-linked content, augmented reality, and online archives, can further extend the reach and lifespan of public artworks by sharing the stories, research, and community voices connected to each project beyond the moment of installation. 2 Creating a Distinct and Vibrant Public Realm The City should pilot temporary and rotating installations (which could include projection-based works and urban digital screens) to activate underutilized sites and introduce contemporary public art practices. These types of initiatives allow the City to test new ideas, animate public spaces, and bring visible arts activity to different neighbourhoods while supporting a wide range of artists and creative practices. Art can also be considered early within capital planning and urban design processes. One way municipalities have advanced this approach is through artist-in-residence models embedded within civic departments or major infrastructure projects. In these programs, artists work alongside planners, engineers, and landscape architects during early project phases — participating in site research, community engagement, and design discussions — to bring creative perspectives to how infrastructure and public space can be experienced. For example, the City of Calgary’s Watershed+ program placed artist Sans façon in residence within the City’s Water Services division, where artistic research and engagement activities informed conversations about water infrastructure, ecology, and public awareness. While not every capital project will require a formal residency, this model illustrates how artists can contribute to broader civic conversations and help identify opportunities for integrated artworks, interpretive elements, or creative public space interventions as projects are being planned. Interactive artworks that invite movement, play, reflection, and gathering should also be prioritized in parks, civic plazas, waterfront areas, and transit-adjacent spaces, supporting a lively and welcoming public realm across the city. 20 - 146 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 3 Belonging, Access, and Lifelong Creative Engagement The City should strengthen the capacity of the local arts community by creating mentorship opportunities, artist exchanges, and paid roles for emerging artists, youth, and community animators to participate in public art programs. Public art commissions should be designed to engage a wide range of residents across ages, abilities and cultural backgrounds. This may include artworks and programs that support different ways of experiencing and interacting with art — such as tactile elements, seating or gathering spaces, opportunities for play or participation, multilingual interpretation, and programming that invites families, youth, and seniors to take part. Digital access points, including online public art maps, audio guides, and artist interviews, can further expand participation by making it easier for residents and visitors to discover artworks and learn about the stories and ideas behind them. An evaluation framework should be established to help the City understand the impact of the program over time. This may include tracking indicators such as participation in engagement activities, representation of local and emerging artists in commissions, geographic distribution of artworks across neighbourhoods, accessibility of artworks and interpretation materials, and community feedback on how public art contributes to a sense of belonging and connection to place. 4 Ensuring Sustainable and Resilient Public Art Activity The City should update public art policies and procedures to include sustainability criteria, lifecycle planning, and clear maintenance and deaccessioning guidelines. A long-term Public Art Implementation Plan should align commissioning schedules, staffing, and municipal priorities. Durable, low-impact materials should be prioritized for landmark/permanent commissions, while environmentally sustainable materials and practices should be encouraged for temporary and rotational programming. Art in Public Spaces Precedent: Lookout at Storm King, 2023, Martin Puryear, Hudson Valley, New York Credit: Jeffrey Jenkins. 21 Se c t i o n 2 | S t r a t e g i c A l i g n m e n t w i t h C u l t u r a l S t r a t e g i c P l a n - 147 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 2.2 Art in Public Spaces Role Supporting Cultural Strategic Plan Priorities Table 1: Alignment between Cultural Strategic Plan (CSP) Priorities and the Art in Public Spaces Plan (APSP) Objectives CSP STRATEGIC PRIORITIES APSP OBJECTIVE 1: Sharing Identities, Histories, and Stories of Place APSP OBJECTIVE 2: Creating a Distinct and Vibrant Public Realm APSP OBJECTIVE 3: Belonging, Access, and Lifelong Creative Engagement APSP OBJECTIVE 4: Ensuring Sustainable and Resilient Public Art Activity Foster placemaking and a distinct community identity ✓✓✓ Celebrate interculturalism through the arts ✓✓✓ Sustain and maintain a creative economy ✓✓✓ Be future ready ✓✓ Prioritize youth and young families ✓✓ 22 - 148 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 3 Vision and Program Areas 23 - 149 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 3.1 Vision for Art in Public Spaces in Pickering Connected Conversations Guided by the idea that people, movement, and exchange shape the city, Pickering’s Art in Public Spaces program will reflect the rhythms of connection between neighbourhoods, cultures, transit corridors, and shared civic spaces. Public art will act as connective tissue across the city: marking gateways, animating transit and pedestrian routes, and creating moments to pause, gather, connect and encounter one another in the flow of everyday life. Embracing innovation, Pickering’s Art in Public Spaces program will expand beyond physical form to include digital, media, and interactive works that layer stories onto streets, stations, parks, and public spaces. Through embedding artists into civic planning processes and through the establishment of an Animators Circle, public art will amplify diverse voices, and contribute to making civic spaces more responsive and inclusive. The program will champion experimentation and change, using temporary exhibitions and time-based projects as platforms for dialogue, and discovery. These temporary works will test new ideas, activate underused spaces, and invite community participation, allowing public art in Pickering to remain dynamic, adaptive, and forward-looking. Together, permanent, digital, and temporary works that evolve alongside the city, strengthens connections between people and place, and reflects Pickering as a city in motion, shaped by creativity, curiosity, and collective experience. Guided by principles of equity, creativity, and sustainability, public art will interpret place, foster belonging, and enhance the quality and identity of Pickering’s public realm across civic spaces, neighbourhoods, waterfronts, and growth areas. 24 - 150 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 3.2 Guiding Principles for Art in Public Spaces The guiding principles for the City of Pickering’s Art in Public Spaces Plan are informed by research, the cultural plan engagement processes, and best practices in municipal public art planning across Canada. Together, these principles articulate the values and priorities that will shape the future of art in public spaces in Pickering and guide decision-making across commissioning, programming, partnerships and site integration. Grounded in commitments to equity and inclusion, place-responsiveness, community building, artistic excellence and innovation, learning and capacity building, integration with city-building, and long- term sustainability, the principles ensure that art in public spaces contributes meaningfully to civic life and supports a dynamic and resilient cultural ecosystem. Equity and Inclusion Ensure public art reflects Pickering’s diverse communities, histories, and identities, and supports equitable geographic distribution and access. Place-Responsiveness Ground artworks in the ecological, cultural, and social context of Pickering’s land, waterways, neighbourhoods and built environment. Community Collaboration Prioritize participatory processes, partnerships, and community-led initiatives in public art development. 25 Se c t i o n 3 | V i s i o n a n d P r o g r a m A r e a s - 151 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Artistic Excellence and Innovation Support high-quality artistic practices across disciplines, scales, and media, including digital and interdisciplinary forms. Learning and Capacity Building Embed mentorship, training, and professional development within public art processes to expand the field of public art and support artists in transitioning from studio-based practice to the public realm. This includes integrating mentorship components into commissions, involving emerging and diverse practitioners on public art jury committees, and offering workshops, site tours, and learning opportunities that build knowledge across artists, staff, and community partners. Integration with City-Building Embed artists and creative processes in planning, design, and capital projects to shape the public realm. Sustainability Ensure artworks are designed, fabricated, and maintained with environmental, financial, and operational sustainability in mind. Art in Public Spaces Precedents: The Glass House 2023, Tom Fruin, Lake Nona, Florida Lake Nona public art program and art festival: 2-day festival, local/national artists, participatory. DREAM.IT.DO.IT AND INTER. NATION.ALL.WATERS 2015, John Runnels, The Woodlands, Texas Waterfront activation through connected art in public spaces. Meditation in a Beech Wood 1996, Martin Puryear, Wanås Foundation, Knislinge, Sweden Permanent and temporary works in forested estate, embedded art, participatory programming. 26 - 152 - 3.3 Program Areas It is recommended that the City adopt and implement five core Art in Public Spaces program areas to provide a clear, consistent, and scalable framework for delivering art across Pickering. Together, these program areas establish a balanced approach that integrates public art into civic and capital projects and creative placemaking initiatives, while also embedding artists and community voices within municipal processes and ensuring long-term stewardship through maintenance and education. By organizing art in public spaces delivery through these five core programs, the City can clarify roles and expectations, align investment with growth and infrastructure planning, support equity and innovation, and build a coherent, city-wide Art in Public Spaces program that is responsive to community needs and is sustainable over time. Program Area 1 Civic and Capital Projects Program Area 2 Education, Youth and Families Program Area 3 Creative Placemaking Program for Temporary, Street Art, and Art Activations Program Area 4 Community Public Art and Engagement Program Program Area 5 Maintenance Se c t i o n 3 | V i s i o n , P r i n c i p l e s , a n d S t r a t e g i c D i r e c t i o n s 27 Se c t i o n 3 | V i s i o n a n d P r o g r a m A r e a s - 153 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Program Area 1 Civic and Capital Projects Goal To integrate high-quality art in public spaces into municipally funded civic and capital projects so that public infrastructure reflects Pickering’s cultural identity and supports meaningful community connection. Supporting Actions 1. Integrate Public Art Early in Capital Planning Require consideration of art in public spaces at the earliest stages of planning and design for eligible civic and capital projects, including parks, civic buildings, streetscapes, waterfront improvements, transit-related infrastructure and other major upgrades. Art in public spaces should be prioritized in projects with high public visibility, civic significance and frequent public use. This includes, but is not limited to: community centres, libraries, cultural and recreation facilities, publicly accessible plazas, civic administration buildings, transit hubs and stations, major parks and waterfront destinations, gateways and prominent intersections and large-scale infrastructure projects. 2. Maintain Clear Funding Mechanisms Maintain annual contributions to the dedicated Public Art Reserve Fund to ensure consistent and predictable investment within eligible capital projects. 3. Support a Range of Public Art Typologies Continue to support a variety of public art approaches, including permanent works, integrated and functional artworks, digital and temporary installations. Encourage opportunities to incorporate art into civic infrastructure and public space design — such as bridges, seating, lighting and landscape features — so that artistic expression is embedded within everyday public environments. 4. Adopt a Curatorial Approach Adopt a curatorial approach to the Arts in Public Spaces program so that individual commissions contribute to a broader civic vision rather than functioning as stand-alone projects. Curatorial guidance throughout the commissioning lifecycle — from project planning and working with artist selection panels through fabrication, installation, interpretation — can help ensure that artworks respond to site context, reflect community input, and collectively build a recognizable identity for Pickering’s public realm over time. Advances Strategic Priorities: Placemaking Future Ready 28 - 154 - 5. Maintain Technical Oversight Continue to require artists as part of their scope of work to secure qualified technical review as part of their proposals and implementation plans. This includes engaging licensed professionals (e.g., structural engineers, lighting or media specialists) to certify the safety, durability, and technical feasibility of artworks, including stamped drawings and fabrication specifications where required. 6. Align Commissions with Operations Coordinate art in public spaces commissions with project teams, consultants, and City staff to align artworks with project timelines, operational needs, accessibility standards, and maintenance requirements. Art in Public Spaces Precedents: Fungi of the Wood 2024, LeuWebb Projects, Mississauga, Ontario Fungi of the Woods is an artwork that is accessible physically, sonically, and tactilely. The ground plane, seating, and tabletop surfaces are barrier- free. The concrete and rubberized surfacing has clearances for wheelchairs. In terms of sensory activations, the tall sculptural mushroom stem will have raised dimple-like forms that people can run their hands upon, and the hollow metal forms will ring upon tapping. People of varying abilities will be able to engage with the artwork independently and with dignity. Peeled Pavement 2015, Jill Anholt, Toronto, Ontario Embedded sidewalk installation on Mill street that reveals found industrial artifacts cast in bronze. 29 Se c t i o n 3 | V i s i o n a n d P r o g r a m A r e a s - 155 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Program Area 2 Education, Youth and Families Goal Support lifelong learning and meaningful engagement with art by connecting residents of all ages — particularly youth and families — to the stories, processes, and ideas behind the City’s Art in Public Spaces program. Supporting Actions 1. Integrate Learning and Public Programming Complement public art installations with ongoing educational and community programming, such as tours, artist talks, workshops, and participatory events. In alignment with the Cultural Strategic Plan, develop targeted opportunities for youth and families that encourage creative exploration, learning and connection to place. 2. Expand Public Education and Interpretation Tools Enhance access to art in public spaces through interpretive and educational tools, including signage, digital platforms and self-guided tours. Develop accessible and engaging content such as artist interviews, audio guides, and online maps to increase public awareness, understanding, and appreciation of artworks. Strengthen partnerships with local schools and educational organizations to support youth engagement. 3. Support Knowledge Sharing and Sector Development Create opportunities for knowledge exchange between artists, City staff, and the broader community. This may include artist talks, process documentation, case studies, and public- facing content that shares insights into how art in public spaces projects are developed and realized. Where possible, highlight local artists and projects to build awareness of Pickering’s creative community. 4. Build Internal Capacity Through Targeted Public Art Training Continue to strengthen the City’s ability to plan, deliver, and steward art in public spaces by supporting ongoing capacity-building opportunities for staff. Targeted training can help reinforce existing expertise, support cross-department alignment, and ensure consistent, best- practice-informed implementation of the Art in Public Spaces program. As part of this, the City may consider engaging a qualified Art in Public Spaces consultant to design and deliver tailored training sessions that respond to staff interests and evolving program needs. Potential topics could include: curatorial frameworks and program-wide approaches, artist procurement and selection processes, project management for public art, private sector integration, community engagement and participation, temporary and experimental public art and communications and interpretation. Advances Strategic Priorities: Creative Economy Future Ready Youth & Families 30 - 156 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Art in Public Spaces Precedents: The Peacemaker's Canoe 2021, Jay Havens , Toronto, Ontario Part of Waterfront Toronto's Temporary Public Art Program. Discovery Phase 2015, Monument Lab, Philidephia, Pennsylvania Community engagement pop-up. 31 Se c t i o n 3 | V i s i o n a n d P r o g r a m A r e a s - 157 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Program Area 3 Creative Placemaking Program for Temporary, Street Art, and Art Activations Goal To animate public spaces through temporary, experimental, digital and community-responsive art that encourages creative expression, participation, and place-based identity. Supporting Actions 1. Expand Temporary and Street Art Programming Build upon existing initiatives such as the Community Banner Series to support a wider range of temporary, street-based, and site-responsive artworks. This could include an expanded Mural Program and Art in Transit program at new bus shelters/ GO stations, digital artwork commissions, etc. 2. Establish a Recurring Temporary Public Art Exhibition Deliver a curated, seasonal temporary public art exhibition or festival that commissions time-limited artworks (example: 4-6 months) across civic and community spaces, encouraging experimentation and artistic innovation. 3. Leverage Partnerships for Program Delivery Partner with cultural organizations, educational institutions, small businesses and community groups to collaboratively deliver temporary public art initiatives and share resources, expertise, and audiences. 4. Activate Underused and Transitional Spaces Use temporary public art as a flexible tool to activate underutilized sites, support placemaking in evolving neighbourhoods and pilot potential locations or approaches for future permanent artworks. Advances Strategic Priorities: Placemaking Interculturalism Future Ready 32 - 158 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Art in Public Spaces Precedents: We Caught a UFO! 2024, Xavier Madden and Katja Banović, Winter Stations, Toronto, Ontario Winter Stations is an international design competition held annually in Toronto, Canada. Since 2015, they have invited artists, architects, designers, and students to reimagine lifeguard stations as interactive public art installations, transforming city beaches into an open-air exhibition each winter. We Are Atmosphere 2024, Lisa Hirmer, Barrie, Ontario Seeds to Sow, (2024) was the City of Barrie’s first large-scale temporary public art exhibition, featuring six site-specific installations that transformed spaces across Barrie from September 27 to November 8, 2024. Curated by Katie Lawson, in collaboration with the Barrie Public Art Committee (BPAC) and Carol-Ann Ryan, the City’s former Public Art Coordinator and Artistic Director of the exhibition, Seeds to Sow was a community-wide effort. Reube (V. Stepanova and M. Vionnet) Beth Stuart, 2019, Toronto, Ontario A mural commission part of the Don River Valley Park Art Program. 33 Se c t i o n 3 | V i s i o n a n d P r o g r a m A r e a s - 159 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Program Area 4 Community Public Art and Engagement Program Goal To embed artistic practice and community knowledge within municipal processes and public life to support equity, innovation, and inclusive placemaking. Supporting Actions 1. Establish a City Artist-in-Residence (AiR) Program Embed artists within City departments to support creative approaches to policy development, public engagement, communication, and public-realm planning. Examples of this approach include: • Watershed+ hosted by The City of Calgary’s UEP department with the Public Art Program. • City of Toronto's inaugural Artist-in-Residence (2023- 24) Maria Hupfield worked alongside the City's Urban Forestry team. • City of Boston’s Artist-in-Residence Program — various artists have collaborated with staff to explore issues such as mobility, housing access, and civic engagement. • City of Seattle Public Artist-in-Residence (PAIR) program — artists have explored topics including climate change, transportation access, community resilience with departments including Transportation, Office of Sustainability and Environment, Public utilities. Outcomes from programs like these include but are not limited to: the creation of new artwork i.e., temporary public art installations/murals, research reports, projects that translate policy issues into accessible community dialogue, community engagement activities (storytelling tours/walks, etc.), exhibitions etc. 2. Create a Black, Indigenous, and people of colour Animators Circle In keeping with the learnings from engagement with the Pickering Anti-Racism Taskforce, establish a paid cohort of Black, Indigenous, and people of colour artists and arts professionals to activate existing public art commissions through storytelling, performances, tours, and community-led engagement. 3. Integrate Mentorship and Capacity Building Position the Black, Indigenous, and people of colour Animators Circle as a mentorship platform offering workshops, peer learning, and pathways into public art and civic cultural work for emerging artists. Integrate mentorship requirements as part of artists’ scope in new commission opportunities. Advances Strategic Priorities: Interculturalism Creative Economy Youth & Families 34 - 160 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 4. Advance Indigenous-Led Decision-Making Convene all Indigenous selection committees for Indigenous-focused public art commissions to ensure Indigenous cultural protocols, and self- determination guide project outcomes. This action will require an update to the Public Art Policy. 5. Integrate various community engagement tactics throughout the commissioning lifecycle. Identify early, mid-planning and launch community engagements, activities, workshops to share project process and updates throughout. 6. Identify Community-Led and Community Co-created opportunities i.e., community mural wall, community recipes book project, etc.) Art in Public Spaces Precedents: Touch Sanitation 1979-80, Mierle Laderman Ukeles, New York, New York Four decades as the artist-in-residence of the New York Department of Sanitation. Nkweshkoodaadidaa Ekobiiyag 2024, Maria Hupfield, Toronto, Ontario City of Toronto’s inaugural Artist-in- Residence (2023-24) with the City’s Urban Forestry team, Taylor Creek bridge. Fire Hydrant Drinking Fountains 2015, Sans façon with City of Calgary, Calgary, Alberta Part of Watershed+ hosted by The City of Calgary’s UEP department with the Public Art Program. Se c t i o n 3 | V i s i o n a n d P r o g r a m A r e a s 35 - 161 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Program Area 5 Maintenance Goal To ensure the long-term care, sustainability, and public understanding of Pickering’s art in public spaces assets. Supporting Actions 1. Update the City’s Public Art Policy and procedures to align with the five core program areas. a. Expand the definition of public art to art in public spaces. Explicitly include: temporary work, digital and media-based work, socially engaged / process-based practices, artist-led placemaking (when artist-driven) to align the policy with the recommendations in this plan and contemporary practices. b. Clarify Role of Temporary, Digital and Rotating art in public spaces: Temporary art in the policy (Sections 10.03–10.04) does not define it’s strategic use. Include the function of temporary work as a pilot for permanent commissions, an activation tool for underutilized sites and as an overall program stream. Integrate digital work into this definition. c. Include the establishment of a multi-year curatorial framework for the Art in Public Spaces program to define: thematic priorities (e.g., waterfront, growth areas, Indigenous placekeeping), geographic strategies, program streams (temporary, integrated, community-based). This will support programmatic logic and shift planning from the existing site-by-site approach. Recommendation to add Curatorial Oversight: this leadership function may be internal (staff-led) or external (consultant/curator). d. Convene all Indigenous selection committees for Indigenous-focused public art commissions. e. Update community engagement (Section 21) to acknowledge engagement is not episodic but can be embedded in the commissioning lifecycle (site identification, proposal feedback, launch + post-install programming). This will support tools like artist-led engagement/artist-in-residence programming, community ambassadors programs, etc. f. Introduce Evaluation & Reporting Framework: Add annual reporting requirements including the documentation of the number of projects delivered, artist demographics, geographic distribution, budget allocation (including temporary vs permanent breakdown), community participation. Advances Strategic Priorities: Interculturalism Future Ready 36 - 162 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN The City is not currently prioritizing a private development public art program stream. Should the City choose to pursue this in the future, it is recommended to: g. Expand section 22 Public Art Development by the Private Sector and 23 Funding of the policy to enable developer sponsorship of temporary public art initiatives such as festivals, rotating digital commissions, or short-term installations as part of broader placemaking objectives. h. Develop detailed program guidelines for working with the private sector to outline eligibility, contribution options, timelines, roles, and responsibilities to provide clarity and predictability for developers. i. Advance internal conversations to explore eligible private development projects to contribute to public art through a percentage of construction value (for example 0.5% – 2% of eligible construction value) or a fixed per-unit rate, secured through planning approvals and agreements. 2. Implement a Program-wide Public Art Maintenance Framework Establish clear standards, responsibilities, and funding mechanisms for the ongoing maintenance, conservation, and lifecycle management of public artworks. Art in Public Spaces Precedents: Afraspektion 2025, Toronto, Ontario A festival and celebration of Black culture, Afrofuturism, and community in Toronto organized by Co-Leads Nico & Queen of Oddside Arts. AG + BA, El Anatsui, 2021, Augmented Reality, Toronto, Ontario Part of Seeing the Invisible, installation view, Sourauren Park, 2023. 37 Se c t i o n 3 | V i s i o n a n d P r o g r a m A r e a s - 163 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 4 Public Art Siting and Program Typologies  38 - 164 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN York University Billy Bishop Toronto City Airport Toronto Pearson International Airport Uxbridge Hospital Humber College University of Toronto Toronto Metropolitan University Northeast Pickering Union Station Seaton YORK REGION INVESTPICKERING Lakeridge HealthPort Perry Ajax Whitby Scugog Uxbridge Oshawa Clarington Pickering Lake Ontario Toront 5 km The following siting framework identifies priority locations for future art in public spaces investment and programmatic activation, informed by planned capital projects, growth areas, existing public art distribution and opportunities to strengthen geographic spread/balance across the city. The framework supports both permanent and temporary works, integrated commissions, collaboration with transit and participatory placemaking initiatives. 39 Se c t i o n 4 | P u b l i c A r t S i t i n g a n d P r o g r a m T y p o l o g i e s - 165 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 4.1 Siting Civic and Cultural Hubs Civic and cultural hubs represent the most visible and symbolic locations for art in public spaces, serving as focal points for gathering, cultural expression and civic identity. Future commissions in these areas should reinforce Pickering’s evolving civic narrative while complementing existing artworks and programming infrastructure. Priority Sites and Timelines City Centre Park (Glenanna Road, across from City Hall) Design: 2026 Construction: 2027–2028 Ÿ Major new downtown destination park and future civic anchor. Ÿ Opportunity for landmark-scale, interactive, and gathering-oriented works integrated into landscape design. Ÿ Potential for phased temporary installations during construction to animate the site and build anticipation. Seaton Recreation Complex & Library (Southeast corner of the re-aligned Whitevale Road/future Alexander Knox & Sideline 24/future Burkholder Drive) Design: Ongoing 2026 Construction: 2030–2032 Ÿ Major cultural hub within the Seaton growth area. Ÿ Opportunities for integrated architectural commissions, interior works, digital installations, and community-engaged projects reflecting emerging neighbourhood identities. Ÿ Potential to embed artist-in-residence models during early planning stages. Dorsay Community & Heritage Centre/Post Manor Block Ÿ Post Manor flagged following the 2024 feasibility study for potential art gallery space. Ÿ Council has requested a development update in 2027. Ÿ Opportunity to consider integrated public art and interpretive strategies across the broader block, linking heritage, future cultural infrastructure, and civic storytelling. Ÿ Completion of the planned shade structure artwork in the west garden (installation anticipated for 2027). 40 - 166 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Animal shelter adjacent to Fire Hall #1 Ÿ Opportunity for mid-scale public art commission. Siting Considerations Ÿ Embed artists early in capital design teams. Ÿ Prioritize durable, accessible, and high-impact works. Ÿ Use civic hubs as anchors for mentorship, education, and rotating programming streams. Art in Public Spaces Precedent: TRIO, 2015, Christian Moeller, Calgary, Alberta Parks, Waterfront, and Open Space Parks and waterfront areas offer strong opportunities for placemaking, environmental storytelling, and recreational engagement. Future art in public spaces should enhance ecological awareness, support gathering and movement, and create distinctive destination experiences. Priority Sites and Timelines Frenchman’s Bay West Park and Waterfront System Ÿ Expand on recent investment (e.g.,Water is Medicine, 2023). Ÿ Opportunities for shoreline and trail-based commissions, temporary installations, and seasonal programming (eastern side). Ÿ Potential for environmental and Indigenous-led storytelling initiatives. Ÿ Consider a coordinated waterfront temporary programming stream linking existing works (e.g., Millennium Mast, Kijimba Kind series). Ÿ Opportunities for trail markers, light-based works, and interpretive installations. Beachfront Park (West Side, Liverpool Road South) Design: 2026 Construction: 2027–2028 Ÿ Opportunity for waterfront-responsive works, gathering features, and integrated seating/play elements. Ÿ Potential for seasonal programming and shoreline interpretation initiatives. 41 Se c t i o n 4 | P u b l i c A r t S i t i n g a n d P r o g r a m T y p o l o g i e s - 167 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Dave Ryan Community Park (Southeast corner of Mulberry Lane and Alexander Knox Road) Design: 2026 Construction: 2027 Ÿ Neighbourhood-scale park opportunity for integrated functional artworks (shade, seating, play features). Ÿ Potential for community-engaged or mentorship-based commissions during early growth phases. Greenwood Community Park (Greenwood Road, across from Gate 3 of Pickering Museum Village) Design: 2027 Construction: 2028 Ÿ Opportunity for permanent commission integrated into park renewal. Ÿ Consider heritage and industrial context interpretation in collaboration with community stakeholders. Whitevale Open Space (Future Opportunity) Ÿ Timeline currently unknown. ŸGiven Whitevale’s cultural significance and its relationship to Seaton, this site presents potential for integrated landscape- based public art, interpretive installations, and/or Indigenous-led storytelling initiatives. Seaton Neighbourhood Connection Trails Planning: 2026–2027 Construction: TBD Ÿ Strong opportunity for Indigenous interpretive designs, trail markers, sculptural wayfinding, sound-based works, or land-based storytelling initiatives. ŸAlign art integration with early trail planning to ensure cohesive design. Siting Considerations Ÿ Integrate art with ecological design and sustainability objectives. Ÿ Prioritize durability in waterfront and exposed environments. Ÿ Support temporary and rotating works to ensure year-round activation. Ÿ Create connected experiences across trail and waterfront systems. Art in Public Spaces Precedent: Campfire, 2024, Michael Belmore and Herman Mejia, Toronto, Ontario 42 42 - 168 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Transit, Gateways, and Corridors Transit routes, gateways, and major corridors shape first impressions of the city and provide high-visibility opportunities for distributed art in public spaces. Future initiatives should build on existing banner, mural, and utility box programs while introducing more cohesive gateway strategies. Art in public spaces can foster heritage conservation and interpretation animation for City-owned properties and community partners’ sites (as per Objective 1.1 in the 2026 Cultural Strategic Plan). Priority Sites and Timelines New Skateboard Park (Highway 2 Corridor) Construction: 2027 Ÿ No vertical structures permitted. Ÿ New skatepark provides opportunities for youth- focused and embedded features. Ÿ Placemaking elements such as artist-designed benches, integrated surfaces, ground-based graphics, murals and functional furniture as well as light-based works could work well. Ÿ Strong opportunity for youth-led and emerging artist commissions. Kingston Road Corridor & Brock Road/Kingston Road Development Node Ÿ Condo development proposed 2028–2030. Ÿ Opportunity to coordinate with private development for integrated public art through future contribution frameworks or negotiated agreements if desired. Bus Rapid Transit (BRT) — Kingston Corridor (Metrolinx/DRT) Ÿ Metrolinx maintains a robust public art policy. Ÿ Opportunity for coordinated integration of art at mobility nodes, shelters, and transit-adjacent spaces. Ÿ The City can provide policy direction supporting collaboration, ensuring that transit-related commissions reflect local identity and align with municipal cultural objectives. Ÿ Given daily interaction volumes, transit-integrated art represents one of the highest-impact public art platforms in the city. Major Entry Corridors (Highway 401/407 and Primary Gateways) Ÿ Expand gateway strategies through sculptural markers, lighting installations, and landscape-integrated works. Ÿ Align with streetscape upgrades and growth planning. Siting Considerations Ÿ Ensure visibility from both pedestrian and vehicular perspectives. Ÿ Support cohesive visual identity along corridors. Ÿ Coordinate early with external agencies (e.g., Metrolinx) and private developers if/ when appropriate. Ÿ Expand smaller-scale commissions to support emerging and local artists. Art in Public Spaces Precedent: Sea to Sky 2017, Kelly Cannell, Vancouver, British Columbia A light box integrated into a transit shelter. 43 Se c t i o n 4 | P u b l i c A r t S i t i n g a n d P r o g r a m T y p o l o g i e s - 169 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Neighbourhood and Community Nodes Neighbourhood-scale art in public spaces fosters local identity, community pride, and everyday cultural encounters. Future investment should focus on equitable geographic distribution and community- informed processes, particularly in growth areas. Priority Sites and Opportunities Seaton Growth Areas and New Neighbourhood Parks Ÿ Align with Dave Ryan Park, Seaton trails, and Recreation Complex. Ÿ Expand integrated works in parks, schools, and civic facilities. Ÿ Support identity-building initiatives for new communities. Neighbourhood Community Centres and Libraries Ÿ Continue small-scale commissions and community mural initiatives. Ÿ Embed participatory and mentorship-based programming. Pickering Museum Village and Rural Areas Ÿ Build on recent placemaking and digital exhibition initiatives. Ÿ Opportunities for temporary installations, artist residencies, and interpretive works. Ÿ Support heritage-responsive commissions. Siting Considerations Ÿ Align closely with confirmed capital timelines (2026–2032 horizon). Ÿ Integrate art at early design stages to maximize impact and cost efficiency. Ÿ Balance investment across downtown, waterfront, growth areas, and rural sites. Ÿ Coordinate with transit agencies and private development partners when appropriate. Ÿ Integrate permanent, temporary, digital, and functional typologies. Ÿ Support reconciliation, environmental stewardship, and inclusive civic storytelling. Art in Public Spaces Precedents: Ogimaa Mikana Project 2016, Susan Blight, Toronto, Ontario The text on this Billboard artwork in Toronto’s Parkdale neighbourhood is in Anishinaabemowin, the Ojibway language. In English it translates to “If you want to learn something, first you must learn this.” Furled Trail 2018, Studio HUIZENGA, New Westminster, British Columbia Public art bus shelter outside Queensborough Community Centre in New Westminster. 44 - 170 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 4.2 Program Typologies Permanent Works (5+ years) Typology: Sculptures, monuments, architectural integrations, embedded bridges and infrastructure. Permanent works form the long-term cultural anchors of Pickering — signature pieces that define areas, support wayfinding and signal a commitment to quality and legacy. These pieces are sometimes referenced as ‘landmark’ commissions. Key Features Ÿ Durable materials (stone, bronze, corten steel, reinforced concrete, aluminum, etc.). Ÿ Artist involvement in early design phases to integrate with landscape and infrastructure. Ÿ Lighting and accessibility designed for year-round visibility and safety. Lifecycle Planning Ÿ Maintenance horizon: every 5–10 years. Ÿ Expected lifespan: 20–30 years with periodic restoration. Temporary and Semi-Permanent Works Typology: Murals, pop-ups, rotating and interactive sculpture displays, performances, guided walks, workshops, festivals, artist-in-residence programming, and ephemeral events. Art installations range from rotating physical artworks to annual arts festivals, keeping Pickering’s program responsive and energetic. These installations can activate the natural environment and community nodes, encouraging ongoing discovery and creative experimentation. Key Features Ÿ Ideal for both national and local artist participation, allowing for open calls. Ÿ Enable flexible experimentation and event-based programming. Ÿ Create opportunities for connecting and building a sense of community. Ÿ Foster visibility through social media engagement and community pride. Lifecycle Planning Ÿ Maintenance horizon: ongoing repeat programming that will require annual review and/or planning. Ÿ Expected lifespan: Short term (1 day to 12 months) and Temporary (1 year to 5 years), depending on materials and weather exposure; event-based; renewal each fiscal year. 45 Se c t i o n 4 | P u b l i c A r t S i t i n g a n d P r o g r a m T y p o l o g i e s - 171 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN New Media/Digital Typology: New media installations, digital works, sound art, light based projects New media artworks leverage video, light, sound, and digital technologies to highlight innovation in connection to the environment. They also create ample opportunity for arts based mentorship as well as means of activating site, place and history through multi-sensorial art experiences. Examples include digital boards, and AR/App or sound based projects. Key Features Ÿ Leverage digital technologies to showcase Pickering’s unique identity, heritage and stories. Ÿ Rotating works that can activate public spaces and showcase local and emerging talent. Ÿ Potential for artist mentorship and building connections with local arts institutions/create ‘offsite’ programming partnerships. Lifecycle Planning Ÿ Maintenance horizon: Annual and temporary programming. Ÿ Expected lifespan: Rotating, event, and learning-based, renewable each fiscal or academic year. Programmatic and Participatory Activations Typology: Community-engaged art projects, artist-led workshops, temporary participatory installations, performance and social practice works, artist residencies, co- creation initiatives. Programmatic and participatory activations emphasize process-based and community-engaged artistic practices that invite residents, visitors, and local organizations to actively shape and contribute to art experiences. These initiatives prioritize dialogue and learning, positioning public art as a platform for civic engagement, cultural exchange, and creative expression. They create opportunities to animate public space through workshops, temporary installations, performances, and artist-led activities that reflect local stories, identities and aspirations. Examples include artist-in-residence programs embedded in civic spaces, seasonal creative workshops, tours and art walks. Key Features Ÿ Foster community participation in the development and presentation of public art. Ÿ Activate public spaces through temporary and seasonal programming. Ÿ Support local artists through facilitation roles, residencies, and participatory commissions. Ÿ Provide accessible entry points for residents of all ages and backgrounds to engage with art in public spaces. Ÿ Enable partnerships with community organizations, schools, cultural groups, and local businesses. Ÿ Create opportunities for mentorship, skills development, and capacity building across the local arts ecosystem. Lifecycle Planning Ÿ Maintenance horizon: Short-term and seasonal program management, facilitation, and documentation. Ÿ Expected lifespan: Project-based and renewable; typically delivered through annual, seasonal, or multi-year program cycles aligned with community priorities and available resources. 46 - 172 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 5 Governance 47 - 173 - 5.1 Procurement & Art Selection The procurement and selection of Art in Public Spaces projects for the City of Pickering will be guided by the principles and procedures established in the City’s existing Public Art Policy. The policy outlines procurement methods, evaluation criteria and commissioning administration guidelines to ensure that commissioned artworks are of high artistic quality, responsive to site and community context, and aligned with the City’s broader vision for arts and culture. A transparent, consistent, and professionally administered program is essential to uphold artistic excellence, fairness and public trust, while also creating meaningful opportunities for artists at all stages of their careers. This section of the plan outlines existing procurement and evaluation methods to benefit artists and residents’ understanding and engagement with the program. Procurement Methods Public art projects at the City of Pickering will be commissioned through a range of procurement methods suited to the type, scale, and context of the work: Ÿ Open Calls: Widely publicized calls for proposals from artists across local, national, and international contexts, ensuring diverse voices and perspectives. Ÿ Invitational Calls: Curated shortlists of artists invited to submit proposals, appropriate for highly specialized or site-sensitive commissions. Ÿ Direct Commissions: Artist(s) selected directly by the Project Team, used in cases where specific expertise, lived experience, or practice is uniquely suited to the opportunity. Ÿ Artist Rosters & Prequalification: Establishing a pool of pre- qualified artists to streamline selection for multiple or smaller-scale opportunities i.e., rotating mural commissions, etc. 48 - 174 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Selection Process Overview: 1. Cultural Advisory Committee: The Cultural Advisory Committee (CAC) identifies opportunities for stakeholder and community engagement and provides community input on matters relating to the provision of cultural services. The CAC assists City staff with the development, consultation, and implementation of the Cultural Strategic Plan. 2. Public Art Jury: An advisory body convened on a project-by- project basis that includes a balanced mix of arts professionals, community representatives and municipal staff. The committee operates within the City’s public art policies, procurement procedures, and curatorial framework to ensure that all public art commissions are selected through transparent, fair, and professionally informed processes. 3. Call & Shortlisting (RFQ phase): Use open or invitational RFQs (Request for Qualifications) for major commissions, ensuring diverse representation of artists. 4. Concept Development (RFP phase): Shortlisted artists develop and present proposals reviewed by the jury for feasibility, relevance, and alignment with project goals. 5. Community Engagement and Input: Incorporate citizen feedback through workshops, exhibitions, surveys, and digital platforms at key stages of the project lifecycle, including early concept development, mid-project and final installation or unveiling. 6. Commissioning & Fabrication: Ensure contracts outline materials, maintenance, and lifespan to balance permanent and temporary works. 7. Installation & Documentation: All artworks should include interpretive signage and digital cataloguing for future reference and storytelling. Evaluation Criteria Evaluation criteria are unique to each public art opportunity. As outlined in the City of Pickering's Public Art Policy (09.04) each commission opportunity needs a set of evaluation criteria that reflects the project’s intent, based on a number of factors which can include: 1. Artistic Excellence: Originality, innovation, and aesthetic quality of the concept. 2. Alignment with Vision & Principles: Responsiveness to the goals, vision and guiding principles or mandate of the project. 3. Site Responsiveness: Sensitivity to physical, social, cultural, and ecological context. 4. Feasibility: Practicality of execution, ability to manage a project, including budget, timeline, and maintenance considerations. 5. Community & Cultural Relevance: Ability to engage and resonate with diverse audiences, including intergenerational and cross- cultural participation. 6. Sustainability: Use of durable and/or ecological materials and processes that contribute to long-term stewardship. 49 Se c t i o n 5 | G o v e r n a n c e - 175 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN Sample evaluation categories for a permanent public artwork: A. Artistic Excellence (70 points) Ÿ Expression of artistic vision (25 points) Ÿ Innovation of concept and overall quality of approach (20 points) ŸCommunity Engagement and Communication Strategy (15 points) Ÿ Interpretation of site and thematic context (10 points) B. Feasibility (25 points) Ÿ Feasibility of project execution (15 points) Ÿ Demonstrated durability and safety of proposed artwork materials and configuration (5 points) Ÿ Maintenance requirements and plan (5 points) C. Proposed Collaborative Approach (5 points) Ÿ Collaborative strategy for detailed design development process with the Project Team 50 - 176 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 6 Maintenance/Stewardship 51 - 177 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 6.1 Caring for Art in Public Spaces A strong stewardship framework is essential to ensuring that Pickering’s public art collection remains safe, accessible, relevant, and reflective of community values over time. As the City implements the Art in Public Spaces program a coordinated approach to maintenance, monitoring, and policy renewal will support both the longevity of artworks and the ongoing vitality of the program. 1. Collection Care and Lifecycle Planning The City will maintain a comprehensive inventory of all municipally owned and supported public artworks, including permanent, temporary, and integrated works. Regular condition assessments and maintenance schedules will be established to ensure artworks remain structurally sound, visually legible, and safe for public interaction. Maintenance responsibilities will be clearly defined at the time of commissioning/acquisition and incorporated into project budgets and agreements. Lifecycle planning (including conservation, repair, relocation, or deaccessioning where necessary) will be guided by professional conservation standards and municipal asset- management practices. 2. Policy Review and Updates To support the evolving scope of art in public spaces in Pickering, the City will review and update its existing Public Art Policy (CUL 130) to ensure alignment with current practices and program directions as outlined in this document in program area 5. 3. Temporary and Community-Centered Artworks As temporary exhibitions, community projects, and artist-led activations become a more prominent part of Pickering’s program, clear stewardship protocols will be required. Temporary artworks will be subject to defined installation durations, maintenance expectations, and removal plans established through artist and partner agreements. Community-centered works including murals, participatory installations, and neighbourhood-based projects will include shared maintenance strategies and clear timelines for refresh, replacement, or decommissioning. In the future, if/when the City decides to develop more partnerships with local business and property owners, it is recommended that they develop an agreement outlining roles related to community conversations, installation, insurance, maintenance and eventual removal/replacement ensuring responsibilities are clear. 52 - 178 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 4. Communications, Monitoring, Interpretation, and Public Feedback Ongoing monitoring of the public art collection will support both physical care and community relevance. The City with respond to damage, vandalism, or public concerns in a timely and transparent manner, as outlined in the graffiti procedure established in 2025. Interpretation tools such as signage, digital guides, and online maps will help residents and visitors understand and value the collection/ program, strengthening community stewardship. As public art often engages complex histories and diverse perspectives, the City will maintain clear protocols related to content concerns, censorship, and respectful dialogue, following the Ontario Human Rights Code and the City of Pickering’s Respectful Conduct Policy (ADM 260). These processes will prioritize artistic integrity while ensuring that artworks remain aligned with municipal values of inclusion, equity and public accountability. The City is currently prioritizing public art sites that are supported by appropriate lighting and located within areas covered by security cameras, enabling effective monitoring of the artworks. Through proactive maintenance, updated policies, communications and collaborative stewardship, Pickering’s public art collection and Art in Public Spaces program will be cared for as a civic asset. This approach ensures that artworks remain safe, meaningful, and responsive to the community while supporting artists and partners in sustaining a vibrant and evolving public realm. 53 Se c t i o n 6 | M a i n t e n a n c e / S t e w a r d s h i p - 179 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 7 Funding Sources 54 - 180 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 7.1 Leveraging Public, Private, and Community Investment Sustainable public art programs rely on diversified and flexible funding models. As municipal budgets across Canada face increasing pressure and competing capital priorities, it is neither practical nor resilient for public art initiatives to depend on a single funding stream. The City of Pickering has already demonstrated success in this area — securing significant external grant funding, leveraging sponsorship opportunities and allocating budget surpluses to the Public Art Reserve. Building on this strong foundation, it is recommended that the City continue to formalize and expand a diversified funding framework that sustains a consistent level of arts activity while leveraging partnerships and strategic opportunities. In addition to allocating public art funding through eligible municipal capital projects, Pickering can strengthen its program through a combination of complementary approaches, including: Ÿ Integration of public art into civic and capital projects such as parks, facilities, streetscapes, and waterfront improvements. Ÿ Partnerships with local arts organizations, community groups, and cultural institutions to deliver programming and temporary projects. Ÿ Collaboration with businesses, and tourism partners to support public art that animates commercial areas and destinations. Ÿ Partnerships with educational institutions and other public agencies to embed artists and creative initiatives within shared projects. Ÿ Donations or sponsorships from individuals, foundations and the private sector to support specific commissions or programs. Additional opportunities may be explored as appropriate, including leveraging special project or legacy funding tied to major civic initiatives (for example, in 2022 the philanthropic citizen group Legacy Art Project Toronto (LAPT) in collaboration with Waterfront Toronto funded a new monument to share Terry Fox’s story) and exploring partnerships that align public art with tourism, economic development, and placemaking goals. Temporary exhibitions, artist residencies, and community-based programs also provide cost-effective ways to expand cultural activity and attract external funding through grants and sponsorship. By adopting a diversified funding approach, the City of Pickering can maintain and eventually grow its public art program in a financially responsible manner, ensuring that public art continues to contribute to civic identity, community connection, and a vibrant public realm as the city evolves. Art in Public Spaces Precedent: We Are Shaped By The Obstacles We Face 2023, Jon Sasaki, Toronto, Ontario A citizen-initiated and funded public art project dedicated to the spirit of courage, determination, and action that Terry Fox embodied. The permanent integrated public art and landscape architecture installation in collaboration with landscape architects DTHA sits next to Toronto Music Garden by the Martin Goodman Trail. 55 Se c t i o n 7 | F u n d i n g S o u r c e s - 181 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 8 Going Forward 56 - 182 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 8.1 Implementation and Next Steps The Pickering Art in Public Spaces Plan establishes a long- term framework for integrating art into civic life, city- building, and community development. Implementation will require a coordinated, phased approach that aligns policy updates, staffing, partnerships, and funding with the City’s broader cultural and infrastructure priorities. Moving forward, the recommendations in this plan are designed to be scalable and adaptable. Implementation can be achieved with short-term actions that strengthen the existing program while building a comprehensive city-wide Art in Public Spaces program over time. A phased approach will allow the City to build capacity while maintaining flexibility to respond to growth, funding conditions, and emerging opportunities. Phase 1: Foundation Building (Years 1-3) Ÿ Updating the Public Art Policy and related procedures to align with the five core program areas and contemporary public art practices. Ÿ Confirming governance, staffing roles, and interdepartmental coordination mechanisms. Ÿ Developing clear program guidelines for civic projects, temporary programming, and community initiatives. Ÿ Establishing a comprehensive inventory and maintenance tracking system for the existing public art collection. Ÿ Identifying priority sites and pilot opportunities for temporary and integrated public art. Ÿ Building relationships with local organizations, Indigenous leaders, schools, and community groups. Initiating partnerships when appropriate. Phase 2: Program Integration (Years 2-5) Ÿ Resume internal conversations on the development of a Private Developer Public Art Program and associated contribution framework. Ÿ Launching recurring temporary public art and creative placemaking initiatives. Ÿ Piloting an Artist-in-Residence program within municipal departments. Ÿ Establishing the Black, Indigenous, and people of colour Animators Circle and mentorship opportunities. Ÿ Integrating art in public spaces into major civic and capital projects at early planning stages. Ÿ Expanding digital and interpretive platforms to increase access and visibility. 57 Se c t i o n 8 | G o i n g F o r w a r d - 183 - | Phase 3: Program Evaluation and Sustainability (Years 5+) Ÿ Evaluating program outcomes and equity impacts using defined metrics and feedback mechanisms. Ÿ Refining funding models and partnerships to ensure long-term stability. Ÿ Expanding the public art collection strategically across growth areas and neighbourhoods/hamlets. Ÿ Continuing policy review cycles to reflect emerging practices and technologies. Ÿ Strengthening Pickering’s reputation as a city that supports artists and creative placemaking. Organizational Alignment Successful implementation will depend on strong coordination across municipal departments and external partners. Art in public spaces intersects with planning, parks, recreation, engineering, facilities, economic development, and communications. To support effective delivery, it is recommended that the City: Ÿ Confirm clear internal leadership and staff responsibilities for program coordination and oversight. Ÿ Establish interdepartmental working relationships to embed public art in capital planning and development review processes. Ÿ Continue to engage advisory committees, community members, and cultural partners in shaping program directions. Ÿ Ensure transparent procurement, selection, and evaluation processes that align with municipal standards. Partnerships Partnerships will be central to sustaining a vibrant and responsive Art in Public Spaces program. Collaboration with artists, Indigenous partners, cultural organizations, educational institutions, developers, and local businesses will expand program reach and leverage shared resources. Key partnership priorities include: Ÿ Building long-term relationships with Indigenous artists and communities grounded in respect and appropriate protocols. Ÿ Collaborating with local arts and community organizations to deliver temporary and community-based initiatives. Ÿ Engaging schools, youth organizations, and post-secondary institutions in education and mentorship opportunities. Ÿ Leveraging regional and national networks to bring new artistic perspectives and opportunities to Pickering. Evaluation Ongoing evaluation will ensure that the Art in Public Spaces program remains responsive, equitable and aligned with municipal priorities. The City should establish simple but meaningful metrics to assess: Ÿ Geographic distribution and accessibility of art in public spaces. Ÿ Representation of diverse artists and communities. Ÿ Community engagement and participation levels. Ÿ Integration of art in public spaces into capital and development projects. Ÿ Condition and maintenance of the public art collection. Ÿ Public awareness and perception of the program. 58 CITY OF PICKERING ART IN PUBLIC SPACES PLAN- 184 - Conclusion Pickering is experiencing significant growth and transformation. Art in public spaces has the potential to play a vital role in shaping how residents and visitors experience the city, fostering belonging, interpreting places and enhancing the public realm. By implementing the recommendations of this plan through a phased, collaborative, and sustainable approach, the City can build a coherent and resilient Art in Public Spaces program that evolves alongside Pickering’s communities and landscapes. Through sustained investment, collaboration and partnerships and integrated planning, art in public spaces will continue to contribute to Pickering’s identity as a creative, inclusive, and forward-looking city- one where public spaces reflect shared stories, support cultural expression, and invite connection across generations and neighbourhoods. 59 Se c t i o n 8 | G o i n g F o r w a r d - 185 - Acknowledgements The arts and creativity are vital components of a well-rounded and fulfilling life for Pickering residents. The Cultural Strategic Plan 2026-2036 and Art in Public Spaces Plan weaves a path across the community and impacts health, well-being, and fulfillment of Pickering’s residents and visitors. The creation of these plans has been a truly community-wide endeavour with many enthusiastic and knowledgeable participants. A sincere thanks to all community members who attended sessions and contributed to the making of this plan, including the leadership of City Council and staff. We are grateful to the Indigenous Relationship Building Circle, the Anti-Black Racism Taskforce, and the Cultural Advisory Committee for the opportunity to listen and learn from them in their sharing of priorities and needs for the plan. Thank you Mayor and Members of Council. Thank you to City Staff: Marisa Carpino, Chief Administrative Officer; Laura Gibbs, Director of Community Services; Kyle Bentley, Director, City Development & CBO; Kevin Heathcote, Director, City Infrastructure; Jennifer Eddy, Director, Human Resources; Susan Cassel, City Clerk; Anthony Jagdeo, Senior Project Manager, Digital Services; Vince Plouffe, Division Head, Facility Management & Construction; Marilou Murray, Manager, Community Services Administration & Strategic Initiatives; Krystal Roberts, Manager, Cultural Services; Karen Coleman, Manager, Recreation Services; Richard Holborn, Director, Engineering Services. Thank you to the Cultural Strategic Plan Staff Committee and the community engagement team: Victoria Karakian, Supervisor of Museum Services; Cris Farrell, Supervisor of Cultural Services; Kim Bradley, Special Advisor, Community Initiatives; Ellen Tayles, Curator, Public Art; Nicole Hann, Coordinator, Public Affairs & Corporate Communications; Shelby Misreelal, Communications Coordinator; Azeem Shah, Senior Advisor, Creative Industries & Tourism; Matthew Somerville, Senior Planner Heritage; Arnold Mostert, Manager, Landscape and Parks; Dan Finn, Manager, Parks & Property; Andrea Dufresne, (Acting) Supervisor, Recreation Services; Justine Wallace, Supervisor, Equity, Diversity & Inclusion; Amanda Hill, Fire Inspector; Shobha Oza, Director, Engagement and Client Experience, Pickering Library. Finally, the Cultural Strategic Plan, alongside the Pickering Museum Village Strategic Plan and the Art in Public Spaces Plan, was guided by Patricia Huntsman, Principal of Patricia Huntsman Culture + Communication, and a multidisciplinary team of cultural development, communications, public art, and museum professionals: Justine Bochenek; Em Cussen; Laurel Lawry; Erin McDonald; Bridget MacIntosh; Sagan MacIsaac; Amanda McCulley; and Juan Tanus. patriciahuntsman.ca 60 - 186 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN - 187 - CITY OF PICKERING | ART IN PUBLIC SPACES PLAN- 188 - Attachment 4 - Report CS 15-26 - 189 - Table of Contents 1.0 Introduction 4 1.1 Project Background 4 1.2 Approach and Timeline 4 1.3 Scope of Work 6 2.0 Local Context Considerations 7 2.1 Community Profile & Economic Sectors 7 2.2 Demographic Profile 9 2.2 Cultural Development Alignment with Plans and Strategies 10 2.3 Pickering Forward Engagement & Community Snapshot (2025) 11 2.4 Durham Regional Government 12 2.5 Cultural Facilities Infrastructure 13 2.6 Cultural Participation & Growth 14 2.6.1 Grants 15 2.6.2 Cultural Facilities 16 2.6.3 Heritage Advisory Committees & Societies 16 2.6.4 Art in Public Spaces 17 2.6.5 Major Events & Festivals Partners 17 2.6.6 Challenges & Opportunities 17 2.6 Pickering Museum Village Re-Branding 19 2.7 Summary 20 3.0 Cultural Sector Trends Analysis 22 3.1 Cultural Sector Trends 22 3.2 Museums and Heritage 23 3.3 Art in Public Spaces 25 4.0 Municipal Comparison - Best Practice Review 28 4.1 Broader Regional Culture Trends 28 4.2 CCNC Comparative Data (Cultural Statistics Data) 28 4.3 Municipal Benchmarking Data 29 4.4 Implications for Pickering 30 4.4.1 Practices to Adapt 30 4.4.2 Practices to Avoid 31 Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 1 - 190 - 5.0 Cultural Scorecard Summary 32 6.0 Public Engagement Summary 35 6.1 Senior Management Session – September 22nd, 2025 35 6.2 Interdepartmental Staff Session – September 22nd, 2025 36 6.3 Pickering Museum Village Staff Session - January 14th, 2026 37 6.4 Agency & Opinion Leader Interviews 38 6.4.1 Overall High-Level Takeaways 38 6.4.2 Key Themes and Insights 39 1. Culture as a Public Good and Driver of Livability 39 2. Collaboration, Governance, and Regional Partnerships 39 3. Inclusion and Authentic Engagement 39 4. Financial Sustainability and Innovation 39 6.4.3 Looking Ahead 40 6.5 Art in Public Spaces Focus Group – November 14, 2025 40 6.6 Museum and Heritage Focus Group – November 14, 2025 41 6.7 Indigenous Relationship Building Circle Meeting – November 25, 2025 41 6.8 Pickering Anti-Black Racism Taskforce Meeting - January 8, 2026 42 6.9 Open Houses 42 6.9.1 Cultural Strategic Plan 43 6.9.2 Art in Public Spaces Plan 43 6.9.3 Museum Strategic Plan 43 6.10 High Schools and Youth Engagement 43 6.11 Community Questionnaire 44 6.11.1 Cultural Strategic Plan Insights 45 6.11.2 Art in Public Spaces Insights 47 6.11.3 Museum Strategic Plan Insights 47 6.12 Overall Key Themes 48 6.12.1 Overarching Themes and Cultural Strategic Plan 48 6.12.2 Art In Public Spaces Plan 49 6.12.3 Museum Strategic Plan 49 7.0 Key Strategic Themes 51 8.0 Next Steps 55 References (Document Links in Order of Appearance) 56 Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 2 - 191 - Appendix A - Municipal Best Practices, Trends & Benchmarking 60 Overall Project Process Map: 60 Approach for Best Practices, Trends & Benchmarking Work 60 Trends in Community Festivals and Events 60 Trends in Integration of Cultural Programs and Services 61 Trends in Cultural Facility Development or Repurposing 62 Trends in Integrating Tourism and Cultural Services 63 Appendix B - Pickering Cultural Scorecard 65 Appendix C - Community Questionnaire Data (Graphs) 66 Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 3 - 192 - 1.0 Introduction 1.1 Project Background The City of Pickering is currently undergoing an engagement process to develop a Cultural Strategic Plan with two interconnected companion documents – a Museum Strategic Plan and Art in Public Spaces Plan – to guide the next decade (2026-2036) of Pickeringʼs arts, culture, museum and art in public spaces programs and services. Supported by a common vision and goals, each plan is unique in their key deliverables: 1. Cultural Strategic Plan (CSP) – “create a unified, city-wide vision for arts and culture in Pickering”. 2. Museum Strategic Plan (MSP) – “support Museum asset planning and expansion or improvement of programs, services and exhibits, as well as the preservation of a wide variety of collections and artifacts” 3. Art in Public Spaces Plan (APSP) – “assess current art in public spaces assets, address any gaps in service delivery and identify opportunities for further growth with respect to art in public spaces planning and acquisitions” The Cultural Strategic Plan and companion Plans will provide clear direction and guidance for managing the Cityʼs broad cultural portfolio, including programs and services, infrastructure and cultural asset management, and future cultural investment, all of which will be planned and executed in a fiscally responsible manner. Input from City staff, community leaders, cultural interest holders, and the general public is critical to shaping a unified vision that reflects Pickeringʼs growing and diverse population, honours Indigenous relationships, and supports inclusive, innovative cultural development. 1.2 Approach and Timeline Plan development involves a mix of desk research, interest holder and community engagement, and strategy development. Unfolding through four phases, the planning process is being carried out by a large project team of consultants and the City of Pickering Cultural Strategic Plan (CSP) Working Committee in order to meet the Cityʼs goal for the Planʼs adoption (anticipated for July 2026). Since October 2025, the following engagement activities have taken place: ● Community Questionnaire (October 30 - December 14) ● Project launch celebrations/open houses (November 12 - 14) ● Interest holder focus groups (November 12 - 14) ● High school engagement (November 20, 21, 28) Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 4 - 193 - ● Indigenous engagement (December 16) ● Engagement with City of Pickeringʼs Anti-Black Racism Task Force (January 8) ● Pickering Museum Village Staff Engagement (January 14) ● Cultural Advisory Committee Meeting (January 20) Concurrent to the public engagement and strategic theme development, the project team also began Phase 3, the preparation of draft plans. Phase Activities and Deliverables Phase 1: Project Initiation, Internal Consultation and Situation Analysis August – October 2025 Activities: ● CSP Working Committee Engagement Session 1 ● Staff & Senior Management Consultation Sessions ● Agency & Opinion Leader Interviews ● Desk Research and Document Review Deliverables: ● Process Map ● Community Engagement Framework with Communications Strategy ● Interim Report #1 Phase 2: Community Consultation & Strategic Theme Development October 2025 – February 2026 Activities: ● Indigenous Engagement ● CSP Working Committee Meetings ● Community Questionnaire ● Open Houses ● Focus Groups ● Desk Research and Document Review (cont) Deliverables: ● Context and Engagement Report with Key Strategic Themes (Interim Report #2 - this document) Phase 3: Draft Plan(s) Development and Validation January – May 2026 Activities: ● Plan Development ● Validation from CSP, Senior Management and CAC ● Cultural Development Context Exec Committee of Council Presentation ● Draft Plans Presentation to Council Deliverables: ● Draft Plans Phase 4: Final Consultation & Plan(s) Finalization May – July 2026 Activities: ● Community feedback on Draft Plans ● Validation from CSP, Senior Management and other Interest Holders ● Final Plans Presentation to Council Deliverables: ● Final Plans (in accessible formats) Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 5 - 194 - 1.3 Scope of Work This planning process is intended to establish strategic direction and priorities, not to commit the City to specific capital projects, funding allocations, or delivery models beyond its current authority and fiscal capacity. The Cultural Strategic Plan and companion plans will not determine individual development approvals, land-use decisions, or external investment outcomes, nor can they resolve constraints related to provincial or federal policy, market forces, or private-sector development activity. Engagement for this project was intentionally designed to balance inclusivity with realism. While participants were encouraged to articulate aspirations, needs, and opportunities, the scope of the plan is shaped by existing municipal responsibilities, operating capacity, and long-term financial sustainability. As a result, not all ideas raised through engagement will translate directly into actions or investments, and future decisions will require prioritization, phasing, and alignment with Council-approved budgets and policies. These guardrails are intended to support transparent decision-making and to ensure that the resulting plans are implementable, accountable, and responsive to both community input and municipal realities. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 6 - 195 - 2.0 Local Context Considerations The following section provides an overview of Pickeringʼs evolving community and cultural environment, examining how rapid population growth, demographic change, and large-scale urban development are reshaping the cityʼs cultural identity and participation. Drawing on recent City of Pickering reports, census data, and community engagement through the Official Plan, Pickering Forward, this section explores how these dynamics intersect with cultural planning and the delivery of arts, heritage, and public programming (Official Plan Review, 2025). The analysis identifies key challenges and opportunities. Growth pressures and affordability, diversity, creative industry expansion, and the emergence of new cultural infrastructure inform strategies that expand cultural access, foster inclusion, and strengthen Pickeringʼs position as a dynamic, connected, and culturally confident city. 2.1 Community Profile & Economic Sectors Pickering is a rapidly growing city on the shores of Lake Ontario, located within Durham Region and the traditional territory of the Mississaugas of Scugog Island First Nation and other Williams Treaties signatories (City of Pickering, 2025). The city is forecast to grow significantly in the coming decades, with the Seaton development alone expected to bring 70,000 new residents and 35,000 jobs, and the Northeast Pickering plan adding another 40,000 residents and 10,000 jobs (Invest Pickering, 2025). The community is experiencing both demographic shifts and changes in identity. Due to Pickeringʼs growth patterns, it does not have a historic, downtown centre. Pickering Museum Village, an open air museum, is located in the rural hamlet of Greenwood. Following a typical post-war Ontario development pattern, most of the community is currently private vehicle-dependent, with more than 75% of all trips starting in Pickering in the morning peak period made by car (IBI Group, 2021). Pickering is currently connected by GoTrain to neighbouring communities and downtown Toronto, and further improvements to both transit and active transportation are planned. City Centre and the Waterfront, near Lake Ontario, are popular areas identified among staff and residents during public engagement for this project. As higher-density developments occur in both Pickeringʼs north and south areas, it is important to maintain cultural services and amenities across the community to ensure all residents have access to cultural opportunities. Staff describe Pickering as a “teenage municipality,” still defining its civic identity amid rapid change (City of Pickering, Senior Management Session, September 22, 2025). There are tensions between urban growth areas and historic hamlets, which wish to maintain their Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 7 - 196 - distinct identities. Protected landscapes (such as Rouge National Urban Park and the Duffins Rouge Agricultural Preserve) strengthen Pickeringʼs natural appeal, but staff note that these spaces are not always easily usable for cultural programming. Pickeringʼs economy is diverse, balancing longstanding sectors with emerging industries. Established strengths include energy (Ontario Power Generation, 2025), advanced manufacturing (City of Pickering, 2023), logistics, and information technology; these are anchored by major employment lands like the 800-acre Innovation Corridor (City of Pickering, 2025), and industrial hubs (City of Pickering, 2025). Major infrastructure moves, including widening Highway 7 (Province of Ontario, 2024a), and the permanent removal of 407 East tolls (Province of Ontario, 2025), further support goods movement and investment (Invest Pickering, 2025). A significant portion of land in Pickering is designated for farm use (Agricultural and Rural Areas, nd). The 2021 Census of Agriculture identified 47 farms in Pickering, the majority of which focused on oilseed and grain farming or animal farming (Statistics Canada, 2021a). Agriculture is a major industry in the broader Durham Region, and the Region is actively encouraging on-farm diversified and agri-tourism uses (Durham Region, 2024). The farming and tourism industries are further supported by a weekly Farmersʼ Market on Tuesdays from June until October. The energy sector remains a flagship: the Pickering Nuclear Generating Stationʼs proposed refurbishment is projected to contribute ~11,000 jobs per year and $19.4 billion to Ontario's GDP over 11 years (Invest Pickering, 2025). Tourism and entertainment are accelerating through Durham Live (Durham Live, 2026) and the recently opened Porsche Experience Centre Toronto (Porsche, 2026), while health care capacity is expanding through the Jerry Coughlan Health & Wellness Centre (Ajax Pickering Hospital Foundation, 2024) and a planned Post-Acute Rehabilitation Centre (Province of Ontario, 2024b). The city also benefits from a strong regional education and talent pipeline, drawing on 11 nearby universities and colleges (Invest Pickering, 2025). The film and creative industries are an emerging strength, with TriBros Studios' Sandy Beach location offering 140,000 sq. ft. across three 18,000 sq. ft. stages (City of Pickering, 2025a). The Backlot provides a 23-acre built streetscape that supports major series and features (City of Pickering, 2025b). These industry assets align with municipal priorities to grow cultural participation, festivals, and art in public spaces, positioning Pickering as a film-friendly, experience-rich city. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 8 - 197 - ●Pickeringʼs Established Sectors: energy; advanced manufacturing; logistics; information technology; health care; construction; retail/services ●Pickeringʼs Emerging Sectors: film and television productions; tourism and entertainment; knowledge and creative industries; education-linked innovation Key Takeaway: Pickeringʼs diversified base – energy, manufacturing, farming, alongside fast-growing film, tourism, entertainment and health – creates strong cross-sector partnership opportunities. Culture can plug into these engines (e.g. film-friendly activations, heritage/green-space storytelling at tourism nodes, workforce-connected programming with industry and post-secondary partners) to drive both audience growth and economic impact. 2.2 Demographic Profile Pickeringʼs population has experienced steady growth and increasing diversity over the past decade. The city surpassed 100,000 residents in 2021, growing 8.1% in five years, outpacing Torontoʼs 3% growth during the same period (Invest Pickering, 2025). The community is aging, with 16.6% of residents over 65 and a median age of 40.9 years, yet the city continues to attract young families and newcomers (Invest Pickering, 2025). Immigration is a key driver of this growth: 36.3% of Pickeringʼs population are immigrants, with major waves arriving between 2001-2021 (Invest Pickering, 2025). The visible minority population makes up 51% of residents, led by South Asian (21.2%), Black (11.4%), Filipino (4.1%), Chinese (3.0%), and Southeast Asian (2.1%) communities (Invest Pickering, 2025). In addition, more than half of households speak a language other than English at home, with Urdu, Tagalog, Persian, Mandarin, and Arabic being the most common. Community engagement through Pickering Forward highlights concerns about how demographic change intersects with growth (Pickering Forward, 2025a). Residents have emphasized the need for multigenerational housing, affordable options for seniors and young families, and culturally responsive spaces that reflect the cityʼs increasing diversity (City of Pickering, 2025b). Feedback also highlighted that many residents want growth to be balanced with livability – ensuring infrastructure, transit, and green spaces keep pace with density (City of Pickering, 2025c). Key Insights ●Growth: Pickering is growing steadily, outpacing Toronto, and is becoming increasingly diverse. Growth pressures raise concerns about infrastructure, schools, traffic, and livability, highlighting the need for coordinated planning Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 9 - 198 - ● Immigration: Immigration is the primary driver of growth, with over one-third of residents being immigrants ● Visible Minorities: The visible minority population is now the majority at over 51%, with strong South Asian and Black communities ● Diverse Housing Options: Residents identified a need for diverse housing options (mid-rise, multi-unit, accessible, and affordable), especially for seniors and young families ● Cultural and Linguistic Diversity: The cityʼs cultural and linguistic diversity (half of households speak a non-English mother tongue) creates opportunities for tailored cultural programming 2.2 Cultural Development Alignment with Plans and Strategies Cultural development is defined as the process of enabling cultural activities, including the arts, towards the realization of a desired future, particularly of a culturally rich and vibrant community. Cultural development is supported by a number of city and regional planning and policy documents, which is described further in Section 5.0 - Cultural Scorecard Summary. Key policy alignment is outlined in the following plans and strategies: ● Durham Regional Official Plan: Includes policy direction that supports the public realm (arts, culture, heritage); downtown and historic areas as key regional destinations; identifies strategic growth areas as focal points for culture, entertainment and placemaking. ● Durham Regionʼs 2025 - 2035 Strategic Plan: Includes a strategic direction for a Connected and Vibrant Community and includes an action about cultivating and promoting arts and culture while integrating it with tourism. ● City of Pickering Official Plan: Includes policy directions to increase the quantity and variety of cultural experiences, protect natural heritage, and permit a mix of uses in land use designations. ● City of Pickering Corporate Strategic Plan 2024 - 2028: Includes various priorities to support the culture industry, advancing the City Centre precinct and allowing for creative placemaking, implementing its Public Art/Art in Public Spaces Plan, and preserving natural heritage. ● City of Pickering Economic Development Strategy (2022): Outlines the information and cultural industries, as well as the supportive accommodation and food services industry, as priority sectors for attraction. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 10 - 199 - ● City of Pickering Community Visitor Plan (2024 - 2027): Guides City of Pickering staff, tourism interest holders, and regional partners in enhancing the visitor experience. Identifies objectives, goals, and actions items that relate to culture. 2.3 Pickering Forward Engagement & Community Snapshot (2025) The Pickering Forward engagement process highlights both resident priorities and the demographic realities shaping quality of life. Residents express pride in Pickeringʼs diversity, green spaces, and cultural identity, but also raise concerns around housing affordability, traffic, and ensuring infrastructure keeps pace with growth. Data underscores these concerns: the average dwelling value rose to $929,000 in 2021 (up from $584,000 in 2016) (Invest Pickering, 2025), with nearly 40% of renters and 22% of owners spending more than 30% of their income on shelter (Statistics Canada, 2021b). At the same time, as previously mentioned, Pickeringʼs diversity is a strength: over 51% of residents identify as visible minorities, and more than half of households speak a home language other than English, with the top languages being Urdu, Tagalog, Persian, Mandarin, and Arabic (Invest Pickering, 2025). This complements community calls for culturally responsive programming and inclusive spaces. The city is also family-oriented, with an average family size of 3, most households being couples with children, and a growing share of seniors (16.6% of the population) (Statistics Canada, 2021b). Transportation remains a concern: 87% of residents commute by car, with only 7.8% using public transit, aligning with community feedback about congestion and the need for more balanced, complete neighbourhoods (Invest Pickering, 2025). Key Insights ● Top issues: housing affordability, transportation/traffic, and school/infrastructure capacity ● Housing costs surges: average dwelling value rose 59% from 2016-2021; nearly 40% of renters are cost-burdened ● Majority-minority city: over half of residents are visible minorities; more than half speak a non-English home language ● Family-oriented, yet aging: most households consist of couples with children, yet 16.6% of residents are 65 years or older, highlighting the need for multigenerational support ● High car dependency (87%): reinforces concerns that growth without transit expansion will strain livability Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 11 - 200 - ● Need for balance: Residents express pride in diversity and green spaces, but stress the need to protect heritage and ensure growth is balanced with livability 2.4 Durham Regional Government The City of Pickering is a local area municipality within The Regional Municipality of Durham, east of Toronto. The regional government offers services such as economic development (including tourism), planning and development, and public transportation (Durham Region, 2026a). As of January 1, 2025, the Region of Durham was defined by the Province of Ontario as “an upper-tier municipality without planning responsibilities.” As a result, the eight area municipalities, including Pickering, have assumed approval authority for most Planning Act decisions, and are able to adopt, repeal or amend the new Regional Official Plan (Durham Region, 2026b). The Region operates Durham Tourism, which promotes arts, culture, museums and historic sites across the area municipalities, including Pickering (Durham Region, 2026c). Key Insights ● Regional role is enabling, not directive. The Region does not deliver or govern arts, culture, or museum services directly; its influence is exercised through regional economic development, tourism promotion, and transportation systems that support access to cultural destinations. ● Arts, culture, and museums are framed regionally as visitor economy assets. Through Durham Tourism, cultural institutions, heritage sites, and cultural experiences are positioned as part of a regional tourism offering, reinforcing their contribution to place branding and economic development across area municipalities. ● Planning authority now rests largely with area municipalities. The Provinceʼs designation of Durham as an upper-tier municipality without planning responsibilities has shifted approval authority for most Planning Act decisions to local municipalities, increasing municipal autonomy over cultural infrastructure, heritage resources, and land-use decisions affecting cultural sites. ● Cultural institutions operate within a regional narrative, despite local governance. While arts, culture, and museums are municipally governed and locally funded, they collectively contribute to Durham Regionʼs shared cultural identity, historical narratives, and sense of place. ● Regional alignment enhances reach without diluting local control. Alignment with regional tourism, economic development, and mobility strategies can amplify visibility and audience access for cultural institutions, while governance, programming, and stewardship remain firmly within municipal authority. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 12 - 201 - 2.5 Cultural Facilities Infrastructure Pickering is undergoing transformational growth through a series of master-planned communities and major intensification projects. Seaton Community is one of Canadaʼs largest combined residential, employment, and commercial developments, expected to welcome 70,000 new residents and 35,000 jobs over the next 20 years (City of Pickering, 2025; Infrastructure Ontario, n.d.). At the same time, the Northeast Pickering Secondary Plan will add another 40,000 residents and 10,000 jobs across 4,000 acres, creating a new mixed-use district (City of Pickering, 2023). Downtown Pickering is also transforming through the 55-acre Pickering City Centre redevelopment, which will deliver 6,000 condominium units, a one-and-a-half-acre park, and expanded mixed-use amenities adjacent to the GO station (City of Pickering, n.d.). These projects aim to create more walkable, transit-supportive neighbourhoods that are supported by major infrastructure, including the Durham-Scarborough Bus Rapid Transit (BRT) line (Metrolinx, 2025) and the proposed High-Frequency Rail Station (Durham Post, 2024). Engagement through Pickering Forward highlighted community concerns about the rate of growth outpacing livability, particularly in areas such as Kingston Road and North Pickering. Residents identified needs for schools, transit, parks, and community amenities to be integrated into new developments, as well as protections for heritage hamlets, such as Whitevale (City of Pickering, 2025c). Pickeringʼs City Centre is home to some privately owned cultural assets, such as the Pickering Event Centre and The Arena. The Seaton neighbourhood and City Centre are key growth nodes that could include additional opportunities for arts, culture and events. Like many Canadian municipalities, the majority of City-owned cultural facilities in Pickering have aged. Pickeringʼs 2025 Asset Management Plan assessed the condition of its cultural facilities, including the Pickering Museum Village, libraries, community centres, Civic Complex, Whitevale Arts & Culture Centre, and the leased space Brougham Hall. Most of these facilities were identified as being beyond their life cycle, and that existing recreational and cultural facilities are concentrated in South Pickering. The current state of City-owned cultural facilities points to a need to expand or rehabilitate existing infrastructure and consider a more geographically distributed placement of new facilities. Key Insights ● Pickeringʼs growth is anchored by three major nodes: Seaton, Northeast Pickering, and Downtown City Centre, each requiring tailored cultural and infrastructure planning (Invest Pickering, 2025) Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 13 - 202 - ● Growth pressures are significant: over 110,000 new residents projected between Seaton and Northeast Pickering alone ● Downtown Pickeringʼs Go-connected intensification: (City of Pickering, 2019) positions it as the future cultural and economic hub, but requires public space and indoor cultural amenities ● Call for complete communities: Residents expressed concern that growth is outpacing schools, parks, and transit, calling for complete communities, rather than density alone ● Protecting heritage: Heritage hamlets face development pressure, with calls to repurpose and protect historic buildings rather than demolish them (Pickering Forward, 2025c) ● Aging City-owned cultural infrastructure: The City will either need to expand or rehabilitate existing infrastructure ● Growth area based development: Cultural spaces will need to be embedded in growth areas (i.e., Seaton, Northeast Pickering, and City Centre) to meet resident expectations for belonging and access 2.6 Cultural Participation & Growth Pickeringʼs cultural sector is expanding in tandem with rapid population growth and diversification. A majority-minority community with over one-third of its residents being immigrants, the city demonstrates visible community engagement through festivals, art in public spaces, and museum programs. Recent investments (such as the Dorsay Community & Heritage Centre, Pickering Museum Village historic building restorations, and expanded community grants) are strengthening cultural access and identity, highlighting cultureʼs growing role in city life. Pickeringʼs arts, culture, and heritage assets combine City-operated services (including the Pickering Museum Village, Art in Public Spaces Program, and the forthcoming Dorsay Community & Heritage Centre) with a variable mix of community-led cultural activity, including festivals, volunteer-driven heritage initiatives, agri-tourism, and small-scale non-profit arts organizations. As participation in traditional, long-standing volunteer-led cultural societies has declined, the City has increasingly assumed the role of primary cultural service provider, while utilizing grant mechanisms to enable short-term, project-based, and grassroots initiatives. Engagement findings and available data suggest growing visibility and participation in Pickeringʼs cultural life; however, current indicators primarily reflect activity and attendance, rather than deeper measures of engagement, continuity, or long-term participation. At present, the City tracks participation largely through event attendance estimates, grant Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 14 - 203 - uptake, program delivery volumes, and facility use, which provide useful signals of reach, but do not capture patterns of repeat engagement, audience retention, or long-term cultural involvement – especially when considering the depth of engagement at sites like PMV. The City does not currently maintain a comprehensive, standardized framework for measuring cultural participation across programs, facilities, and partners. This reflects both the distributed nature of cultural activity in Pickering and the operational realities of tracking participation across City-led, community-led, and partner-delivered initiatives. As a result, growth in cultural activity should be interpreted as indicative of increased opportunity and visibility, rather than definitive evidence of sustained participation or sector stability. As the Cultural Strategic Plan moves into implementation, success will need to be measured through practical and proportionate indicators aligned with City capacity. These may include improved coordination of existing participation data, clearer distinctions between attendance and engagement where feasible, and targeted evaluation of priority initiatives rather than comprehensive system-wide measurement. Establishing appropriate performance metrics will be a key focus of Phases 3 and 4, supporting informed investment decisions without imposing unrealistic reporting burdens on staff or community partners. 2.6.1 Grants Pickering operates a community grants program that funds activities, programs, or initiatives that serve residents, provide economic benefits, or create a positive image of the City (City of Pickering, 2026d). It prioritizes not-for-profit organizations and community-based groups whose events are open to the public. Organizations with more than $50,000 in cash or investments are ineligible for grants. First-time applicants may receive up to $3,000, while returning organizations may apply for larger amounts (City of Pickering, 2026d). Discussed during the Senior Management engagement session, in addition to major City-supported events (e.g. Cultural Fusion and Artfest), casino funding ($700–$800K annually) expands community access and event sustainability. Types of Grants available for the cultural sector (as listed on the City of Pickeringʼs website): ● Community Project & Event Support: Support for festivals, celebrations, and cultural activities that promote inclusion, heritage awareness or tourism ● Arts & Cultural Programs Grants: Funding for creative initiatives, including performances, workshops, exhibitions, or community arts projects, that serve Pickering residents Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 15 - 204 - ● Heritage and History Programming Supports: Support for heritage interpretation, historical events, and preservation awareness, often linked with Pickering Museum Village or community heritage groups ● Minor Community Grants: Up to $2,000 awarded for small, eligible community events ● Event Sponsorship & In-Kind Support: Facility use, publicity, or logistical support for City-aligned community celebrations Arts, culture and heritage organizations receiving project-based support from the municipality include the PineRidge Arts Council, Pickering Historical Society, Indo-Canadian Cultural Association of Durham, Cultural Expressions for CHANGE, and Pickering Inspire Foundation. Pickering Museum Village Foundation is ineligible for municipal funding as they receive funds through gaming and lotteries. 2.6.2 Cultural Facilities ● Pickering Museum Village (PMV): A dynamic living-history site transitioning toward participatory, skills-based programs and digitization initiatives ● Dorsay Community & Heritage Centre: A 44,000 sq. ft. cultural hub (opening 2026) that integrates museum, library, and community centre services, providing year-round access to arts, heritage, and learning ● Pottery Open Studio at Chestnut Hill Developments Recreation Complex: A specialized, membership-based studio supporting independent ceramics practice for trained users within a recreation facility context. ● Public Libraries: Trusted community connectors advancing equity, accessibility, and lifelong learning In addition to these primary facilities, cultural activity in Pickering is also supported through a range of secondary and hybrid spaces, including community and recreation centres used for arts programming, as well as a distributed Art in Public Spaces program embedded within the public realm. 2.6.3 Heritage Advisory Committees & Societies ● Heritage Pickering Advisory Committee: An advisory body to City Council on local heritage matters to assist in carrying out the municipal heritage conservation program ● Pickering Township Historical Society (PTHS): Promotes public interest in the history of Pickering and vicinity and promotes good stewardship in the treatment of cultural heritage Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 16 - 205 - ● Indo-Canadian Cultural Association of Durham Inc.: Cultural programming, community events, representation of the Indo-Canadian community in Durham, including Pickering Collectively, these organizations play important advisory, advocacy, and community-representation roles, contributing cultural knowledge, volunteer capacity, and lived experience. Primary responsibility for heritage conservation and cultural service delivery remains with the City. 2.6.4 Art in Public Spaces Pickeringʼs Art in Public Spaces Program has accelerated, embedding artworks in parks, civic corridors, and heritage landscapes (Pickering, 2025e). Council support has enabled new commissions and creative partnerships, reinforcing local pride and placemaking. 2.6.5 Major Events & Festivals Partners The City of Pickering partners with local businesses, cultural associations, and community organizations to deliver and animate a year-round calendar of festivals and public events. Through its Corporate Sponsorship Program, the City collaborates with private sector and institutional partners to support signature events (e.g. Cultural Fusion, Artfest, Petapolooza, Spring and Winter Fling, and the City Centre Farmersʼ Market), offering tiered sponsorship opportunities that strengthen community engagement and visibility (City of Pickering, 2025). “Destination Pickering,” a municipal service corporation promotes these events regionally, positioning the waterfront, Esplanade Park, and emerging City Centre as cultural gathering places. Independent partners, such as the Pickering International Film Festival and local hamlet associations (e.g. Whitevale & District Residentsʼ Association), further contribute to the cityʼs event ecosystem. Pickeringʼs festival and event delivery model relies on collaborative partnerships across municipal, business, and community sectors. While not yet formalized into a single umbrella organization, the Cityʼs expanding sponsorship and cultural partnership frameworks provide a foundation for a coordinated, citywide event strategy that supports inclusion, economic vitality, and civic pride. 2.6.6 Challenges & Opportunities Pickeringʼs creative and cultural sector is evolving rapidly amid population growth, diversification, and major urban expansion. The Cityʼs role as a cultural service provider is strong but resource-intensive, and rapid development continues to place pressure on cultural Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 17 - 206 - spaces, heritage assets, and community identity. Addressing these challenges presents opportunities to reinforce inclusion, accessibility, and local distinctiveness through creative placemaking and collaborative partnerships. Key Challenges ● Housing Affordability & Growth Pressures: Residents are concerned that high housing costs and rapid intensification are eroding livability and access to community amenities ● Transportation & Connectivity: Car dependency limits access to cultural venues and waterfront or hamlet events, especially for youth, seniors, and lower-income residents ● Cultural Sector Sustainability: The absence of a formal arts council or regional cultural network creates vulnerability in sector capacity, and overreliance on City-led cultural infrastructure ● Heritage Conservation & Development Pressures: Development and infrastructure expansion are threatening heritage hamlets and built assets ● Identity & Belonging: Rapid demographic change – 51% visible minority population, 36% immigrant residents – creates both richness and the need for inclusive cultural representation ● Limited Cultural Spaces: There are few indoor cultural venues beyond the museum, library, and civic buildings, while growth areas like Seaton and Northeast Pickering lack dedicated arts or cultural infrastructure ● Environmental Considerations: Waterfront and outdoor events are increasingly affected by flooding and extreme weather ● Complex Land Ownership Structure: Significant lands are owned by federal and provincial governments. Key Opportunities ● Art at a neighbourhood/hamlet level: Significant developments in Seaton, Downtown, and Northeast Pickering provide opportunities to integrate art in public spaces, performance spaces, and creative placemaking early in the planning process ● New audiences and creators: A growing, diverse population offers new audiences and creators for cultural programs ● New community and tourism drawing infrastructure: The Dorsay Community & Heritage Centre will anchor year-round cultural engagement by combining museum, library, and community services, expanding access and intergenerational participation ● Collaborations and partnerships: Growing collaboration and momentum from the art in public spaces program and sponsorship model that can be leveraged to animate public space and build civic pride Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 18 - 207 - ● Tourism and the creative economy: Emerging regional cultural and entertainment tourism anchors and a strong film sector allows Pickering to link culture, creative industries, and tourism for mutual economic and community benefit ● Intergovernmental collaboration: Land ownership structure provides opportunity for different orders of government to work together. 2.6 Pickering Museum Village Re-Branding As Pickering Museum Village continues to operate within a rapidly changing community and cultural environment, questions of institutional identity and positioning have emerged as a key local consideration. Engagement with museum staff indicates that the museum is navigating an unresolved tension between its historical role as a collections-anchored pioneer village and its more recent shift toward experience-driven, participatory programming. This tension reflects broader changes in visitor expectations, community demographics, and contemporary museum practice, and has implications for how the museum is perceived, accessed, and programmed. Staff engagement further underscored that clarity of purpose is increasingly important in this context. The absence of a clearly articulated primary role, alongside defined secondary functions, creates challenges for alignment across programming, interpretation, collections use, and future planning. Equally significant is the need to establish clearer boundaries around what the museum is not positioned to be, in order to support sustainable decision-making and manage expectations among internal and external stakeholders. At this stage, the core challenge is not whether Pickering Museum Village should evolve, but how its primary function is defined and governed. Across engagement activities—including focus groups, interviews, and community questionnaire responses—participants consistently emphasized the importance of authentic, place-based storytelling, immersive experiences, and stronger connections to Pickeringʼs local histories and identities. These findings point to the museumʼs enduring value as a collections-informed heritage site, grounded in material culture and interpretation rooted in Pickeringʼs social and working histories. This direction aligns with broader shifts in museum practice. Across Canada and internationally, museums are moving beyond purely object-centred models toward approaches that integrate stewardship with community engagement, participatory interpretation, and inclusive storytelling. Collections remain the foundation of institutional credibility and distinctiveness, but their value is increasingly realized through how they are activated through programming, partnerships, and community connection. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 19 - 208 - At the same time, participants expressed a clear desire for more accessible, relevant, and community-connected experiences. This includes expanded partnerships, outreach beyond the site, and opportunities for co-creation that reflect Pickeringʼs evolving and diverse community. Taken together, these insights suggest that PMVʼs future is not defined by a choice between collections and community, but by how effectively it integrates strong heritage foundations with outward-facing, responsive, and relationship-driven approaches. This will require greater clarity in how resources are prioritized, how programming is aligned with institutional purpose, and how the museum balances its roles as a steward of heritage and a community-facing cultural space. The forthcoming Dorsay Community & Heritage Centre introduces an additional contextual factor. As a new, year-round, multi-service facility, Dorsay will materially alter how residents and visitors encounter heritage and cultural services in Pickering. Its role as a primary gateway and access point presents an opportunity to clarify functional distinctions between facilities, with Dorsay supporting orientation, access, and broader community use, while Pickering Museum Village retains a more specialized, site-based heritage role grounded in collections, landscape, and interpretation. Within Pickeringʼs context of rapid growth, increasing diversity, and evolving community expectations, re-branding must go beyond promotion to clearly define what the museum is, who it serves, and how it operates. This clarity ensures that programming, partnerships, and audience development are focused, sustainable, and aligned with both community needs and institutional capacity. Engagement findings point to a desire for more accessible, community-connected, and engaging cultural experiences, while sector trends emphasize the need for museums to be innovative, partnership-driven, and entrepreneurial in order to remain resilient. At the same time, the Museum is navigating capacity constraints and an evolving institutional identity. As a result, re-branding should focus on clarifying the museumʼs role and priorities so that future programming, partnerships, and audience development efforts are aligned, sustainable, and grounded in community need. This clarity will strengthen the museumʼs ability to engage residents, build relationships, attract financial support, and pursue new opportunities in a way that is both relevant and operationally realistic. 2.7 Summary Pickeringʼs rapid growth, increasingly diverse population, and three major growth nodes (Seaton, Northeast Pickering, and the GO-connected City Centre) are reshaping the cityʼs Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 20 - 209 - cultural life. The cultural offer is expanding, through flagship facilities (e.g. the Dorsay Heritage & Community Centre), a growing art in public spaces program, and partner-led festivals; however, pressures around housing affordability, car-dependent access, limited indoor cultural space, and heritage conservation persist. Looking ahead, embedding cultural spaces and programming into new neighbourhoods, strengthening grants and partnerships (community, business, tourism/film), and leveraging the cityʼs multicultural strengths can broaden access, build belonging, and position culture as a core driver of Pickeringʼs identity and economic vitality. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 21 - 210 - 3.0 Cultural Sector Trends Analysis 3.1 Cultural Sector Trends Thriving communities understand that building pride of place, through engaging arts and cultural programs, strengthens both community participation and economic development. The economic and livability benefits of cultural development have led to an understanding that cultural amenities and delivery are no longer a “nice to have” or a “frill” in municipal governments. In 2023, Statistics Canada estimated that cultural industries contributed an estimated $63.2 billion in direct contribution to Canadaʼs GDP and more than 669,600 jobs (Government of Canada 2023). Increasingly, cultural development is included in the core suite of municipal services offered to strengthen community ties, promote equity and inclusion, and when a city has strong and visible arts and culture, it naturally attracts more people, stimulating economic activity. In other words, culture matters! In broader context, important trends in Canadaʼs cultural industry will continue to have a significant influence on cultural development and programming over the next five to ten years. These trends include: Broad societal and global pressures ● The climate crisis and the role arts and culture plays in mitigating climate change ● The role of technology and changing nature of work through artificial intelligence (AI) ● The affordability crisis; cost of living and cost of art-making/creative spaces are too high ● Economic and political instability; tariffsʼ impacts on Canadian cultural imports/exports Policy, funding, and structural shifts ● Scaled-back corporate sponsorships and art in public spaces funding ● Lifecycle of arts organizations: many arts organizations are having difficulty moving to an established phase or shifting to a turnaround mode after a period of gradual decline ● New operating models for arts organizations that are more entrepreneurial in nature ● Further capacity-building within community groups, supporting grassroots community-driven programming, shifting a City's role to be more of a facilitator and convener (rather than a direct-supplier of services) Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 22 - 211 - Equity, Diversity, Inclusion and Accessibility (EDIA) and Reconciliation ● Upholding Calls to Action of Truth and Reconciliation (specifically #67 and #70, which directly call up the Canadian Museums Association and Canadian Association of Archivists) ● Innovations in D/deaf, and Disability arts and accessibility to the arts ● Creating safer and more inclusive spaces for community dialogue through the arts (e.g. social-change arts practices) Audience trends and cultural participation ● Festivals are struggling to rebuild audiences; challenges in funding, climate change adaptation, and safety concerns ● Shifting from passive consumption of arts and culture to more participatory arts experiences ● Generational shifts in arts audiences and increased arts experiences for families ● Outdoor arts, creative placemaking and co-activations of spaces ● Cultural participants, especially tourists and visitors, are increasingly interested in “authentic” experiences that accurately reflect the local experience 3.2 Museums and Heritage Museums in particular are going through growing pains, as their role as spaces of preservation within a community is becoming more fluid. While they have traditionally been spaces of learning, reflection, and dialogue, museums are expanding to include services to “drive social innovation, embrace new technologies and foster inclusive communities” (ICOM, 2025). Additionally, these deeply colonial institutions have the responsibility to transform from within to break down the barriers that exist for equity-deserving individuals to share their stories, in the efforts to heal from collective trauma. Important trends and significant changes have taken place in the heritage sector in Canada that will continue to challenge the meaning and role of museums and heritage sites. These trends include: Policy and structural shifts ● Moved to Action: Activating UNDRIP in Canadian Museums: Released by the Canadian Museums Association in 2022, the document outlines recommendations and new museum standards for implementing UNDRIP and supporting Indigenous self-determination in museums (Canadian Museums Association, 2022). Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 23 - 212 - ● New National Museum Policy: Last updated in 1990, Government of Canada has been working to renew the policy since 2022. Through consultations, five key themes emerged: 1) the role of heritage institutions in society; 2) financial sustainability and resilience; 3) advancing reconciliation with First Nations, Inuit and Métis peoples; 4) embracing equity, diversity and inclusion; and 5) preservation and access as core functions (Canadian Heritage, 2024). ● New Museum Definition: In 2022, the International Council of Museums (ICOM) approved the new definition— “A museum is a not-for-profit, permanent institution in the service of society that researches, collects, conserves, interprets and exhibits tangible and intangible heritage. Open to the public, accessible and inclusive, museums foster diversity and sustainability. They operate and communicate ethically, professionally and with the participation of communities, offering varied experiences for education, enjoyment, reflection and knowledge sharing” (ICOM, 2022). ● Modernizing Funding Models & Enhanced Governance Expectations: The Ontario Museum Association has signalled a distinct structural shift, moving toward modernized but still unresolved funding models (particularly the Community Museum Operating Grant), paired with significantly increased governance and planning requirements tied to that funding; a transition from independent site-based operations to networked regional systems with shared services and infrastructure; the elevation of digital capacity as a core institutional function rather than an enhancement; a push toward data-driven accountability and performance measurement; and an expansion of museum roles into multi-functional community, tourism, and resilience assets (Ontario Museums Association, 2015). ● Broad Accessibility: Governments across Canada are implementing laws and regulations that consider traditional measures of accessibility. Broader principles consider the full range of human diversity and advance a multimodal spectrum for universal accessibility in public spaces: Inclusive Design Research Centre, 8/80 Cities, 10 Principles of Disability Justice, and Canadian Museum of Human Rights Inclusive and Accessible Design Guidelines. Societal pressures and global trends ● Digital and technology trends: Storytelling remains the main means of impactful visitor experience; technology must be used in a thoughtful way to support storytelling: the power remains in the stories, rather than the platform; digital Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 24 - 213 - interactives, augmented reality, and immersive technologies can be resource-heavy and challenging for non-technical staff to maintain, and risk becoming dated or unsustainable; visitors experience may be isolating or a barrier to authentic physical connection to the experience (Heritage Management Organization, 2025). ● Climate Action: Museums are reckoning with their own carbon footprint, sustainable practices, and emergency response readiness, while grappling with the growing risk to collections due to climate disasters, crises, and conflicts (Canadian Museums Association, 2022). Both the Canadian Museums Association and ICOM have formed resolutions on sustainability. Many museum facilities require urgent upgrades to meet modern environmental standards (Canadian Museums Association, 2025). ● Funding shifts & revenue streams: Governments are undertaking shifts in funding to balance support for emerging and equity-deserving organizations, but with lower levels of funding overall some established groups are seeing reduced financial support. More governments are implementing austerity budgets amid growing economic uncertainty. In response, organizations are seeking more support from private philanthropy, diversified revenues, and niche investment streams. ● Cultural tourism: Opportunities for increased return on investment (ROI) and economic impact. It is more important to create an attraction that appeals to visitors, which requires authentic experiences and place-based storytelling. ● Heritage and Culture Advocacy: Canadian organizations are increasing advocacy work in response to pressures that put heritage at risk (Canadian Museums Association, 2021b). Communities are wrestling with costs to maintain and preserve heritage, such as Connaught, Laurentian and Halton Hills who are reducing or divesting collections, infrastructure, services, etc. Political and philosophical pressures and devaluing of science and culture, reduced funding and changing priorities also threaten the existence of heritage institutions (CAHP, n.d). 3.3 Art in Public Spaces The role of art in public spaces (a more inclusive term that captures a comprehensive image of creative and artistic possibilities such as murals and statues, but also performance-based work, artistic programming, and creative placemaking) in city building has seen tremendous shifts with new models and processes being explored to enhance the inclusivity, impact, and sustainability of art in public spaces initiatives. Expanding beyond traditional bronze sculptures, the genre of art in public spaces now embraces a wide variety of permanent and Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 25 - 214 - temporary artistic expressions in the public realm. More than just aesthetics, art in public spaces is a tool that is used by municipalities to respond to global population shifts, environmental fluctuations, and the increased complexity of civic issues. The following trends demonstrate the necessary shifts municipalities are making in order to keep art in public spaces relevant and sustainable: Funding ● Diversification of Municipal Funding Models: Cities are moving beyond single-source funding, combining tools like development charges, community partnerships, and philanthropy to strengthen and stabilize art in public spaces investment. ● Flexible Reserve Funds: By dedicating a small percentage of major capital budgets to art in public spaces, municipalities build flexible reserve funds that can be strategically allocated for long-term planning (rather than tied to specific projects). ● Funding for the Maintenance of Art in Public Spaces: Municipalities are increasingly dedicating funds to preserve, conserve, and repair their growing collections to ensure longevity and public trust. Processes ● Diversification of Models for the Selection of Art in Public Spaces Pieces and Processes: Moving beyond traditional juries, new selection models include community voting, artist-in-residence programs, and participatory processes that build engagement. ● Strategic Programs to Support Art in Public Spaces: From civic capital projects to grassroots initiatives, cities are creating layered programs that ensure art in public spaces thrives at multiple scales and contexts. For example: ○ Civic and Capital Program ○ Community Art ○ Creative Placemaking / Public Realm ○ Private Developer ○ Acquisitions, Donations, Gifted Artwork Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 26 - 215 - Design and Presentation Considerations ● Innovations in Showcasing Municipal Collections: Cities are experimenting with digital platforms, mobile exhibitions, and interactive displays to increase public access to municipal art collections. ● Accessible Art: Accessibility is being prioritized, ensuring works are inclusive across physical, sensory, and cultural dimensions so that all residents can engage. ● Ephemeral and Temporary Projects: Pop-up, time-limited, and experimental works are on the rise, creating dynamic experiences that respond to contemporary issues and community interests. ● Integration of Ecology / Environment into Art in Public Spaces: Public art now often incorporates ecological values – using sustainable materials, regenerative practices, and designs that respond to environmental priorities. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 27 - 216 - 4.0 Municipal Comparison - Best Practice Review This section summarizes key trends and comparative insights drawn from a review of seven peer municipalities identified by the City: Ajax, Clarington, Oshawa, Whitby, Newmarket, Oakville, and Guelph (available in Appendix A). The review considers cultural policy approaches, service delivery models, infrastructure investment, and the relationship between arts, culture, heritage, tourism, and community development. The intent of this comparison is to identify patterns, gaps, and emerging practices that inform strategic decision-making in Pickering, recognizing that peer approaches must be interpreted and adapted to reflect local growth pressures, governance structures, and cultural infrastructure. 4.1 Broader Regional Culture Trends Across comparator municipalities, arts, culture, and heritage are increasingly positioned as strategic tools for placemaking, community identity, and social cohesion, particularly in the context of population growth, intensification, and demographic change. Rather than relying exclusively on stand-alone cultural venues, municipalities are prioritizing distributed cultural experiences embedded within parks, libraries, community centres, downtowns, waterfronts, and neighbourhood-scale public spaces. There is also a clear shift away from exclusively municipally delivered programming toward partnership-based and co-delivery models involving community organizations, cultural groups, and external agencies. These approaches are often framed as mechanisms for expanding reach and flexibility, though they vary significantly in terms of governance, resourcing, and sustainability. Implication for Pickering: Pickering shares these broader sector trends, but its rapid growth, car-dependent urban form, and uneven distribution of cultural infrastructure suggest that distributed and partnership-based approaches will require deliberate coordination and clear role definition to avoid fragmentation or overextension. 4.2 CCNC Comparative Data (Cultural Statistics Data) Comparative cultural statistics drawn from the Creative Cities Network of Canadaʼs Culture Statistics Strategy and related municipal benchmarking data highlight significant variation in how municipalities structure, invest in, and deliver cultural services. Measures such as cultural facilities, public art assets, and event programming per capita provide useful contextual indicators, but do not on their own predict cultural participation, access, or community impact. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 28 - 217 - Across comparator municipalities, higher per-capita concentrations of cultural assets do not consistently correlate with stronger cultural outcomes. Municipalities with fewer City-owned facilities or lower asset ratios often demonstrate high levels of cultural activity through partnership-based delivery models, distributed programming, and strategic use of multi-purpose spaces. Conversely, asset-rich municipalities may continue to experience gaps in access, flexibility, or relevance if infrastructure investment is not aligned with community needs and delivery capacity. The data also indicates that rapidly growing and intensifying municipalities frequently lag in per-capita cultural assets, reflecting timing and population dynamics rather than a lack of strategic intent or investment. This trend is common among municipalities experiencing sustained growth, where cultural infrastructure expansion necessarily follows residential and employment development. Public art inventories further complicate comparative analysis, as municipalities with long-standing public art programs may appear comparatively asset-rich where indoor cultural facilities or creation spaces remain limited. As a result, public art assets are best interpreted as a distinct category of cultural investment rather than a proxy for overall cultural capacity. Overall, the comparative data reinforces the importance of context-sensitive cultural planning. Effective cultural systems are shaped less by the volume of assets than by alignment between investment, governance models, community partnerships, and local identity. These findings support an approach to cultural development that emphasizes fit, flexibility, and long-term sustainability over replication of peer models. Implication for Pickering: For Pickering, the CCNC data suggests that cultural effectiveness will be driven less by increasing per-capita asset counts and more by improving alignment between cultural investment, delivery models, and growth patterns. This reinforces the importance of prioritizing flexible, multi-use, and partnership-enabled approaches over asset accumulation alone, particularly in the context of rapid population growth and evolving community identity. 4.3 Municipal Benchmarking Data When viewed in relation to comparator municipalities, Pickeringʼs cultural profile reflects many of the same pressures and opportunities facing rapidly growing, intensifying communities. Like several peers, Pickering demonstrates a mix of municipally delivered cultural services alongside partnership-based and distributed models, rather than reliance on a single, facility-heavy approach. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 29 - 218 - Benchmarking data suggest that Pickeringʼs per-capita cultural assets are consistent with municipalities experiencing sustained population growth, where cultural infrastructure and services expand over time in step with residential and employment development. This positioning aligns with peers that have prioritized phased investment, adaptive reuse, and flexible programming in response to growth and fiscal constraints. Relative to comparator municipalities, Pickering shows particular strength in public realm cultural investment, including art in public spaces, while continuing to build capacity in indoor cultural and creation spaces, particularly at a mid-scale suitable for performance, rehearsal, and community use. These patterns are consistent across the benchmark group, reinforcing that Pickeringʼs cultural challenges and opportunities are reflective of broader municipal conditions. Overall, the benchmarking analysis indicates that Pickering occupies a transitional position within its peer group, shaped by rapid growth, an evolving civic identity, and differences in the distribution and availability of cultural facilities across the city. This underscores the importance of planning that responds to local growth patterns, community needs, and municipal capacity, rather than applying a one-size-fits-all model. Implication for Pickering: This positioning suggests that Pickeringʼs strategic challenge is not catching up to peers, but making deliberate choices about sequencing, integration, and scale as cultural capacity continues to evolve. 4.4 Implications for Pickering The municipal comparison highlights several areas where Pickering is well-positioned to advance cultural development, as well as areas that will require deliberate focus and differentiation. The intent of this comparison is not to replicate peer approaches, but to inform strategic choices that reflect Pickeringʼs specific growth pressures, geographic form, and community context. 4.4.1 Practices to Adapt Early integration of culture into growth planning: Peer municipalities that have embedded cultural considerations into secondary plans, downtown strategies, and major capital projects demonstrate greater coherence between cultural investment, placemaking, and long-term community outcomes. Pickering has an opportunity to strengthen this integration as growth areas continue to intensify. Use of distributed and hybrid cultural spaces: Comparable municipalities increasingly rely on shared-use facilities, public spaces, and temporary activations to expand access without Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 30 - 219 - relying solely on purpose-built venues. This approach aligns with Pickeringʼs land-use patterns and can support broader geographic access when applied strategically. 4.4.2 Practices to Avoid Over-reliance on single flagship facilities as primary cultural solutions: Peer experience suggests that large, centralized cultural facilities can absorb significant capital and operating resources while serving a limited portion of the population if not supported by broader, distributed cultural activity. Pickeringʼs investment in the Dorsay Community & Heritage Centre and the Pickering Museum Village represents a major and important cultural asset, establishing a strong civic anchor for heritage, programming, and community gathering. Benchmarking findings indicate that flagship facilities are most effective when complemented by a network of smaller-scale, distributed cultural opportunities across neighbourhoods, public spaces, and partner sites. Given Pickeringʼs geographic scale and patterns of growth, an over-reliance on a single destination may limit access, flexibility, and responsiveness over time. Expanding cultural activity beyond the primary site, through partnerships, mobile programming, and neighbourhood-based initiatives, can help extend reach, support diverse audiences, and maximize the impact of existing investments. 4.4.3 Area of Differentiation Balancing growth-driven cultural development with place-based identity: Unlike many peer municipalities, Pickering is simultaneously managing rapid intensification and the preservation of distinct historic hamlets and landscapes. This creates an opportunity to lead in developing cultural strategies that support identity formation across both urban growth areas and established communities, rather than prioritizing one at the expense of the other. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 31 - 220 - 5.0 Cultural Scorecard Summary The City of Pickering supports cultural development through the strategic integration of arts and cultural considerations in some high-level planning documents. The consulting team reviewed all of the Cityʼs major plans, policies, and strategies and evaluated their linkages to cultural development in a Cultural Scorecard (Appendix B - Pickering Cultural Scorecard). While the City of Pickering Official Plan does not have a dedicated Arts, Culture and Heritage section, policy directions that can encourage cultural development are mentioned throughout. For example, the Official Plan includes a principle to become more self-sufficient, including establishing a clear sense of place and improving community understanding of heritage, landscape and evolving culture. Cultural uses of various sizes and scale (including home business use, farmerʼs markets and larger cultural uses) are permitted in various land use designations. The Official Plan also supports flexibility in facility use, which can help promote collaboration between arts, culture, and heritage groups as well as other parties. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 32 - 221 - The 2014 Cultural Strategic Plan was comprehensive at the time of its development, with key definitions that align with industry best practices. It also includes a Strategic Directions chart, a helpful implementation tool. The existing Public Art Plan is a high level framework that summarizes existing art in public spaces in Pickering, identifies zones for future projects, and proposes future initiatives. The current plan does not describe how it fits into a broader Cultural Strategic Plan, nor the rationale behind the locations of current and future public art. The Pickering Museum Village Strategic Plan, approved by Mayor and Council in 2018, was intended to be a short, concise document that identifies the Museumʼs vision, mission, values, and recommended strategic goals. It then identifies definitions of success and enablers for each priority. This plan is quite ambitious, outlining numerous definitions of success to be attained by 2023 and enablers. This document is unclear how engagement informed the strategic priorities and enabling activities. Implementation of the plan was described in a separate document. Additionally, it was unclear how the plan fits into a broader cultural development context within Pickering. Cultural development is well-integrated in the Community Visitor Plan (2024 - 2027), Corporate Strategic Plan 2024 - 2028, Pickering Community Safety & Well-Being Plan, Durham Regionʼs 2025 - 2035 Strategic Plan, Regional Official Plan. Regional and Metrolinx transportation plans also outline active transportation improvements within Pickeringʼs downtown core and across the city, which can help to improve transportation access to culture. Other documents (City of Pickering Recreation & Parks Ten Year Plan, Housing Strategy and Action Plan, Pickering Economic Development Strategy, Durham Region Community Safety and Well-Being Plan) missed opportunities to identify or connect linkages to cultural development. Documents that guide Equity, Diversity, and Inclusion (EDI) were also assessed, including the Cityʼs Equity, Diversity and Inclusion Strategy, and Accessibility Plans for both the City and the Pickering Museum Village. While these documents lay important groundwork for initial steps in the Cityʼs and Museumʼs EDI and accessibility journeys, they did not include linkages to culture, art or heritage. Overall, out of 24 documents, 14 clearly or explicitly connected relevant linkages to culture. An overarching Cultural Strategic Plan, combined with a stronger and more visible presence of arts, culture, museums, and public art, can help embed culture more fully into everyday life in Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 33 - 222 - Pickering; strengthening community identity, increasing participation, and reinforcing the role of culture as a core part of the cityʼs growth and development. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 34 - 223 - 6.0 Public Engagement Summary Comprehensive public engagement took place to support plan development. The engagement sessions with both senior management and interdepartmental City staff highlighted Pickeringʼs strong commitment to advancing cultural services, while also surfacing challenges and opportunities that will shape the next phase of cultural development. Agency and opinion leaders view Pickering as being at a pivotal stage in its cultural evolution, moving from building capacity to defining its identity within Durham Region and the Greater Toronto Area. Focus group participants who discussed the Art in Public Spaces Plan and Museum Strategic Plan emphasized the importance of both, while identifying their priorities for the future. In a session with Pickering Museum Village staff, they identified a need to balance vision with concrete action and commit to a clear identity. The Indigenous Relationship Building Circle participants strongly expressed a desire to see their culture and values reflected in the resulting Cultural Strategic Plan and associated initiatives. The Pickering Anti-Black Racism Task Force identified that equity must be embedded in cultural budgeting, and clearer procurement pathways are needed so community organizations and artists can better participate in calls for artists, Requests for Proposals, and City processes. Participants across all open houses expressed concerns about transportation access to arts and culture, making requests for more arts and culture downtown, as well as increased transit options and free parking. When providing input on the Museum and Cultural Plan, many participants requested increased opportunities for intergenerational interaction and programming. High School Students and Youth were especially focused on maintaining and improving the quality of community gathering spaces. Responses for the community questionnaire echoed the key takeaways from other engagement sessions, while providing a snapshot into the experiences of over 600 respondents. 6.1 Senior Management Session – September 22nd, 2025 At the senior management level, the consultant emphasized the need for a culture plan that is laser-focused given the current and forthcoming sector realities and economic outlook. The Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 35 - 224 - senior team agreed that a targeted scope that is actionable, and financially realistic, given the Cityʼs looming budget pressures and competing capital priorities. They acknowledged cultureʼs role in enhancing community identity, placemaking, and civic pride, while also underscoring the need to safeguard existing cultural assets. Leaders noted progress in areas such as art in public spaces integration, expanded community grants, and improvements in equity, diversity, and inclusion, but also raised concerns around heritage preservation, resident awareness of culture, and the tension between hamlets and urban growth. Discussions underscored the urgency of rooting new developments in local heritage, identifying key art in public spaces sites and placemaking opportunities, and sustaining the Cityʼs progress in museum programming and heritage interpretation. 6.2 Interdepartmental Staff Session – September 22nd, 2025 The staff engagement session echoed these perspectives, with frontline and interdepartmental staff describing cultural services as highly collaborative and integrated across City functions. They pointed to key strengths (such as inclusive events, strong museum engagement, and a growing art in public spaces presence); however, staff also flagged key gaps: ● Inadequate performing arts and event spaces ● Accessibility challenges ● Strained relationships with Indigenous communities ● Outdated policies, and insufficient resources to meet growing demands Opportunities identified included: ● Strengthening Indigenous partnerships ● Investing in new facilities and transit access ● Expanding placemaking initiatives, and, ● Bringing museum and cultural programming directly into communities Staff articulated aspirations for expanded programming, new performance venues, and stronger visibility of cultural offerings, alongside big ideas, such as artist live/workspaces and neighbourhood-level activation. These sessions present a clear picture: Pickering has built a solid foundation of cultural services and assets, supported by strong leadership and staff collaboration. Simultaneously, there is a shared recognition that the City is at a critical inflection point – needing to balance financial realities with ambitious goals for growth, inclusivity, and civic identity. The insights will guide the development of a phased, practical Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 36 - 225 - cultural plan that strengthens Pickeringʼs distinctiveness, while addressing gaps in infrastructure, equity, and policy. 6.3 Pickering Museum Village Staff Session - January 14th, 2026 During a two hour session with eight Pickering Museum Village (PMV) staff members, staff participated in four facilitated activities to acknowledge that the museum is in a period of transition and assess how it can move forward. Nine key takeaways centred around balancing vision with concrete action emerged from the conversations: 1. Define and Commit to a Clear Identity Pickering Museum Village is at a crossroads and must “pick a lane.” Clarifying who the museum is, what stories it prioritizes, and who it serves will guide programming, partnerships, marketing, and investment moving forward. 2. Centre Storytelling as the Core Strength The museumʼs greatest asset is not just its artefacts, but the stories behind them. Deep, place-based storytelling—especially local histories that cannot be replicated elsewhere—should anchor exhibits, interpretation, and outreach. 3. Move from Symbolic to Meaningful Indigenous Engagement There is both an ethical need and a major opportunity to move beyond land acknowledgements toward sustained, properly funded relationships with Indigenous communities—through co-created exhibits, workshops, honoraria, staff learning, and long-term engagement. 4. Reimagine Community Presence Beyond the Site While PMV currently undertakes outreach activities, engagement findings indicate that awareness of the museum remains limited, suggesting that existing efforts are not yet reaching a broad or representative portion of the community. Expanding and strengthening off-site presence, through mobile exhibits, partnerships, and programming embedded in neighbourhoods and community spaces, will be critical to increasing visibility, improving access, and ensuring the museum is meaningfully connected to residents across the city. 5. Rebuild and Professionalize the Volunteer Model The volunteer landscape has changed. PMV needs a more intentional, skill-based volunteer program (e.g., baking, heritage trades, theatre, interpretation), supported by Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 37 - 226 - training, appreciation budgets, and a dedicated volunteer coordinator—while no longer relying on volunteers for core staffing needs. 6. Strengthen Internal Culture and City Relationships Internal perceptions matter. Team-building, staff tours, shared learning, and City-wide participation (lunch & learns, open houses for Council and senior staff ) are critical to improving understanding of museum work and building institutional trust. 7. Invest in Infrastructure, Staffing, and Best Practices To function as a contemporary museum, PMV requires greater alignment, clarity, and consistency across its existing policies, roles, programming, and practices to ensure they operate as an integrated and professionally grounded system. 8. Expand Access, Belonging, and Use of Space The museum should be positioned as a community hub—offering low-barrier spaces for gatherings, intergenerational activities, and programs that reflect Pickeringʼs demographics, families, and evolving needs. 9. Tell the Story of the Museum Itself – Boldly PMV needs compelling, coordinated marketing that shares its passion and relevance with the public—using family-focused media, social platforms, partnerships, and storytelling that highlights its uniqueness, cultural value, and future vision. 6.4 Agency & Opinion Leader Interviews Interviews were conducted with six (6) Agency and Opinion leaders selected by City of Pickering staff to gather their insights into potential funding sources and governance models, as well as partnership and service delivery models, to help us understand and confirm broader trends in the cultural sector at large. 6.4.1 Overall High-Level Takeaways Agency and opinion leaders view Pickering as being at a pivotal stage in its cultural evolution, moving from building capacity to defining its identity within Durham Region and the Greater Toronto Area. The interviews revealed strong optimism about Pickeringʼs cultural potential and underscored the need for more coordinated governance, sustainable funding, and authentic community engagement. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 38 - 227 - ● Pickeringʼs rapid demographic growth, diversity, and strong civic leadership are key cultural assets. ● The Dorsay Community & Heritage Centre was identified as a transformative opportunity to link heritage, community, and contemporary culture. ● Success will rely on sustainable operational models, cross-departmental collaboration, and the integration of culture with tourism and economic development. 6.4.2 Key Themes and Insights 1. Culture as a Public Good and Driver of Livability ● Culture must be positioned as essential infrastructure, not a “nice-to-have” ● Cultural development contributes directly to belonging, identity, and community pride ● Plans must ensure that all residents can see themselves represented through accessible, everyday cultural experiences 2. Collaboration, Governance, and Regional Partnerships ● A coordinated approach is needed across City divisions (e.g., Culture, Tourism, Economic Development, Recreation, and Communications) to align programming, marketing, partnerships, and use of public spaces, ensuring that the Museum is positioned and delivered as part of a broader, city-wide cultural system rather than as a standalone site. ● Regional collaboration across Durham municipalities is essential to align tourism promotion, cultural experiences, and audience development, increasing visibility and strengthening Pickeringʼs role within the regional cultural and visitor economy. ● Partnerships with business, education, and tourism sectors can expand program delivery, audience reach, and revenue opportunities, supporting a more sustainable and integrated model of cultural service delivery. 3. Inclusion and Authentic Engagement ● Interviewees emphasized deep, relationship-based engagement with communities over one-off consultations ● Co-created programming and exhibitions that transfer authorship to communities build stronger connections and relevance ● Focus areas include Indigenous partnership-building, youth engagement, and ensuring representation of newcomer and equity-deserving communities 4. Financial Sustainability and Innovation ● Rising costs and reduced funding require diversified revenue sources, sponsorships, and entrepreneurial models Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 39 - 228 - ● Linking culture to economic tools such as the Municipal Accommodation Tax (MAT) and cultural tourism strategies was recommended ● Interviewees cautioned against overly aspirational plans, advocating for phased, achievable actions with clear return-on-investment measures 5. Museums and Art in Public Spaces as Anchors for Inclusion ● The Pickering Museum Village and Dorsay Community & Heritage Centre can redefine how heritage and contemporary culture intersect ● Museums are evolving from preservation toward trauma-informed, identity-affirming storytelling ● Opportunity for art in public spaces to extend beyond civic nodes to new neighbourhoods and use interactive and digital tools to enhance accessibility and engagement 6.4.3 Looking Ahead Interviewees agreed that Pickeringʼs cultural success will hinge on: ● A clear, realistic plan with measurable outcomes ● Stronger integration of culture with land-use and infrastructure planning. ● Shared leadership between the City, community, and private sector ● Embedding culture into everyday life. This means integrating arts, heritage, and cultural experiences into regular community settings, such as parks, libraries, neighbourhood spaces, and public programs, so that residents encounter and participate in culture as part of their daily lives. 6.5 Art in Public Spaces Focus Group – November 14, 2025 The participants in this focus group emphasized that art in public spaces, including both temporary and permanent installations, plays an important role in their community, and highlighted several priorities to be considered for the future art in public spaces plan. The group contended that art in public spaces in Pickering should: ● Activate the public realm, and create a feeling of welcome and inclusion ● Build knowledge of the history, culture and identity of the place ● Share the benefits of cultural development and present Pickering as a leader in arts and culture ● Act as practical and legible wayfinding tools ● Establish neighbourhood/hamlet-based brand-identities ● Promote social inclusion and community gathering for those who live, work and visit Pickering Key themes that emerged from the conversation around prioritization included: Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 40 - 229 - ● Public celebrations ● Representation from the community ● Accessibility ● Arts and Culture Leadership ● Cultural Resources and Investments ● Community identity 6.6 Museum and Heritage Focus Group – November 14, 2025 The participants in this focus group had strong opinions on the role of the museum in their community. The group contended that the museum should: ● Be a community hub ● Build partnerships and relationships between diverse communities and organizations. ● Present diverse perspectives, reflecting many cultures back out to attendees/participants ● Take a place-based approach and present a uniquely “Pickering” identity, including Indigenous storytelling ● Focus on community outreach and gathering feedback to develop highly-relevant programming Key themes that emerged from the conversation around prioritization included: ● Programming relevance ● Programming variety ● Accessibility and transportation ● Outreach and partnerships ● Community gathering and other space needs ● Diversity, equity and inclusion within governance, operations and programming ● Digital and communications strategies 6.7 Indigenous Relationship Building Circle Meeting – November 25, 2025 The Indigenous Relationship Building Circle (IRBC) met to discuss the impact of a new Cultural Strategic Plan on their community, and how they would like their culture and values reflected in the plan. Highlights from the conversation included: ● More opportunities to showcase Indigenous arts, performance and heritage, including a space for Powwows ● Improved communication tactics from the City to inform Indigenous participants on cultural goings-on Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 41 - 230 - ● More inclusive engagement methods are needed in order to include Indigenous participants in cultural offerings ● Improved municipal systems and policies (ie, event planning, finance and insurance) are needed in order to gain trust with local Indigenous groups, especially artists ● Support employment and funding opportunities for Indigenous youth to work in cultural sector 6.8 Pickering Anti-Black Racism Taskforce Meeting - January 8, 2026 The Pickering Anti-Black Racism Taskforce (PABRT) is a committee of Council appointees who work in partnership with the Pickering community, Durham-based organizations, businesses, and the City of Pickering. Highlights from the conversation about the plan development included: ● Equity must be embedded in cultural budgeting, with funding and grants designed to be accessible to smaller and grassroots community groups ● Clearer procurement pathways are needed so community organizations and artists can better understand and participate in calls for artists, RFPs, and City processes ● City staff capacity and liaison support are critical to successfully connect community groups with resources, policies, and procedures ● Museums and cultural institutions should strengthen their community presence, engage contemporary audiences, and participate more visibly in community events ● Local cultural heroes and underrepresented voices should be celebrated through public art, storytelling, and visible interventions across public spaces ● Art in Public Spaces should be used as a tool for dialogue, community engagement, and reflection of Pickeringʼs diverse cultural identity ● Consistent and accessible communication is essential, so residents are aware of cultural initiatives, events, and opportunities to participate ● Evaluation and feedback loops with the community must be ongoing, with KPIs and metrics embedded into both projects and City cultural processes ● Cultural development should focus on sustainability, moving from initiation to refinement, stabilization, and long-term maintenance of initiatives 6.9 Open Houses Community members met during four, two hour open houses held at community centres on November 12th and 13th, 2025. The target audiences included northern neighbourhoods and hamlets, Whitevale Arts and Culture Centre Board/Members, Arts and Museum interest holders, and Pickering residents. Attendees were encouraged to contribute to Sounding Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 42 - 231 - Boards (physical boards they could write their input on) and complete the community questionnaire. Attendees provided input that relates to key themes identified below. 6.9.1 Cultural Strategic Plan Participants expressed a strong desire for increased arts and culture programming options. Some participants stressed the need for increased awareness of culture in the community, for example through more emails and newsletters. Several participants expressed a need for the Cultural Plan to encourage diversity that is representative of Pickeringʼs population through events that encourage interculturalism. Affordability and availability of arts and culture were also mentioned repeatedly, particularly in terms of affordable or free spaces to enjoy culture. 6.9.2 Art in Public Spaces Plan Participants identified that art in public spaces is an important opportunity for placemaking and activating the public realm. Several proposed incorporating public art with recreation opportunities, such as outdoor space and community centres. Some expressed a desire for more art in public spaces. Two participants identified an opportunity to incorporate Indigenous names or land acknowledgement in art in public spaces or street naming processes. Participants also expressed a strong affinity for the local Waterfront, a potential location for future art in public space initiatives. 6.9.3 Museum Strategic Plan Similar to the Cultural Plan input, participants expressed a strong desire for increased programming options. Participants had strong and varied recommendations related to museum programming – for example, they expressed an interest in ʻheritage artsʼ programming while others proposed combining education with entertainment. A small number of comments proposed making the programming more dynamic, for example through interactive and immersive techniques, a higher rotation of exhibits, as well as events. 6.10 High Schools and Youth Engagement High school students from St. Maryʼs Catholic Secondary School and Dunbarton High School were engaged at their schools on Nov. 20, 21 and 28, 2025. These students were consulted for their perspectives related to improving cultural programs and services in the city, as well as their opinion on what themes and or types of art in public spaces should be featured in Pickering. When asked to help develop a vision for a future cultural plan, the youths were overwhelmingly focused on maintaining and improving the quality of the community Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 43 - 232 - gathering spaces, such as the local mall, that encouraged their ability to gather with their friends. Other input from the groups included an interest in developing an activated public realm and overall community vibrancy, access to nature and outdoor arts opportunities (such as festivals and other public celebrations), and more cultural and entertainment facilities that welcome younger audiences. The students were also asked to vote on what they believed to be the most important aspect of community culture (see the graph provided). “Natural Heritage” was the most popular with the students, and “Games”, “Design”, “Cultural Events” and “Hobbies”, were also highly regarded. “Built Heritage” had the least votes from the students. Students from the Specialist High Skills Major (SHSM) program – a specialized Ontario high school program for Grades 11 and 12 that lets students focus on a specific career sector (like Arts, Health & Wellness, Non-Profit, or Construction) while earning their Ontario Secondary School Diploma – were engaged as “Youth Consultants” to discuss the challenges experienced at the Pickering Museum Village. The students were specifically consulted on their inputs on how to create better awareness of the Pickering Museum Village, and how to make it a more attractive tourist destination. The student solutions included: ● Social media and website strategies ● Billboards and outdoor signs for wayfinding and attraction ● Strategic partnerships with schools, community groups and influencers ● Free/affordable experiential opportunities and events ● Job and volunteer opportunities for youth 6.11 Community Questionnaire A Community Questionnaire was available on LetsTalkPickering.ca from October 31st, 2025 until December 20, 2025. The survey received 635 responses, with the majority (n=461) from Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 44 - 233 - youth aged 13 - 17. The next most popular age demographic were older adults, aged 65+ (n=52). This points to the community questionnaire data including a significant youth bias. The majority of respondents (n=583) indicated they lived in Pickering, with other respondents working or visiting often. Responses to multiple choice and likert scale questions were quantified in graph form and are included in Appendix C - Community Questionnaire Data (Graphs). Some questions allowed for long text responses - due to the volume of data, those have not been included in this report but some direct quotes have been pulled and included in the subsequent sections. A minority of responses expressed concerns about property tax rates and public expenditures on arts, culture, and heritage. This suggests that municipal spending on arts, culture, and heritage should be consistent and transparent, communications about cultural investment must be clear, and that innovative funding approaches (e.g. partnerships with the private sector) should be explored where possible. 6.11.1 Cultural Strategic Plan Insights ● When asked about their vision for arts, culture, and heritage in Pickering, respondents were interested in increased prominence and diversity in programming, while preserving heriThis framework may be enhanced to honour what we learn and will keep the City accountable to our commitments. tage and ensuring that cultural initiatives were reflective of the community. One respondent offered the following vision, “a city where arts, culture, and heritage reflect the full diversity of Pickering - accessible, inclusive, and alive in every neighbourhood.” ● Respondents were active participants in arts, culture, and museum/heritage offerings within the last three years. Special events, festivals and cultural ceremonies were the most common response (n=380), followed by natural heritage sites (n=304). Respondents who chose the ʻotherʼ option shared that they participated in informal events, workshops, hobbies, sports, or events in Toronto. ● Respondents enjoy several aspects of culture in Pickering, including the opportunity to connect with neighbours and family through programming, existing public art, greenspace, programming, and intercultural opportunities. ● Respondents were interested in increased activities/experiences of interest to them (n=450), when asked about what factors would encourage them to participate more. More free time, increased options nearby, and more cultural spaces/facilities were also popular factors. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 45 - 234 - ● Peer to peer channels (such as social media), as well as community posters/word of mouth, were the most common methods respondents used to learn about arts, culture, and heritage. Local news/media, city communications, and library event listings and posters were also commonly used. ● There is an appetite for outdoor gathering spaces and large, dedicated cultural spaces or facilities among survey respondents. Some respondents also indicated that they leave Pickering to participate in intercultural events, as well as events such as live music, theatre, and opera. ● There is a need to increase access and awareness of arts, culture, and heritage experience across neighbourhoods and hamlets. While 221 respondents indicated that they do have access to arts, culture, and heritage in their local neighbourhood or hamlet, the large number of respondents who indicated ʻI donʼt knowʼ (n=241) or ʻnoʼ (n=173) points to this need. ● Respondents expressed mixed opinions on whether they felt that current arts, culture, and heritage offerings reflect Pickeringʼs changing and diverse population. Many respondents indicated that arts, culture, and heritage offerings are becoming more diverse. ● Local access to arts, culture, and heritage in respondentsʼ neighborhood/hamlet is important. A combined 296 respondents indicated that access to arts, culture, and heritage in their neighbourhood or hamlet was ʻvery importantʼ or ʻimportant,ʼ with an additional 225 respondents indicating it was somewhat important. ● When asked if they had any other final comments or recommendations to share, respondents provided the following feedback: ○ “Prioritize finding and supporting local artists—give them real opportunities to showcase their talents through events, public spaces, and community programs.” ○ “Please retain the history we have - buildings, heritage crafts and skills, stories, historic lands, place names, small community identity etc. Once they are gone we can't get them back.” ○ “Pickering already has a great foundation in arts, culture, and heritage, and I hope to see continued investment in programs and events that are inclusive, family-focused, and reflective of the cityʼs growing diversity.” Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 46 - 235 - 6.11.2 Art in Public Spaces Insights ● Respondents were generally not familiar with public art and creative placemaking initiatives in Pickering. When asked, 155 respondents indicated they were not familiar at all, while 438 indicated they were not very familiar or somewhat familiar. ● Animate and beautify public spaces, support local artists and creators, and reflect and learn about local stories and culture, were the top three roles that public art and creative placemaking could play in the community, as identified by respondents. ● Art and creative placemaking initiatives in Pickeringʼs public spaces should identify the diversity of the community - 494 respondents identified this was either very important or somewhat important. ● Respondents indicated that inclusive art and creative placemaking practices could help increase participation of Indigenous and historically marginalized communities. One respondent stated “Have a space for this like Nuit Blanche style, amplify art during important days events, make opportunities to submit art work and promote these properly. Work with communities already doing this work in a meaningful way that isnʼt centered on exploiting work, but sharing and amplifying voices. Also pay your artists!! No free labour!” ● Opportunity to learn more about Indigenous cultures through Pickeringʼs public art. Most respondents indicated that they did not learn more (n=213) or somewhat learned more (n=198) about local Indigenous culture through public art. ● Better promotion of public art and placemaking initiatives (n=258), initiatives across neighbourhoods and hamlets (n=233), and accessible surroundings (n=193) were identified as the top three ways that public art and creative placemaking initiatives could become more meaningful, welcoming, and accessible. 6.11.3 Museum Strategic Plan Insights ● Among the respondents who attended Pickering Museum Village exhibits, programs and/or events in the last three years, seasonal or holiday events, the escape room, and Pickering Museum Village tours were the most popularly attended programs. Note that 301 respondents indicated that they hadnʼt attended an exhibit/event at Pickering Museum Village or were unsure if they had. ● Increased options for exhibits, programs, and events, better awareness/promotion, and more personal free time were the top three factors Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 47 - 236 - that would encourage respondents to attend or participate in more Pickering Museum Village exhibits/events. ● Respondents indicated that they believed that the Pickering Museum Village was multifaceted. The top four responses indicated that the Pickering Museum Village should preserve and share local history and heritage (n=328), attract visitors and support the local economy (n=250), serve as a gathering space/community hub (n=238), and provide educational experiences for all ages (n=236). ● The majority of respondents (n=455) indicated that it was either very important or somewhat important that Pickering Museum Village reflects its changing and diverse population. ● Respondents indicated that quality of visitor experience and opportunity for immersive and innovative learning opportunities make for memorable heritage site and museum visits. One person wrote that they valued “the ability to learn in an unconventional way - whether that be through inspiring and thought-provoking guides who bring the lessons to life, interactive exhibits, and more. A welcoming atmosphere that fosters community and acceptance.” 6.12 Overall Key Themes The themes summarized below reflect areas of strongest convergence across engagement activities; they do not imply equal priority or immediate implementation. 6.12.1 Overarching Themes and Cultural Strategic Plan Engagement participants consistently identified Pickering as being at a pivotal stage in its cultural evolution, shifting from a period of capacity building toward one of identity definition. Participants, particularly staff, expressed a clear desire for a Cultural Strategic Plan that is phased, practical, and grounded in realistic assessments of organizational capacity and long-term sustainability, rather than short-term ambition. Participants emphasized the role of arts, culture, and heritage in placemaking and identity formation as Pickering intensifies and transitions beyond a bedroom community. There was strong demand for additional cultural venues, facilities, and gathering spaces, particularly within the downtown and other growth areas. Participants also identified barriers to participation, including transportation, geographic distribution of facilities, and awareness of cultural offerings. Across engagement activities, participants expressed interest in cultural approaches that enhance inclusion and belonging, including low-cost and low-barrier opportunities, diverse Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 48 - 237 - representation, and more participatory, community-engaged models of cultural development. While engagement demonstrated broad enthusiasm for expanded cultural infrastructure, programming, and access, participants also consistently emphasized the importance of sequencing, realism, and long-term sustainability. The desire for additional facilities and initiatives must therefore be understood alongside capacity constraints, operating impacts, and the need to prioritize strategic locations and phased delivery. These findings underscore the importance of establishing a clear strategic framework to guide decision-making, rather than responding to individual requests in isolation. 6.12.2 Art In Public Spaces Plan Engagement participants identified art in public spaces as an important tool for placemaking, neighbourhood activation, and strengthening everyday encounters with culture. Participants emphasized that public art should meaningfully reflect Pickeringʼs distinct histories, cultures, and communities, including through the inclusion of local artists and locally relevant narratives. Participants also highlighted opportunities for art in public spaces to support wayfinding, reinforce neighbourhood identity, and be integrated into parks, streetscapes, transit corridors, and civic infrastructure. In addition to permanent installations, there was interest in temporary and rotating works that allow for experimentation, broader artist participation, and responsiveness to changing community contexts. Engagement feedback suggests that art in public spaces is most valued when it is contextually grounded, locally relevant, and integrated into everyday environments rather than treated as standalone or purely symbolic interventions. While participants expressed interest in both permanent and temporary works, these preferences highlight the need for a clear curatorial and governance framework to balance experimentation, maintenance, and long-term stewardship. 6.12.3 Museum Strategic Plan Engagement participants expressed strong interest in a museum that functions as both a community gathering space and a credible heritage institution. Participants emphasized the importance of authentic, place-based storytelling grounded in Pickeringʼs social and working histories, with artifacts playing an active role in interpretation rather than serving solely as static displays. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 49 - 238 - There was clear support for participatory and skills-based programming, including hands-on experiences and immersive techniques, provided these approaches remain anchored in real objects, lived histories, and community knowledge. Participants also highlighted the museumʼs potential to build relationships across diverse communities, expand outreach beyond the museum site, and improve accessibility through relevant programming, transportation awareness, and stronger communication. Engagement findings indicate strong support for a museum that balances participatory, experiential programming with its responsibilities as a steward of collections and historical knowledge. Participants expressed interest in expanded outreach and accessibility, but also emphasized the importance of maintaining credibility, authenticity, and object-based interpretation. These insights point to the need for clarity around the museumʼs primary role, audience focus, and delivery model, particularly as expectations for community engagement continue to grow. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 50 - 239 - 7.0 Key Strategic Themes The following strategic themes synthesize findings from the local context analysis, sector trends, comparative review, as well as extensive public and interest-holder engagement. Together, they articulate the core issues and opportunities that should guide the development of the Cultural Strategic Plan, and its companion Museum Strategic Plan and Art in Public Spaces Plan. These themes are not actions; rather, they establish the strategic frame within which priorities, phasing, and investments will be determined. The themes are intended to support prioritization and sequencing decisions, recognizing that not all objectives can be advanced simultaneously and that trade-offs will be required. 7.1 Theme 1: Culture as Essential Civic Infrastructure Positioning culture as essential civic infrastructure requires integration with land-use, transportation, and capital planning processes that are already under pressure from housing delivery, transportation expansion, and asset state-of-good-repair demands. Treating culture as infrastructure introduces necessary trade-offs, particularly where space, timing, or funding constraints limit the Cityʼs ability to advance all objectives simultaneously. If culture is treated as essential civic infrastructure, it must be considered early in growth-area planning and major civic projects, not retrofitted after core decisions are made. This means cultural considerations influence where and how public space, community facilities, and mixed-use developments are planned, even when dedicated cultural facilities are not immediately delivered. Strategic Implication: This theme does not imply that culture requires stand-alone facilities in every neighbourhood, nor that cultural investment should displace higher-priority infrastructure needs. Rather, it emphasizes intentional integration, shared use, and scalable cultural presence within existing and planned civic assets. 7.2 Theme 2: Identity Formation in a Rapidly Changing City Pickering is at an inflection point, moving from capacity-building toward identity definition. Rapid population growth, demographic diversification, and the emergence of new cultural infrastructure are reshaping how residents experience and understand the city. Engagement revealed both pride in diversity and concern about the loss of distinct local character, particularly within historic hamlets and heritage landscapes. Identity formation in a rapidly growing and diversifying city requires balancing continuity with change. Efforts to articulate a shared civic identity must navigate competing pressures: Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 51 - 240 - protecting heritage landscapes and hamlets, while accommodating intensification; honouring long-standing histories while ensuring new residents see themselves reflected; and fostering cohesion without flattening difference. These tensions cannot be resolved symbolically and require deliberate prioritization. If identity formation is a strategic priority, Pickering must be able to articulate a clear, place-based cultural narrative that is legible across growth areas, historic hamlets, and civic spaces. This narrative should be evident not only in branding or messaging, but in how public spaces are designed, how cultural programming is curated, and how local histories are interpreted and shared. Strategic Implication: This theme does not imply the creation of a single, static identity or the expectation of consensus. Nor does it suggest that cultural identity can be resolved through branding exercises alone. Identity formation is understood here as an ongoing civic process, shaped through everyday encounters with culture, heritage, and public space, rather than a fixed outcome to be declared. 7.3 Theme 3: Inclusion, Representation, and Community Voice Across engagement activities, participants emphasized the importance of cultural experiences that reflect Pickeringʼs diversity and support authentic representation. This includes Indigenous relationship-building, newcomer and youth engagement, accessibility, and culturally responsive programming. Participants expressed a strong interest in co-created and community-led approaches over one-directional delivery models. Meaningful inclusion and shared community voice require time, trust, and sustained relationships, which can conflict with project timelines, capacity constraints, and standardized municipal processes. Efforts to broaden representation must balance openness with accountability, ensuring that engagement practices are both inclusive and feasible within City systems. If inclusion and community voice are prioritized, Pickeringʼs cultural initiatives must demonstrate clear pathways for participation and shared authorship, particularly for Indigenous communities, youth, newcomers, and equity-deserving groups. This includes transparent processes for how community input shapes decisions, programming, and interpretation, rather than limiting engagement to consultation alone. Strategic Implication: This theme does not imply that all cultural initiatives will be community-led, nor that the City can cede decision-making authority in all contexts. It does Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 52 - 241 - not guarantee equal representation across every project. Instead, it commits the City to intentional, relationship-based engagement where community voice has defined and visible influence, aligned with municipal responsibility and capacity. 7.4 Theme 4: Capacity, Sustainability, and Realism While ambition for culture in Pickering is high, engagement with staff, senior management, and sector leaders emphasized the need for a phased, financially realistic approach. Aging infrastructure, limited indoor cultural space, staff capacity, and constrained operating resources present ongoing challenges. There is also recognition that overreliance on City delivery creates long-term sustainability risks. Advancing cultural ambitions in Pickering must be balanced against finite staff capacity, competing service demands, and long-term financial sustainability. Cultural initiatives that rely on short-term funding or informal labour can create future liabilities if they evolve into ongoing expectations without corresponding resourcing. If capacity and sustainability are treated as core principles, cultural initiatives must be designed with clear lifecycle thinking, including defined roles, realistic staffing assumptions, and consideration of long-term operating impacts. This requires prioritization, phased implementation, and clarity about which initiatives are pilots, which are time-limited, and which warrant sustained investment. Strategic Implication: This theme does not suggest limiting cultural ambition to what can be delivered immediately, nor does it preclude experimentation or partnerships. Rather, it emphasizes responsible scaling, where new initiatives are tested, evaluated, and adjusted before becoming permanent commitments. 7.5 Theme 5: Distributed Access and Everyday Culture Transportation barriers, car dependency, and the geographic concentration of cultural facilities in South Pickering limit access for many residents. Engagement highlighted demand for cultural experiences that are embedded in neighbourhoods, public spaces, and growth areas, and that occur as part of everyday life rather than only through destination venues. Expanding access through distributed, neighbourhood-scale cultural experiences improves geographic equity but increases operational complexity, coordination requirements, and maintenance demands. Delivering culture across multiple sites must be balanced against staffing capacity, program quality, and long-term sustainability to avoid fragmented or diluted impact. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 53 - 242 - If distributed access is a priority, Pickering must identify strategic nodes and shared-use assets where cultural activity can be concentrated and sustained, rather than attempting to deliver programming evenly across all neighbourhoods. Everyday culture should be visible, repeatable, and integrated into spaces residents already use, such as libraries, community centres, parks, and civic corridors. Strategic Implication: Art in public spaces, neighbourhood-scale programming, and hybrid use of community facilities are anticipated to be key tools for expanding access and visibility across the city. This theme does not imply equal cultural programming in every neighbourhood, nor does it require the City to operate or animate all distributed activities directly. It does not replace the role of destination cultural venues. Instead, it emphasizes strategic distribution that enhances access without undermining quality or capacity. 7.6 Theme 6: Culture, Tourism, and the Creative Economy Pickeringʼs emerging role within regional tourism, film, entertainment, and farming sectors presents opportunities to link cultural development with economic objectives. Engagement with agency and opinion leaders identified potential for stronger alignment between culture, tourism, and economic development, while cautioning against approaches that prioritize visitor appeal at the expense of local relevance. Aligning culture with tourism and the creative economy offers opportunities for economic diversification, talent attraction, and regional visibility, but risks prioritizing short-term visitor appeal over long-term community value. Cultural strategies that focus primarily on event-based or external consumption can undermine local participation, creative sustainability, and year-round cultural vitality. If culture is to contribute meaningfully to Pickeringʼs tourism and creative economy objectives, investment and alignment must strengthen local cultural ecosystems first. This includes supporting local creators, cultural workers, and organizations; enabling year-round cultural activity; and positioning Pickeringʼs stories, landscapes, and communities as the foundation for regional and visitor-facing initiatives. Strategic Implication: Strategic alignment with tourism and the creative economy should reinforce community benefit, local storytelling, and year-round cultural participation. This theme does not frame culture as a branding tool or a standalone tourism product. Theme 6 does not prioritize visitor attraction over local relevance, nor does it assume that economic impact is best achieved through large-scale events alone. Instead, it positions culture as a durable economic asset that generates value through sustained participation, creative labour, and place-based storytelling. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 54 - 243 - 8.0 Next Steps This report is the major deliverable for Phase 2: Community Consultation and Strategic Theme Development. Phase 3: Draft Plans and Validation is already underway, with draft plans on track to be shared in February 2026. The draft plans will be brought to interest holders and Council in Spring 2026. Phase 4 will involve final community consultation and finalization of the Plans. A final, Council-approved Cultural Strategic Plan with its companion Plans can be anticipated as early as Summer 2026. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 55 - 244 - References (Document Links in Order of Appearance) City of Pickering, 2025, Pickering Profile (2025) City of Pickering, 2025, Official Plan Review Invest Pickering, 2025, Pickering Community Profile, 2025-26 IBI Group, 2021, Integrated Transportation Master Plan Ontario Power Generation, 2025, Southern Ontario – Durham Region City of Pickering, 2023, Wonderbrands Innovation Business Park to ʻRiseʼ in Pickering City of Pickering, n.d., Pickering Innovation Corridor City of Pickering, n.d., Industrial Profile, Advanced Manufacturing Province of Ontario, 2024a, Ontario Expanding Highway 7 from Pickering to Markham Province of Ontario, 2025, Ontario Permanently Cutting the Gas Tax and Taking Tolls off Highway 407 East City of Pickering, n.d., Draft Zoning By-law Summary Sheet #3: Agricultural and Rural Areas Statistics Canada, 2021b, Farms Classified by Farm Type, Census of Agriculture Invest Durham, 2024, Agricultural Profile: Growing Agri-Food Durham Durham Live, 2026, Durham: DLive! Porsche, 2026, Porsche Experience Centre Toronto Ajax Pickering Hospital Foundation, 2024, Jerry Coughlan Health & Wellness Centre Province of Ontario, 2024b, Ontario Building a More Connected Health Care System for Durham Region City of Pickering, 2025a, Filming in Pickering City of Pickering, 2025b, City of Pickering Partners with William F. White to Operate Largest Movie Backlot in Canada Pickering Forward, 2025a, Appendix A: In-Person Public Information Centre Pickering Forward, 2025b, Official Plan Review: Housing and Affordability Engagement Summary Report Pickering Forward, 2025c, Appendix C: Online Survey Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 56 - 245 - Statistics Canada, 2021b, Focus on Geography Series, 2021 Census of Population, Pickering, City Durham Region, 2026a, Local Municipalities Durham Region, 2026b, Official Plan Durham Region, 2026c, Explore & Engage: Arts and Culture City of Pickering, n.d., Seaton Community Infrastructure Ontario, n.d., Seaton Lands City of Pickering, 2023, Northeast Pickering Secondary Plan City of Pickering, n.d., City Centre Vision Metrolinx, 2022, Durham-Scarborough BRT Durham Post, 2024, Pickering Submits Proposal for VIAʼs High Frequency Rail stop Pickering Forward, 2025c, Appendix B: Virtual Public Information Centre City of Pickering, 2019, Kingston Road Corridor and Speciality Retailing Node: Intensification Plan City of Pickering, 2026d, Community Grants City of Pickering, 2026e, Public Art City of Pickering, 2025c, Sponsorship Opportunities, 2025 City of Pickering, 2025d, City Partners with Ontario Power Generation and Toronto and Region Conservation Authority Government of Canada, 2023, Provincial and Territorial Cultural Indicators, 2023 ICOM, 2025, The Future of Museums in Rapidly Changing Communities Canadian Museums Association, 2022, Moved to Action: Activating UNDRIP in Canadian Museums Canadian Heritage, 2024, What we heard: 2022-2023 consultations on the renewal of the Canadian Museum Policy ICOM, 2022, ICOM approves a new museum definition OCAD University, 2018, Inclusive Design Research Centre 8/80 Cities, 2025, Creating Cities for All Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 57 - 246 - Disability Justice Network of Ontario, n.d., About DJNO: 10 Principles of Disability Justice Canadian Museum for Human Rights, 2017, Inclusive and Accessible Design Guidelines Heritage Management Organization, 2025, Embracing Technology in Cultural Heritage: Overcoming Barriers to Engagement and Accessibility Canadian Museums Association, 2022, Weathering the Storms Canadian Museums Association, 2021a, A Declaration on the Climate Crisis ICOM, 2019, Resolutions Adopted by ICOMʼs 34th General Assembly Ontario Museums Association, 2014 Ontario Museums 2025 Canadian Museums Association, 2025, Federal Election Questionnaire Canadian Museums Association, 2021b, Advocacy Initiatives Canadian Association of Heritage Professionals, n.d., Advocacy: Background Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 58 - 247 - Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 59 - 248 - Appendix A - Municipal Best Practices, Trends & Benchmarking Ajax, Whitby, Clarington, Oshawa, Guelph, Newmarket, Oakville Overall Project Process Map: City of Pickering – Process Map. The process map is in alignment with the original project critical path that was prepared by City of Pickering staff: CSP Critical Path.docx. We will focus the municipal research on the seven (7) specific municipalities identified by City of Pickering staff: Ajax, Clarington, Oshawa, Whitby, Newmarket, Oakville, Guelph Approach for Best Practices, Trends & Benchmarking Work Trends in Community Festivals and Events ● Event Location Creation & Adaptation: Municipalities are prioritizing the use of diverse spaces for events, including not only traditional venues but also parks, waterfronts, squares, main streets, and cultural districts. Clarington, for instance, plans for new event spaces such as waterfront amphitheatres and enhanced park facilities, while Ajax and Whitby emphasize placemaking and the use of public squares, like Pat Bayly Square and Pickering Village, for cultural gatherings and festivals. ● Planning During Intensification & Construction: All municipalities recognize intensification and construction as a challenge to event delivery, stressing flexible planning. Ajax highlights the need for transportation solutions and awareness of facility distribution, while Claringtonʼs master plan anticipates the use of pop-up and mobile event infrastructure to serve new or redeveloped neighbourhoods, with strategies to manage access, parking, and disruption. ● Event Delivery Models: There is a notable trend of collaboration with grassroots organizations, shifting from solely municipally run events to partnership and co-delivery models, community grants, and grassroots-led initiatives. Ajaxʼs plan suggests a capacity-building “digital toolbox” for community event organizers, while Whitby has launched new Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 60 - 249 - opportunities like busker entertainment, StoryWalks, and pop-up events as the town intensifies and diversifies. ● Inclusion & Diversity: Programs have increasingly focused on representing diverse communities, with targeted programming for cultural celebrations, Indigenous partnerships, and support for underrepresented groups (e.g., Black History Month, South Asian Heritage Month, Pride). Municipalities are also implementing policies and strategies for reconciliation, inclusion and diversity. For example, Guelph adopted an Indigenous Relations Framework to guide and monitor progress in five focus areas. Trends in Integration of Cultural Programs and Services ● Facility & Community Integration: All municipalities are integrating arts and cultural programming into multi-use spaces like recreation centers, libraries, community halls, and public parks, not just stand-alone cultural venues. For example, Claringtonʼs plan proposes expanding library services within community centers and recreation complexes as well as enhancing rural access with mobile and pop-up services. ● Partnership Models: Increasingly, municipalities are building partnerships with school boards, businesses, and community organizations to expand cultural service delivery beyond municipal facilities and to make programming more accessible and relevant to the communityʼs changing demographic makeup. ● Grants & Funding: Municipalities are supporting cultural programs and services through grant and funding opportunities, and are reassessing their contributions through benchmarking. For example, Guelphʼs goal is to be among the top two comparator municipalities in total per capita spending on culture, and be above median in per capita spending on culture grants. ● Promotion & Accessibility: Plans highlight a greater emphasis on communication strategies, cultural mapping, and wayfinding to boost participation, especially among youth, newcomers, and older adults. ● Collaboration & Communication: Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 61 - 250 - Municipalities are increasingly leading as conveners and coordinators, providing opportunities for cultural workers to connect through working groups and regular roundtables. For example, Guelph has implemented a Culture Quarterly to serve as information exchange, networking, and professional development. Trends in Cultural Facility Development or Repurposing ● Construction of New Facilities: Municipalities are planning (or studying the feasibility of) new cultural infrastructure, such as arts centers, performing arts venues, library expansions, and sports/cultural complexes. Clarington in particular, is prioritizing a new sports complex with event possibilities and an indoor aquatic/auditorium facility, and exploring a potential new performing arts venue. Ajax is also planning for new or repurposed arts and culture hubs to meet community demand. Oakville is updating and improving downtown cultural and performing arts spaces with its Downtown Cultural Hub initiative. ● Adaptive Reuse: Significant effort is being put into adapting historic and aging facilities for new cultural uses, rather than constructing entirely new buildings. Heritage conservation, accessibility upgrades, and co-location of cultural/creative uses are emphasized as cost-effective and sustainable strategies. Guelph has invested in restoration and adaptive reuse of its Civic Museum and recently approved a plan to explore the adaptive reuse of a heritage building for mixed use, including an arts and cultural centre. Clarington has partnered with the Jury Lands Foundation to evaluate opportunities and fundraising potential for its Camp 30 Historic Site. Ajax invested in the adaptive re-use of the 150-year-old former church to develop St. Francis Centre for Community, Arts and Culture. ● Pop-Up and Mobile Infrastructure: To respond to rapid growth, intensification, and changing needs, there is rising use of interim solutions—mobile stages, outdoor pop-up galleries, and temporary performance spaces. ● Universal Accessibility & Inclusive Design: The design of public spaces, including museums, parks, and arts spaces, is moving beyond mandated guidelines for accessibility and are increasingly considering multi-faceted approaches to ensure equitable access for all visitors, including those with disabilities, sensory impairments, and neurodivergent needs. All municipalities Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 62 - 251 - have adopted multi-year Accessibility Plans, and Whitby and Clarington offer dedicated Accessibility Improvement Grants. Trends in Integrating Tourism and Cultural Services ● Strategic Integration: There is a growing alignment of tourism and culture in municipal strategies. Ajax, Whitby, and Clarington specifically mention the use of arts, festivals, placemaking, and heritage assets as drivers of tourism, with actions such as joint branding, cross-promotion, and development of signature events that appeal to both residents and visitors. ● Celebrating Distinctiveness: The focus is on leveraging local history, diversity, culinary arts, and creative sectors (e.g., live music, film, digital arts) to create unique tourism offerings. Whitbyʼs plan mentions developing a tourism strategy intertwined with cultural investment, and Claringtonʼs waterfront strategy incorporates special cultural events and economic development initiatives tied to place branding. ● Measurement & Impact: Municipalities are implementing data-driven approaches (e.g., event participation tracking, economic impact studies) to make the connection between culture/tourism investment and broader municipal objectives such as economic development, inclusion, and quality of life. Link to Municipal Comparison Table Analysis of types of arts and culture assets and identification of gap in cultural assets The service provision ratio of cultural resources in each municipality has been determined using municipally-owned facilities and resources such as events and public art inventory. When considering these ratios, it is important to understand that each municipality may employ multiple approaches to cultural development, including investments in community organizations to deliver cultural services to residents, and the ratio figure is therefore intended as one metric of many to inform the municipalityʼs future decision-making and priorities in relation to cultural resource investments and cultural development, as opposed to assigning a value to municipalitiesʼ cultural development. Table: Service provision ratio for volume of arts and culture assets against total populations Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 63 - 252 - Link to Municipal Cultural Assets Service Provision Table The number of cultural facilities per one thousand residents in Guelph and Newmarket is similar at .05 in both municipalities. Newmarket has a population about half the size of that of Guelph, and has prioritized Town-led cultural facilities and services, winning Municipality of the Year from Festivals & Events Ontario for two years in a row. While it maintains a public art collection that is below the median (in number of items in the inventory), its many cultural facilities include an art gallery, performing arts centre, museum, outdoor event area, and innovative adaptive reuse of the Old Town Hall as an iconic multi-use community arts and event facility. Guelph has invested significantly in professional performing arts venues and a rich museum and heritage presence, capitalizing on its reputation for historic buildings and heritage districts, however, community arts organizations and local artists struggle to find suitable creation and exhibition or performance spaces. Furthermore, Guelph has not prioritized City-led festivals and events, as have many of the comparison municipalities, although it has invested in its public art collection and has recently begun to prioritize creative placemaking. Whitby has invested in cultural assets and ongoing municipal support for non-profit art gallery and museum organizations, and holds a significantly larger public art collection than other comparable municipalities (with the exception of Pickeringʼs). It sits at the median in terms of its festivals and events; the performing arts space, at 160 seats, is small with limited technical capabilities, and would not be suitable for many productions. While the Whitby Culture Plan identifies these gaps, the Plan prioritizes alternate or flexible spaces instead of a dedicated performing arts centre. Oakville and Oshawa have a full range of municipally-owned cultural facilities available to the public, although with their higher population relative to other municipalities studied, they sit at the lower end of the range of cultural assets per thousand residents. Oakville prioritizes community-led special events and festivals, as outlined in its Special Events Plan, with a limited number of Town-led annual events, and invests in a corporate art collection and Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 64 - 253 - annual (temporary) public art installation program (not part of this analysis). Oakville has a mix of municipal- and partner-operated cultural resources and maintains data on square metres of cultural facilities per capita, program capacity rates, and citizen satisfaction with culture programs and services as part of its annual business plan and all indicate that utilization rates and levels of satisfaction are high. Oshawa leads over 20 special events and supports over 50 community-led events, and relies on City-funded external agencies to operate its main cultural facilities. Ajax and Clarington sit at the low end of the range for the number of cultural facilities and assets per thousand residents. They are the youngest municipalities reviewed (both incorporated in the mid-20th century), with populations below the median. Ajax has an innovative example of adaptive reuse of heritage in its performing arts centre, St Francis Centre. Clarington recognizes the need for performing arts space, identified as a priority in Claringtonʼs 2024-27 Strategic Plan and the Parks, Recreation and Culture Master Plan. Claringtonʼs cultural opportunities are primarily delivered by community organizations and artists, supported by funding and promotion. The Ajax Cultural Plan 2023-2033 identifies a need for intentional cultural development at the municipal level and emphasizes creative placemaking and community partnerships to strengthen its identity and community cohesion. A gap among almost all comparable municipalities was the lack of a strong Indigenous heritage component to existing community identity and storytelling, although Guelph, Ajax and Whitby have identified this in their cultural plans and in some communications, and are making progress to strengthen indigenous relations and representation. Appendix B - Pickering Cultural Scorecard Pickering_Cultural Scorecard Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 65 - 254 - Appendix C - Community Questionnaire Data (Graphs) Which of the following Pickering-based arts, culture, and museum/heritage offerings have you participated in the last three years? Select all that apply. What factors would encourage you to participate in more arts, culture, and heritage experiences in Pickering? Select all that apply. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 66 - 255 - Which of the following channels do you use to learn about or share information on arts, culture, and heritage activities? What types of spaces do you prefer for arts, culture, and heritage experiences (if any)? Please select your top 3. Do you currently have access to arts, culture, and heritage experiences in your neighbourhood/hamlet? Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 67 - 256 - How important is it to you to have access to arts, culture, and heritage in your neighbourhood/hamlet? Do you feel you have learned more about Indigenous cultures through Pickering’s public art? What would make public art and creative placemaking initiatives in Pickering more meaningful, welcoming, and accessible? Please select your top 3. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 68 - 257 - What factors would encourage you to attend or participate in more Pickering Museum Village exhibits, programs, and events? What roles do you think Pickering Museum Village should play in your community? Please select your top 3. Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 69 - 258 - How important is it that the Pickering Museum Village reflects the changing and diverse population? (e.g., cultural, racial, gender, ability, age) What is your relationship to Pickering? What is your age range? Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 70 - 259 - Report to Executive Committee Report Number: ECD 04-26 Date: June 8, 2026 From: Fiaz Jadoon Director, Economic Development & Strategic Projects Subject: Economic Development Strategy (2026-2030) Building Our Future: Pickering’s Economic Growth Roadmap File: A-1440-001 Recommendation: 1. That the Building Our Future: Pickering’s Economic Growth Roadmap, Economic Development Strategic Plan (2026-2030), prepared by KPMG LLP, be received; 2. That Council endorse the Building Our Future: Pickering’s Economic Growth Roadmap, set out as Attachment 1, as the City of Pickering’s Economic Development Strategic Plan (2026-2030); and; 3. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 1.0 Executive Summary: The purpose of this report is to present for Council’s consideration the Building Our Future: Pickering’s Economic Growth Roadmap, Economic Development Strategic Plan (2026-2030), prepared by KPMG LLP (KPMG). In October 2025, Council endorsed the retaining of KPMG to develop a new Economic Development Strategic Plan to guide the City’s economic priorities over the next five years, in response to evolving market conditions, infrastructure investments, and growth pressures (Resolution #869/25). The Report reflects an extensive research and engagement process, including stakeholder consultations, economic analysis, and review of local, regional, and national trends. It builds on the foundation established by the City’s Economic Development Strategy developed in 2022, while positioning Pickering to respond proactively to a rapidly changing economic landscape. Coupled with the City’s strategic location within the Greater Toronto Area, create substantial opportunities for investment attraction, job creation, and economic diversification. - 260 - ECD 04-26 June 8, 2026 Page 2 The Strategy identifies key opportunities and challenges facing the City, including infrastructure readiness, talent attraction, global competitiveness, and the need to diversify the non-residential tax base. It establishes a clear and actionable framework organized around strategic priorities aimed at strengthening Pickering’s position as a competitive, investment- ready municipality. Council’s endorsement in principle of the Strategy will enable staff to advance implementation actions, refine priorities as required, and align economic development initiatives with broader corporate and community objectives. 2.0 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Champion Economic Leadership & Innovation. 3.0 Financial Implications: There are no additional financial impacts associated with this report. 4.0 Discussion: The purpose of this report is to present for Council’s consideration the Economic Development Strategic Plan (2026-2030), titled Building Our Future: Pickering’s Economic Growth Roadmap, prepared by KPMG, and to authorize the appropriate officials of the City of Pickering to take the actions necessary to implement the recommendations in this report. 4.1 Background The City of Pickering initiated the development of a new Corporate Economic Development Strategic Plan (2026-2030) to guide economic growth and investment attraction over the next five years. On October 27, 2025, Council approved consulting services to KPMG through a competitive procurement process to prepare the Strategic Plan (Resolution #869/25). The intent of this assignment was to produce an actionable, evidence-based roadmap to support business attraction, retention and expansion, enhance stakeholder partnerships, strengthen the City’s economic development brand, and improve overall economic resilience and competitiveness. The need for a renewed strategy reflects the significant changes in economic conditions since the adoption of the previous Economic Development Strategy. While the previous plan focused primarily on post-pandemic recovery, the City is now experiencing accelerated growth, increased infrastructure investment, and evolving global economic dynamics that require a more forward-looking and competitive approach. - 261 - ECD 04-26 June 8, 2026 Page 3 Pickering’s strategic location within the Greater Toronto Area, its proximity to major transportation corridors, and access to a large and skilled labour force continue to position the City as an attractive destination for business and investment. 4.2 Stakeholder Engagement The development of the Strategic Plan was informed by a comprehensive stakeholder engagement process led by KPMG. Engagement activities included interviews, roundtables, and surveys involving Members of Council, City staff, regional partners, local businesses, industry representatives, and community stakeholders. Key themes emerging from stakeholder engagement included the need to improve infrastructure readiness, streamline municipal processes, strengthen business support services, and enhance Pickering’s positioning as an attractive location for investment and talent. The feedback received through this process has directly informed the Strategy’s priorities, ensuring it is grounded in practical considerations and reflective of the needs of the local business community and broader economy. 4.3 Evolving Economic Context Pickering is currently undergoing a period of transformative growth that is reshaping its economic landscape. This growth is being driven by the continued build-out of Seaton and Secondary Plan for Northeast Pickering, the redevelopment of the Pickering City Centre, and significant investments in transit, transportation infrastructure, and broadband connectivity. At the same time, the refurbishment of the Pickering Nuclear Generating Station is expected to generate substantial employment and economic activity over the coming decade. In addition to these major initiatives, the future use of the Pickering Federal Lands presents a once-in-a-generation opportunity to influence long-term land use planning, employment growth, investment attraction, and help shift the tax burden from residential to non-residential for the City and across the region. Despite these opportunities, the City must also respond to emerging economic pressures, including supply chain disruptions, changing global trade dynamics, labour market constraints, and increased competition among municipalities seeking to attract investment. These factors reinforce the need for a comprehensive and proactive economic development strategy. 4.4 Key Findings of the Strategy The Building Our Future: Pickering’s Economic Growth Roadmap identifies that Pickering is well-positioned for sustained growth due to its strategic location, strong population growth, and significant infrastructure investments that support long-term economic expansion. The Strategic Plan highlights key sector opportunities in areas such as energy, advanced - 262 - ECD 04-26 June 8, 2026 Page 4 manufacturing, logistics, and emerging digital industries, all of which align with broader provincial and national economic trends. At the same time, the analysis identifies critical challenges that must be addressed to fully realize this potential. Infrastructure capacity, including transit, road networks, and servicing, remains a key constraint that could limit development if not addressed in a coordinated manner. The City also faces the need to diversify its tax base by increasing non-residential assessment, ensuring long-term fiscal sustainability. The Plan further identifies workforce development and talent attraction as essential components of economic competitiveness. Ensuring that local businesses have access to a skilled labour force, and that Pickering remains an attractive place to live and work, will be critical to supporting long-term economic growth. 4.5 Strategic Direction and Priorities The Strategic Plan establishes a vision for Pickering to become a competitive, innovative, and investment-ready municipality within the Greater Toronto Area. To achieve this, it outlines a series of strategic priorities aimed at strengthening the local economy and enhancing the City’s ability to attract and retain investment. These priorities focus on supporting business growth through targeted sector development, proactive investment attraction, and enhanced marketing of the City’s employment lands and opportunities. The Strategy also emphasizes the importance of leveraging major infrastructure and development projects to maximize economic outcomes and generate new employment opportunities. In addition, the Strategic Plan highlights the need to improve municipal processes and capacity by streamlining approvals, enhancing cross-departmental coordination, and strengthening partnerships with regional, provincial, and private sector stakeholders. Finally, it underscores the importance of workforce development and place-making initiatives to ensure that Pickering remains competitive in attracting both businesses and talent. 4.6 Implementation The Strategic Plan is designed to be action-oriented, providing a clear and evidence-based roadmap for implementation over the 2026-2030 period. It includes defined initiatives, timelines, and performance measures to guide the work of the Economic Development team and the broader corporation. Implementation will involve prioritizing actions across short, medium, and long-term horizons, aligning resources and partnerships to support delivery, and monitoring progress through key performance indicators related to job creation, investment attraction, and tax base diversification. The Strategy also recognizes the importance of maintaining flexibility to respond to changing economic conditions and emerging opportunities, including those associated with global markets through nuclear supply chain and advanced manufacturing. - 263 - ECD 04-26 June 8, 2026 Page 5 Endorsement of the Strategic Plan will enable the City to transition from planning to implementation, while continuing to refine and adapt initiatives to ensure they remain responsive to Council direction and the evolving economic environment. By leveraging Pickering’s strategic advantages, addressing key challenges, and advancing targeted initiatives, the City is well-positioned to strengthen its economic base, attract investment, and foster sustainable, inclusive growth. Council’s endorsement will enable the City to transition from planning to implementation and reinforce its position as a competitive destination business and talent. Attachment: 1. Building Our Future: Pickering’s Economic Growth Roadmap Prepared By: Laraib Arshad, MBA, Manager, Economic Development & Marketing Prepared By: Hanif Thakor, Senior Officer, Economic Development & Strategic Projects Approved/Endorsed By: Fiaz Jadoon, Ec.D., CEcD. MPM, B.COMM, Director, Economic Development & Strategic Projects HT:la Recommended for the consideration of Pickering City Council By: Marisa Carpino, M.A. Chief Administrative Officer - 264 - 1 Building Our Future: Pickering’s Economic Growth Roadmap — June 2026 Attachment 1 - Report ECD 04-26 - 265 - 2 01 Introduction 3 02 Context – Growth, Change and Opportunity 8 03 Situational Analysis 18 04 Vision, Strategic Initiatives, and Value Proposition 24 05 Action Plan 27 06 Performance Monitoring Framework 40 07 Appendix A: Current State Assessment 45 08 Appendix B: Detailed Stakeholder Insights 81 Table of Contents - 266 - Introduction 01 - 267 - 4 Project Overview Background The City of Pickering engaged KPMG to develop a visionary and actionable 2026-2030 Economic Development Strategy grounded in the City’s unique context. The Strategy builds on the foundation of the 2022 Strategy and is designed to be implementation-ready, with clear objectives, defined actions, timelines, and performance measures. To inform this work, KPMG engaged with City leadership and key stakeholders to better understand current economic conditions, identify future opportunities, and assess the role that major infrastructure investments can play in shaping Pickering’s economic future. The overall project and interview objectives are summarized below. Interview ObjectivesProject Objectives 1.Local Context Assessment: Identify strengths, challenges, priorities and growth opportunities within the City and key sectors such as digital innovation, advanced technology, and logistics. 2.Policy, Program and Infrastructure Review: Understand existing policies, programs and infrastructure in place to support economic development. 3.Feedback and Data Gathering: Gather diverse insights and data, both qualitative and quantitative to help establish a baseline on Pickering’s current economic context. 4.Strategy Development Input: Directly inform the City’s Economic Development Strategy by translating stakeholder insights into practical, evidence-based actions. 1.Drive economic diversification and growth by positioning Pickering to capitalize on emerging opportunities in advanced manufacturing, digital innovation, digital media, and creative industries. 2.Support workforce and talent development by fostering pathways to high-quality employment aligned with growing and future-focused industries. 3.Leverage major infrastructure investments to catalyze economic growth and strengthen Pickering’s position as a regional hub. 4.Strengthen regional competitiveness by ensuring Pickering is investment-ready, cost-competitive, and aligned with federal and provincial economic priorities. 5.Promote resilience and inclusivity by embedding supply chain resilience, sustainability, adaptability, and community well-being into economic initiatives. - 268 - 5 Methodology and Sources The purpose of this work is to develop a clear, evidence-based understanding of Pickering’s current economic context, including key trends, opportunities, and constraints, to inform the development of the City’s 2026–2030 Economic Development Strategy. Consultation through 13 interviews with Council, City staff, industry, and not-for-profits. Engagement with Local Stakeholders A comprehensive review and analysis of 50+ documents and data files provided by the City of Pickering. Data and Document Review Additional stakeholder perspectives captured through two online surveys targeted to City staff and local businesses. Online Survey Supplementary secondary research undertaken to validate findings and strengthen insights derived from primary data collection. Secondary Research •Establish a current-state economic baseline, reflecting recent growth, structural trends, and major transformational projects •Identify key opportunities and challenges affecting Pickering’s economic competitiveness and long-term resilience •Assess workforce conditions, talent availability, and skills alignment in relation to priority and emerging sectors •Identify land, infrastructure, servicing, and development considerations influencing employment growth and investment readiness Key objectives: - 269 - 6 How the City of Pickering drives economic development The City of Pickering’s Role in Economic Development What is Economic Development? It is the process of strengthening and reshaping a community’s economy to improve overall well-being and quality of life. This work is done collaboratively across public, private, and non-governmental partners to create the conditions that support economic prosperity. 04 Delivers Corporate Initiatives Advocates for and enhances City initiatives, including support for grant funding applications, naming rights opportunities, and community asset development projects. Lead Strategic Projects and Growth Planning Oversees major strategic projects and growth areas, including planning and development of employment lands and city-wide expansion initiatives. 02 Enhance Government and Stakeholder Engagement Leads government and stakeholder engagement to support and advance key City priorities. 03 Drive Investment and Support Business Retention Leads investment attraction and business retention initiatives, supported by targeted marketing and promotional programs to elevate Pickering’s national and international profile. 01 The City’s Economic Development & Strategic Projects Department (Invest Pickering), is responsible for expanding Pickering’s economic base and strengthening the City’s national and international profile. - 270 - 7 Economic Development as a Strategic Enabler 01 Investment Attraction 02 Investment Readiness To capitalize on major investments and sustained population growth, Pickering’s Economic Development department must act as a strategic enabler by prioritizing the following: Proactively target and secure high- value sectors and anchor employers that create quality jobs, diversify the local economy, and strengthen the non-residential tax base. Ensure serviced, zoning-aligned employment lands and residential lands to support complete communities that are market-ready and capture both near and long- term investment opportunities. Deepen engagement with existing businesses to support expansion, strengthen local supply chains, enhance competitiveness, and reduce outbound commuting. 03 Business Retention - 271 - Context – Growth, Change and Opportunity 02 - 272 - 9 Pickering at a Crossroads 6 near-term growth catalysts Pickering has a near-term opportunity to translate major projects into employment growth, tax-base growth, and sector diversification. Realizing this potential will require addressing key constraints, including servicing capacity, approvals processes, infrastructure readiness and labour pressures. To maximize impact, the Economic Development Strategy must focus on a set of high-value priorities delivered through strong partnerships and coordinated action across the City and its stakeholders. Pickering Nuclear Generating Station (PNGS) Refurbishment A $26.8B clean-energy investment generating significant construction and long-term employment while strengthening Ontario’s clean electricity system. Seaton Community/Innovation Corridor A planned growth area designed to accommodate 70,000 residents and 35,000 jobs anchored by a major innovation corridor. City Centre A 55-acre transit-oriented and mixed-use redevelopment with 6,000+ residential units to create a connected urban core. Durham Live A 240-acre entertainment and tourism destination featuring a hotel, convention space, gaming facilities and large-format attractions. Pickering is entering a critical window of opportunity to convert major projects into sustained long-term jobs, tax-base growth, and economic diversification. Sources: City of Pickering – Detailed 20-Year Population & Housing Unit Forecast. Pickering is one of the fastest growing communities in Ontario with significant increases in population and workforce participation expected over the coming years. This growth is driven by its strategic location within the GTA, strong connectivity, and a wave of investments in transformative projects. ~70% Pickering’s labour force participation rate is expected to increase from 65% in 2021 to nearly 70% by 2035, reflecting a growing share of residents aged 15+ who are employed or actively seeking work. +60% Population growth from 2024 to 2044 Northeast Pickering Future land supply with 590 acres of Employment Areas lands as part of Pickering’s growth strategy. Pickering Federal Lands Approximately 9,000 acres of federally owned land in Pickering, offering significant long-term growth potential. - 273 - 10 A City in Transformation Pickering is one of the fastest growing communities in Ontario, driven by a wave of major residential, commercial, and infrastructure investments. To fully capitalize on these opportunities, Pickering is undertaking transformational projects and initiatives across the municipality. Actual Population Forecasted Population Sources: Durham Region; City of Pickering – Detailed 20-Year Population & Housing Unit Forecast. Pickering Forecasted Population Growth Transformational Projects and Initiatives Several major projects are being undertaken across Pickering which are fast-tracking growth across key sectors. These transformational projects are designed to support: Economic Growth Job Creation 106,350 121,945 133,170 150,313 170,141 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 180,000 2024 2029 2034 2039 2044 Innovation Investment Readiness + 60% from 2024 to 2044 - 274 - 11 Major Projects Shaping Pickering’s Future Expected Outcomes Pickering Nuclear Refurbishment •$26.8B investment generating 30,500 construction jobs and 6,700 sustained jobs, contributing a $41.6B GDP impact. •Will deliver enough clean electricity for ~2.2 million homes, strengthening Ontario’s nuclear supply chain. Seaton Community •A planned, full-service community designed to accommodate approximately 70,000 residents and 35,000 jobs. •The Seaton Innovation Corridor includes approximately 800 acres of employment lands, supporting an estimated 24,000 jobs. City Centre Redevelopment •55-acre, mixed-use and transit-oriented master plan with 6,000+ residential units across 10+ towers designed to create a connected and vibrant urban core. Durham Live •240-acre entertainment and tourism destination anchored by a hotel, casino, convention space and Porsche Experience Centre, supporting regional tourism and visitor-driven economic activity. Sa m p l e M a j o r P r o j e c t s Sources: Government of Ontario, City of Pickering. Pickering is experiencing a period of unprecedented growth, with numerous major infrastructure projects and development currently underway that are creating significant opportunity. Effectively capitalizing on the opportunities created through these projects can be critical to unlocking sustained employment growth, strengthening the non-residential tax base, and realizing Pickering’s long-term economic potential. Innovation Corridor Pickering Nuclear Generating Station City Centre Redevelopment Jerry Coughlan Health and Wellness Centre Wonderbrands Innovation Business Park Seaton Community Kingston Road Intensification Durham Live Whites / Granite Court Business Park Area Pickering Federal Lands City of Pickering Source: Google Maps, 2025 Legend Highway 407 Highway 401 Northeast Pickering (NEP) Brock Industrial Park 5 6 7 1 2 3 4 1 5 6 3 4 7 2 - 275 - 12 Sectors Positioned for Growth Major developments across Pickering are strengthening core sectors while catalyzing emerging industries. These sectors align with the City’s major projects and employment nodes, supporting diversification, job quality, and non-residential assessment growth. Emerging Opportunities Key Projects and Investments Healthcare and Life Sciences •Jerry Coughlan Health and Wellness Centre •Planned Post-Acute Care Centre •BTNX •Nanz Pharma Digital Media and Creative Industries •TriBro Studios and Sunbelt Rentals facilities Professional and Business Services •City Centre Redevelopment •Kingston Road Intensification •R.J. Burnside and Associates Ltd. •Tetra Tech •S2S Environmental Inc •Thurber Engineering Ltd. •EnVision Consultants Ltd. •Black & McDonald •CanAtom (AtkinsRéalis + Aecon JV) •Worley Chemetics Digital Innovation Industries (including AI)•Innovation Corridor Tourism, Culture and Recreation •Durham Live •Dorsay Community & Heritage Centre •Porsche Experience Centre •Seaton Rec Centre and Library •City Centre which includes a mall, Pickleplex, Splitsville Bowling, and movie theatre Established Sectors Key Projects and Assets Advanced Manufacturing •Innovation Corridor •Brock Industrial and Bay Ridges •Trench Canada •Signature Aluminium AgriFoods •FGF Innovation Business Park •Seaton Employment Lands •Kubota Canada HQ •Derlea Brands •Premier Brands Clean Energy and Nuclear Innovation •Pickering Nuclear Refurbishment •Enbridge Gas and Elexicon Energy Investments to expand servicing capacity Information and Communications Technology •Innovation Corridor •Durham OneNet •Rogers Accelerated High-Speed Internet Program •Search Engine People •Hi-Tech Bay Transportation and Logistics •Aspect Retail Logistics •The Shandex Group •Brock Industrial Park •Highway 7 widening - 276 - 13 Pickering is at a critical inflection point. Economic development has a unique opportunity to place greater emphasis on value-creation and long-term outcomes. Several considerations reinforce why a focused economic development approach is essential. What this means for Economic Development? Unprecedented growth creates a narrow window to act •Pickering is experiencing simultaneous major investments, including the Nuclear Refurbishment, Seaton Community build-out, and City Centre redevelopment. -Without deliberate economic development intervention, the City risks capturing growth without fully realizing its economic value, such as high-quality jobs, non-residential assessment, and diversification. Strong momentum must be strategically leveraged now •Pickering is attracting attention in the market as major projects advance. •Economic Development must proactively target priority sectors, anchor employers, and investment types that align with long-term objectives. Business growth is critical for fiscal sustainability •Pickering’s tax base remains heavily weighted toward residential assessment. •Expanding employment lands, attracting high-value businesses, and increasing commercial development are essential to: -Reduce pressure on residential taxpayers; and -Support infrastructure and service delivery as population growth accelerates. Scale of growth requires coordination, not silos •The volume and complexity of projects demand coordinated action across Economic Development, Planning, Engineering, and external partners such as utilities and senior governments. Co n s i d e r a t i o n s Why This Matters for Economic Development? - 277 - 14 Pickering Overview: Municipal Tax Base (1/2) Pickering’s weighted assessment base remains predominantly residential, reinforcing the importance of growing non-residential assessment over time. While Markham also demonstrates a similarly high reliance on residential assessment, Pickering remains among the most residentially dependent municipalities when compared to similar GTA municipalities. Pickering Tax Base by Property Class Source: Durham Post, Let’s Talk Pickering, City of Mississauga – Municipality Study, City of Pickering 2026 Budget 82% 14% 4% Residential/Multi-Residential Commercial Industrial 87% 82%82%80% 75%74% Markham Pickering Brampton Oshawa Toronto Mississauga Residential Tax Base by Municipality (2025 Weighted Assessment Composition) •Similar to Brampton, Pickering’s tax base remains heavily residential (82%), highlighting a stronger reliance on residential assessment than many municipalities in the region. •Strengthening Pickering’s non-residential tax base will be key to improving long- term fiscal balance and reducing reliance on residential assessment. - 278 - 15 Pickering Overview: Municipal Tax Base (2/2) With Pickering’s tax base weighted heavily toward residential assessment, diversifying revenue sources has become an important long-term priority. Understanding how different property classes contribute to the municipal levy highlights an opportunity to support long-term fiscal balance through employment growth and non-residential assessment. Source: GTA Regions Summary of Tax Tools, Ontario, Stronger Together FCM, Municipal Property Assessment Corporation, Durham By-law Number 2025-002 0.2 1.00 1.45 2.02 0 0.5 1 1.5 2 2.5 Agriculture Residential Commercial Industrial Industrial properties pay 39.3% more per dollar of assessment than commercial properties, presenting an opportunity to improve tax revenue. Reduced Residential Tax Pressure: Diversifying the tax base shifts a greater share of municipal revenue generation to non-residential properties, helping limit residential tax increases and improve long term affordability Improves Fiscal Stability and Resilience: A stronger commercial and industrial tax base spreads fiscal risk, reducing reliance on a single revenue source and improving the municipality’s ability to manage economic and cost pressures  Aligns Growth with Service Cost: Expanding the non- residential tax base ensures businesses benefiting from regional infrastructure and services contribute more proportionately to their costs Supports Infrastructure and Economic Investment: Increased non-residential revenues create greater capacity to invest in transit, servicing, employment lands, and other growth enabling infrastructure Benefits of Diversifying Durham Region’s Tax BaseDurham Region Tax Ratios by Property Class - 279 - 16 Stakeholder Engagement Objectives and Process Engagement Objectives Engagement Strategies One-on-one stakeholder interviews Group discussions and workshops Digital Community Survey using the City’s “Let’s Talk Pickering” Platform Local Context Assessment: Identify strengths, challenges, priorities and growth opportunities within the City and key sectors (e.g., Digital Innovation and Advanced Technology, Logistics, etc.) Consensus Building: Help build consensus among stakeholders on the main areas that the economic development strategy should focus on. Feedback Gathering: Gather diverse insights and feedback from different stakeholder groups. Policy, Program and Infrastructure Review: Understand existing policies, programs and infrastructure in place to support economic development. Stakeholder Alignment: Ensure stakeholder needs and expectations are reflected in the strategy. Business Insights Integration: Ensure that the insights gathered from local business owners and large/key businesses are relevant to the development of the Economic Development Strategy (the “Strategy”) - 280 - 17 Key Survey and Interview Themes Based on survey responses and stakeholder interviews, several cross-cutting themes emerged that can play a critical role in shaping Pickering’s future economic growth and prosperity. These themes highlight both enabling conditions and areas requiring targeted action. Infrastructure, Land Readiness and Mobility as Critical Enablers •Servicing capacity, transportation congestion, and transit gaps were noted as the top constraints to growth. •Stakeholders prioritized a need to unlock shovel-ready employment lands (e.g., Innovation Corridor). •Strong alignment was noted that infrastructure timing, servicing capacity, and coordinated delivery of enabling services* are key determinants of successful investment attraction and business development. Talent, Workforce and Livability Competitiveness •Growing skills shortages, especially in trades and technical roles. •Workforce attraction and retention were closely linked to housing affordability, transit access, and overall quality of life. •A clear need emerged for stronger education, training, and workforce pipelines aligned with employer and industry needs. Business Environment and Cost Competitiveness •Mixed sentiment on business climate with the opportunity to improve predictability and ease of doing business. •Key barriers identified by stakeholders included lengthy permitting timelines, regulatory complexity, and rising costs. •There is demand for clearer processes, faster approvals, and more business support and engagement. Leveraging Major Assets and Strengthening Brand •Major projects (e.g., PNGS refurbishment) viewed as transformational economic projects. •Stakeholders identified a need to better capture local benefits (jobs, suppliers, tax base). •Strengthening Pickering’s brand, sector focus, and sense of place emerged as a priority to attract investment and talent. *Note: e.g., electricity, natural gas, broadband/internet, water/wastewater, etc. - 281 - Situational Analysis 03 - 282 - 19 Situational Analysis: Introduction Understanding the City This section synthesizes and interprets feedback gathered through the Current State Assessment and Community Engagement process. It identifies priority areas for Pickering’s Economic Development Strategy, recognizes where the City has competitive advantages, and highlights gaps that must be addressed to support a targeted, actionable, and results-oriented plan. A SWOT analysis is a strategic planning tool used to identify and evaluate the Strengths, Weaknesses, Opportunities, and Threats related to local economic development. It provides a framework for understanding internal and external factors that can impact a strategy and its success. The SWOT analysis examines four key dimensions: 1.Identify Strengths: Assess internal attributes that provide a competitive advantage, such as unique assets, infrastructure, location, or institutional capacity that support economic success. 2.Recognize Weaknesses: Identify internal limitations or gaps that hinder performance or constrain economic development outcomes. 3.Explore Opportunities: Analyze external factors that the City can leverage to advance economic goals, including market trends, emerging industries, policy shifts, or technological change. 4.Evaluate Threats: Consider external challenges that may negatively affect economic outcomes, such as competitive pressures, regulatory barriers, infrastructure limitations, or broader economic uncertainty. By systematically examining these four areas, the City can develop strategies that capitalize on strengths and opportunities while addressing weaknesses and threats. The evaluation in the four following pages helps to identify and organize noted characteristics of the City to support further assessment into how the Economic Development team can work to support the City’s economic development objectives. Strengths For a municipal economic development strategy, strengths are internal attributes that enhance the municipality's ability to achieve its economic goals. Leveraging strengths can lead to sustainable growth and attract investment. Opportunities Opportunities are external factors that the municipality can capitalize on to enhance economic development. By recognizing and pursuing these opportunities, the municipality can foster innovation and growth. Weaknesses Weaknesses are internal challenges that hinder the municipality's economic development efforts. Addressing these weaknesses will help improve economic performance. Threats Threats are external challenges that could negatively impact municipal economic outcomes. Understanding threats allows the municipality to develop strategies to mitigate risks and support long-term sustainability. - 283 - 20 Strengths Institutional / Municipal •Alignment with Government Priorities: Pickering’s major growth agenda aligns well with federal, provincial, and regional priorities around clean energy, innovation, infrastructure, and economic resilience, strengthening its case for external partnerships and funding. •Investment Credibility: Recent wins in attracting advanced manufacturing and agri-food employers demonstrate market confidence in Pickering as a place to do business and invest. •Strong Regional Partnership Ecosystem: Pickering benefits from a wider business support network that includes Invest Durham, Spark Centre, and the Ajax-Pickering Board of Trade, giving local firms access to advisory, networking, and scale-up supports. The tables below outline Pickering’s strengths identified through stakeholder interviews, survey and documentation review. Collectively, they position Pickering to capitalize on growth, attract investment, and support long-term economic diversification. Economic/Sectoral •Generational Growth Catalysts: Major projects such as the Pickering Nuclear Refurbishment, Seaton / Innovation Corridor, City Centre redevelopment, and Durham Live act as powerful economic drivers that support employment creation, tax-base growth, and diversification. •Established Industrial and Energy Base: Pickering already has a strong base in utilities, manufacturing, construction, retail, and professional services, giving the City sectoral depth and a platform for diversification. Land and Development •Large Employment Land Supply: Pickering has a significant employment land advantage within the eastern GTA, including Seaton/Innovation Corridor, Brock Industrial Area, Whites Road Prestige Business Park, and future employment land potential in Northeast Pickering and Pickering Federal Lands. •Mix of Established and Emerging Nodes: The City offers both established employment areas and large-scale greenfield growth opportunities, allowing it to accommodate near-term expansion and long- term investment attraction. •Strategic Regional Connectivity: Direct access to Highways 401, 407, and 7, as well as GO Transit service and Durham Region Transit, provide strong regional and GTA market access for workers, customers, and goods movement. •Scarce GTA Development Capacity: Compared with more built-out peer municipalities, Pickering retains substantial capacity to accommodate major employment projects, campus-style development, and large-format users. Workforce and Community •Strong Growth Fundamentals: Pickering is experiencing rapid population growth alongside rising workforce participation, supporting labour force expansion. •Educated Resident Base: The City has a relatively well-educated population, positioning Pickering to support continued growth in professional, technical, and knowledge-based occupations. - 284 - 21 Weaknesses The tables below outline Pickering’s weaknesses identified through stakeholder interviews, survey and documentation review. Addressing these constraints can be critical to improving Pickering’s competitiveness, investment readiness, and long-term economic outcomes. Institutional / Municipal •Mixed Business Experience: Business sentiment is divided between seeing Pickering as business-friendly and challenging, suggesting that the City’s value proposition is not always experienced consistently. •Approvals and Permitting Friction: Stakeholders identified development approvals and zoning processes as complex, slow, and difficult to navigate, particularly for smaller firms or routine expansions. •Internal Capacity Constraints: City staff noted the need for stronger coordination, additional staffing capacity, and improved tools or technologies to support proactive and responsive economic development delivery. Economic / Structural •Employment Imbalance: Pickering’s employment base remains heavily concentrated in utilities and resident-serving sectors, with many higher value professional and knowledge workers commuting outside the City. •Residential Tax Base Dependence: Stakeholders emphasized that economic development success must translate into a stronger non- residential tax base, indicating a structural fiscal imbalance. •Risk of Low Job-Density Absorption: Some land uses that are attractive from a tax perspective, such as warehousing and data centres, may not generate the level of employment density the City is targeting. •Incentive Competitiveness: Pickering is perceived as less competitive than some peer municipalities offering cost-offset programs and business incentives (e.g., community improvement plans). Land and Development •Uneven Site Readiness: Not all employment lands are equally investment-ready; servicing, zoning clarity, and site readiness vary by node and may slow investment uptake. •Shovel-ready Constraints: While Pickering has significant employment land capacity overall, some established nodes offer limited infill opportunities or site-specific constraints. •Infrastructure Capacity Constraints: Water, wastewater, energy, transportation, and digital infrastructure limitations are limiting development readiness in certain locations. Workforce and Livability •Housing Affordability Pressure: Rising housing costs and limited rental supply are increasing affordability pressures, which may constrain Pickering’s ability to attract and retain workers across income levels. •Skills Gaps and Labour Competition: Employers reported challenges attracting skilled trades, technical, and engineering talent, with growing wage competition linked to major projects and larger employers. •Transit and Last-Mile Gaps: Employees may be able to reach Pickering regionally, but often face difficulty accessing workplaces for the last-mile. •Healthcare Infrastructure Gap: The absence of a full-service hospital within city limits was identified as an issue affecting competitiveness and complete-community positioning. - 285 - 22 Opportunities The tables below outline opportunities identified through stakeholder interviews, survey and documentation review. Together, they represent high-impact levers for advancing Pickering’s economic development objectives and long-term competitiveness. Major Projects and Sector Growth •Build a Clean Energy and Nuclear Hub: PNGS refurbishment can be leveraged as more than a construction project; it can anchor supply-chain growth, specialized services, R&D, training, and longer-term clean energy positioning. •Use Major Projects as Long-Term Catalysts: Seaton / Innovation Corridor, City Centre, Durham Live, and PNGS offer opportunities to convert near-term development into sustained employment growth, increased non-residential assessment, and sector diversification. •Attract Higher-Value Employment: Stakeholder feedback supports targeting advanced manufacturing, clean energy, AI/cybersecurity, engineering, and professional services to improve job quality and economic resilience. Business Environment •Strengthen Ease of Doing Business: There is clear opportunity to formalize a more transparent, ‘one-window’, and business-friendly model that improves approvals, navigation, predictability, and includes a formalized retention/aftercare program. •Expand Competitiveness Tools: Benchmarking indicates that peer municipalities are more active in using legislated tools such as CIPs or development charge-related competitiveness measures that Pickering could evaluate and adapt. Land and Development •Accelerate Seaton / Innovation Corridor: There is a major opportunity to service, market, and position Seaton and the Innovation Corridor for job- dense, investment-ready development. •Plan the Next Land Pipeline Early: Internal stakeholders pointed to Northeast Pickering and Pickering Federal Lands as future strategic opportunities that should be planned early to avoid long-term supply constraints. •Package Employment Lands More Effectively: Improved site data, clearer readiness information, and stronger investment packaging could improve responsiveness to investors and site selectors. Talent and Brand •Develop Local Workforce Pipelines: Partnerships with school boards, post-secondary institutions, and training providers can help build a future- ready workforce in skilled trades, clean energy, advanced manufacturing, and tech. •Improve Live-Work Competitiveness: Better transit connections, housing options, and workspace in key nodes can help residents work closer to home and reduce outbound commuting. •Build City Centre for Talent Attraction: City Centre can become a focal point for innovation, institutional uses, culture, and lifestyle amenities that help attract and retain younger workers and professionals. •Visitor economy expansion: Maximize Durham Live and destination- focused placemaking impacts. - 286 - 23 Threats The tables below outline threats identified through stakeholder interviews, survey and documentation review. These external risks, if not proactively addressed, could limit Pickering’s ability to convert growth momentum into sustained economic value. Economic and Market •Nearby Community Competition: Nearby municipalities are competing aggressively for non-residential investment, in some cases with faster approvals, more visible incentives, or stronger community infrastructure. •Rising Development Costs: Interest rates, construction cost escalation, and market uncertainty could delay private investment or shift projects to more immediately development-ready locations. •Trade and Supply-Chain Disruption: Manufacturing, logistics, and export-sensitive sectors remain vulnerable to tariffs, geopolitical shifts, and supply-chain volatility. •Construction-Led Growth Without Long-Term Capture: There is a risk that Pickering captures short-term construction activity but not enough long-term firms, jobs, supplier participation, or non-residential assessment. •Overdependence on a Few Catalysts: Heavy reliance on PNGS or a limited number of major projects could expose Pickering to long-term risk if timelines, investment levels, or market conditions change. •Land Absorption by Lower-Impact Uses: Market-driven uses that are land-intensive but job-light may undermine employment density and tax-base diversification objectives. Infrastructure and Delivery •Missed Investment Windows: If infrastructure servicing, approvals, and site readiness do not keep pace with market interest, Pickering risks losing a once-in-a-generation opportunity to capture major investment. •Transportation Bottlenecks: Ongoing congestion and mobility constraints could worsen as growth accelerates, affecting goods movement, commuting, and investment perceptions. •Construction and Servicing Strain: Overlapping major projects may intensify disruption, labour competition, infrastructure strain, and project sequencing challenges. Workforce and Community •Talent Attraction Pressures: Housing costs, commuting burdens, and service gaps may undermine Pickering’s ability to compete for younger workers, skilled trades, and technical talent. •Healthcare and Amenity Gaps: Without strengthening complete-community attributes, Pickering may struggle to attract and retain talent and investment relative to peer municipalities. •SME Challenges: Small and medium-sized enterprises may face difficulty competing with wages and procurement scale associated with major employers and major projects. - 287 - Vision, Strategic Initiatives, and Value Proposition 04 - 288 - 25 Strategy on a page An innovative city that accelerates opportunity by leveraging its diverse talent, strategic location, and energizing ecosystem, enabling businesses and residents to thrive in a future-ready economy. VISION STRATEGIC PILLARS -Accelerate coordinated, infrastructure-aligned development of shovel-ready sites through timely servicing, phased delivery, and clear investor-ready site information across key nodes. -Strengthen scale-up and entrepreneurship pathways for local businesses. -Improve speed, predictability, and transparency of approvals and business navigation through a more coordinated “one-window” approach. -Coordinate and advocate for mobility, utilities, digital and physical infrastructure that unlocks employment growth. Diversify and Expand the Local Economy Leverage Major Projects to Stimulate Growth -Leverage the Pickering Nuclear Refurbishment as a platform for supply-chain development, clean-energy innovation, advanced engineering, training, and related economic activity. -Enable key infrastructure to create shovel-ready sites that increase both residential and non-residential growth -Strengthen Pickering’s value proposition and proactive marketing to win competitive investments and reinvestments. -Target job-dense priority sectors and anchor employers for Seaton/Innovation Corridor and City Centre. Enhance Municipal Capacity and Fiscal Resilience -Strengthen and diversify Pickering’s tax base through investment attraction and targeted employment growth. -Build the City’s internal capacity (people, process, tools) to deliver the Strategy with clear accountability and an implementation-ready operating rhythm. -Strengthen strategic partnerships with federal, provincial, regional, and key industry partners to advance economic priorities and unlock funding and investment. Build Talent and Place Competitiveness -Support development of future- ready talent pipelines in partnership with employers and training partners. -Target the attraction of a post- secondary institution to support workforce development and local talent pipelines. -Strengthen urban growth areas as locations for modern workspaces, innovation, and amenities that attract and retain talent. -Elevate Pickering’s brand and “sense of place” to support talent attraction, retention, and investment. - 289 - 26 Pickering’s value proposition Pickering is emerging as a high-value investment destination within the eastern GTA, supported by a unique convergence of large-scale employment lands, transformational infrastructure investments, and proximity to one of North America’s largest economic regions. Unlike many neighbouring municipalities, Pickering has the capacity to accommodate significant new employment growth while remaining closely connected to Toronto and broader regional markets. Pickering’s offers investment-ready growth at scale. With access to major transportation corridors, expanding servicing capacity, and a pipeline of employment lands across multiple nodes, the City can support a range of uses from advanced manufacturing and logistics to clean energy and professional services. This is increasingly difficult to replicate across the GTA, where land availability is limited. A series of generational projects reinforces this position. Major investments including the Pickering Nuclear refurbishment, Seaton Innovation Corridor, City Centre redevelopment, and Durham Live are driving sustained demand for jobs, suppliers, and business expansion, while Northeast Pickering and the Federal Lands represent a long-term pipeline for future growth. These projects are not isolated developments, but platforms for long-term economic activity, sector clustering, and investment attraction. Pickering offers investors a rare combination of scale, connectivity, and momentum, positioning it as one of the best locations to deliver large, high-impact growth in a competitive regional market. - 290 - Action Plan 05 - 291 - 28 Action Plan: Introduction Time Frames (5-year Plan) Short Term 6-months to <1-year Medium Term 1 to 4-years Long Term Greater than 5-years Economic Development Team Roles Leader Responsible for spearheading efforts by the network and helping to ensure success of key initiatives. Leads the coordination of all of the different groups that are involved and ensure there is alignment among them in reaching a common goal. Supporter Responsible for supporting collaboration among stakeholders, organizing meetings and discussions to ensure that diverse voices are integrated into the decision-making process. Promoter Responsible for advocating for the city’s initiatives and projects, engaging the community and external partners to generate support, resources, and awareness for local development efforts. The following section outlines the key actions recommended to achieve the targeted objectives of the Economic Development Strategy. Each action has been identified to align with the established goals and priorities discussed in workshops, ensuring a strategic approach to economic growth and community development. The actions on the following slides are categorized corresponding to each objective, providing a clear roadmap for implementation. To facilitate the effective planning and execution of the actions, estimated time frames and the Economic Development Te am’s role have been identified and defined. The time frames indicated reflect the estimated duration required for the implementation process, while the roles represent the anticipated responsibilities of the Economic Development Team. It is recommended that the time frames for implementation be viewed as a 5-year plan, with the understanding that certain actions may evolve into ongoing efforts if positive results emerge or if deemed necessary by the City. The time frames and roles outlined in the following slides are defined in the tables to the right. - 292 - 29 Pillar 1: Diversify and Expand the Local Economy Objectives Actions Economic Development Team’s Role Timeframe Accelerate coordinated, infrastructure-aligned development of shovel- ready sites through timely servicing, phased delivery, and clear investor-ready site information across key nodes. Develop and maintain a comprehensive Employment Lands Readiness Inventory: Establish and regularly update an inventory assessing infrastructure capacity (water, sewer, electricity, natural gas, and internet) for employment lands, including lands identified in Seaton and the Innovation Corridor. Leader Short Term Maintain and enhance the ‘Development Application Review Process’ Study: Map all development steps, approvals, and permits to identify bottlenecks and implement targeted streamlining measures (e.g., redesigned workflows, parallel processing) to reduce timelines. Leader Short Term Monitor and respond to federal direction on the Pickering Federal Lands: Continue monitoring federal decision-making, consultation outcomes, and policy direction related to the Lands. Building on existing City analysis, prepare evidence-based input as needed to communicate Pickering’s economic development interests. Any future City position related should be subject to Council direction and aligned with federal requirements. Leader Short Term Introduce rapid-response approvals for priority employment areas: Implement a fast-track approvals stream for priority employment developments, including consideration of pre-zoning and standardized zoning frameworks in key areas such as the Innovation Corridor, Brock Employment Area, and Whites / Granite Court Employment Area. Leader Medium Term Strengthen scale-up and entrepreneurship pathways for local businesses. Develop a business referral and resource support program: Create a referral system to connect existing businesses with access to funding, training, and support programs. This may include workshops, mentorship opportunities, and networking initiatives to support expansion and retention. Leader / Supporter Short Term Implement a formal post-investment aftercare program: Establish a structured follow-up process for newly arrived or expanded companies, including regular check-ins to address issues related to permits, utilities, workforce needs, and operations, reinforcing investor confidence and encouraging long-term growth. Leader Medium Term - 293 - 30 Pillar 1: Diversify and Expand the Local Economy (cont’d) Objectives Actions Economic Development Team’s Role Timeframe Improve speed, predictability, and transparency of approvals and business navigation through a more coordinated “one-window” approach. Support establishment of a centralized business navigation / concierge function: Enable a single point of contact for businesses navigating permits, approvals, and City supports, streamlining the experience for investors and expanding firms and improving ease of doing business. Leader Short Term Enhance digital permitting and tracking systems: Improve the City’s digital permitting platform (MyPickering / MyCity) to support a seamless end-to-end application experience, including real-time status updates and increased transparency across approval stages. Supporter Medium Term Conduct regular company experience reviews through surveys/interviews: Identify recurring/common pain points or points working well across the approvals and permitting processes. Leader Medium Term Coordinate and advocate for mobility, utilities, digital and physical infrastructure that unlocks employment growth. Develop a priority infrastructure investment and phasing plan: Create an infrastructure investment map aligned with key employment growth areas (e.g., Innovation Corridor, City Centre) that identifies infrastructure needs, servicing constraints, and planned capital projects to better sequence development and improve readiness. Leader Short Term Advance priority infrastructure through business-case advocacy: Prepare detailed business cases demonstrating economic and tax-base impacts (e.g., road expansions, transit connections, digital connectivity, and servicing upgrades) to support funding applications, align with federal, provincial, and regional priorities, and secure inclusion in broader infrastructure investment programs. Leader / Supporter Medium Term Conduct a digital infrastructure gap analysis: Identify employment lands with insufficient broadband speed, reliability, or capacity and work with telecommunications providers to prioritize network upgrades that support business operations and investment attraction. Supporter Short Term - 294 - 31 Pillar 2: Leverage Major Projects to Stimulate Growth Objective Action Economic Development Team’s Role Timeframe Leverage the Pickering Nuclear Refurbishment as a platform for supply-chain development, clean-energy innovation, advanced engineering, training, and related economic activity. Implement targeted supply-chain outreach: Support the development of a focused outreach program to attract firms within the nuclear energy supply chain to locate in Pickering, including coordination with OPG and federal/provincial partners to conduct joint outreach. Leader Medium Term Launch a local supplier development initiative: Create and implement an initiative to connect Pickering-based businesses to PNGS-related procurement and subcontracting opportunities. Leader Medium Term Position Pickering as a hub for energy innovation and advanced manufacturing: Conduct joint marketing, events, and regional collaboration to attract investment from clean energy and advanced manufacturing firms, reinforce local supply-chain growth, and enable additional R&D activity in partnership with OPG and others. Leader Medium Term Showcase PNGS research and training assets: Promote existing OPG research and training facilities (e.g., Centre for Fusion Energy, refurbishment training facilities) to reinforce Pickering’s role as a regional hub for energy innovation and skills development. Promoter Short Term Enable key infrastructure to create shovel-ready sites that increase both residential and non-residential growth. Increase enabling infrastructure: Leverage major projects (e.g., PNGS refurbishment, City Centre and Durham Live) to coordinate and advance enabling infrastructure such as transit, utilities and roads that support adjacent mixed-use and residential development. Leader Medium Term Prioritize residential and employment development: Designate specific areas around major projects where the City prioritizes integrated residential and employment development through coordinated planning and targeted partnerships (e.g., anchor employers like Wonderbrands and Kubota) to accelerate both population growth and job creation. Leader Short Term - 295 - 32 Pillar 2: Leverage Major Projects to Stimulate Growth (cont’d) Objective Action Economic Development Team’s Role Timeframe Strengthen Pickering’s value proposition and proactive marketing to win competitive investments and reinvestments. Create and maintain high-quality investment attraction materials: Develop and regularly update investment-ready materials, including a digital investment portal, site selector packages, sector profiles, and virtual tours to support investor decision-making. Leader Medium Term Implement an annual, sector-focused marketing and outreach program: Deliver a targeted marketing program that identifies priority companies, site selectors, and brokers; executes direct outreach (calls, meetings, digital campaigns); participates in key industry events; and hosts site visits and tours to showcase Pickering’s opportunities. Leader / Supporter Short Term Leverage CRM to manage the investment pipeline: Maintain and enhance the City’s Salesforce customer relationship management system to track investment leads, prioritize opportunities, and advance business attraction and expansion efforts in a coordinated way. Leader Medium Term Conduct targeted international trade missions: Lead trade missions to select international markets (e.g., France, Germany, United Kingdom) focused on priority sectors such as advanced manufacturing, clean energy, and nuclear supply-chain firms to promote Pickering’s employment lands and secure investment leads. Leader Medium Term Host reverse trade missions and investor visits: Organize inbound missions that bring high-potential investors and site selectors to Pickering for site tours and engagement sessions highlighting key assets (e.g., Seaton / Innovation Corridor, City Centre, PNGS), infrastructure readiness, and partnership opportunities. Leader Medium Term Maximize Durham Live as a destination development platform: Work with Durham Live, Destination Pickering, Durham Tourism, local businesses, and regional partners to strengthen Pickering’s tourism and entertainment value proposition, support event-based visitation, attract complementary hospitality and rec. investment, and increase local business participation in visitor spending. Promoter Medium Term - 296 - 33 Pillar 2: Leverage Major Projects to Stimulate Growth (cont’d) Objective Action Economic Development Team’s Role Timeframe Strengthen Pickering’s value proposition and proactive marketing to win competitive investments and reinvestments. Position the Post-Acute Care Centre as an anchor for a healthcare and life sciences cluster: Work with Lakeridge Health, regional health partners, post-secondary institutions, developers, and industry stakeholders to identify opportunities for complementary medical offices, rehabilitation services, health technology firms, medical device suppliers, training providers, and related professional services in the surrounding area. Supporter Medium Term Target job-dense priority sectors and anchor employers for Seaton/Innovation Corridor and City Centre. Identify priority sectors and anchor tenant profiles: Define and prioritize sector targets and anchor employer profiles aligned with specific employment nodes (e.g., logistics and advanced manufacturing in Seaton; office, institutional, and innovation uses in City Centre). Leader Short Term Develop sector-specific value propositions and outreach strategies: Support the creation of tailored value propositions and marketing packages and proactively pursue anchor employers through targeted outreach, investment missions, and site selection engagement. Supporter Medium Term Align land-use planning and infrastructure to support large-scale users: Advocate for planning, zoning, and infrastructure approaches that accommodate larger users, including parcel assembly, flexible zoning, and adequate servicing capacity. Promoter Long Term Enhance support for small and medium-sized businesses: Provide support by simplifying zoning requirements and streamlining permitting processes to improve clarity, speed, and ease of navigation. Promoter Long Term - 297 - 34 Pillar 3: Enhance Municipal Capacity and Fiscal Resilience Objective Action Economic Development Team’s Role Timeframe Strengthen and diversify Pickering’s tax base through investment attraction and targeted employment growth. Inventory underutilized commercial and employment properties: Create and maintain an inventory of underutilized sites (e.g., low-density retail plazas, aging industrial areas, excess parking lands) and develop site-specific redevelopment strategies for priority locations. Leader Short Term Review competitiveness of development costs and timelines: Support a competitiveness review of development charges, fees, and approval timelines, and implement targeted adjustments to improve the City’s attractiveness for non-residential investment. Supporter Medium Term Conduct a Supply Chain Gap (SCG) analysis: Identify industries in Pickering that rely on imported inputs which could be sourced locally through an SCG, in order to prioritize business attraction opportunities that strengthen local supply chains and expand the tax base. Leader Medium Term Explore incentives to implement: Investigate potential incentives and implement where appropriate based on economic conditions to encourage employment and tax base growth (e.g., targeted financial incentives for business expansion, development charge relief tied to job creation). Leader Medium Term - 298 - 35 Pillar 3: Enhance Municipal Capacity and Fiscal Resilience (cont’d) Objective Action Economic Development Team’s Role Timeframe Build the City’s internal capacity (people, process, tools) to deliver the Strategy with clear accountability and an implementation-ready operating rhythm. Assess and right-size the Economic Development function: Support HR and senior leadership in conducting a staffing and capacity review to assess current resources, identify gaps, and implement a team structure (roles, responsibilities, tools) aligned with growing workload demands. Supporter Short Term Evaluate and strengthen performance measurement frameworks: Review current performance metrics (e.g., investment leads, jobs created, tax-base growth, development timelines) and enhance tracking and reporting practices, including consideration of a centralized performance dashboard. Leader Short Term Formalize cross-departmental coordination mechanisms: Establish a quarterly cross-departmental coordination table to review major projects, resolve bottlenecks, align priorities, and ensure consistent execution across planning, engineering, and economic development. Leader Short Term Invest in targeted staff training and capacity-building: Support professional development in areas such as investment attraction, data analysis, client management, and partnership engagement to strengthen internal expertise and delivery capacity. Leader / Supporter Short Term - 299 - 36 Pillar 3: Enhance Municipal Capacity and Fiscal Resilience (cont’d) Objective Action Economic Development Team’s Role Timeframe Strengthen strategic partnerships with federal, provincial, regional, and key industry partners to advance economic priorities and unlock funding and investment. Develop a coordinated funding and advocacy strategy: Create a proactive funding and advocacy approach with regional, provincial, and federal partners (e.g., FedDev Ontario) to advance priority economic development projects, such as servicing for the Seaton / Innovation Corridor and digital connectivity upgrades across employment lands, including preparation of joint funding applications. Leader Medium Establish a pipeline of funding-ready priority projects: Create and maintain a ranked pipeline of priority projects (e.g., Federal Lands, Seaton, clean-energy and nuclear innovation hubs) supported by clear business cases, partnership models, and economic impact metrics to strengthen applications to programs such as the Strategic Innovation Fund (SIF), FedDev Ontario, and other economic development funding streams. Leader Medium Formalize partnerships with key institutions and industry: Strengthen strategic relationships with partners such as OPG, Durham College / other post-secondary institutions, Invest Durham, and industry organizations to co-develop and deliver initiatives that attract investment and unlock external funding. Supporter Medium Increase provincial government engagement: Host a dedicated information day for provincial officials (e.g., “Queen’s Park Day”) to raise awareness of Pickering’s value proposition, priority projects, and investment opportunities among Members of Provincial Parliament and senior staff. Leader Medium Increase federal government engagement: Host a federal information day (e.g., “Day on the Hill”) to strengthen relationships with Members of Parliament and federal departments, and to identify and cultivate provincial and federal champions who are regularly briefed on Pickering’s key initiatives, wins, and opportunities. Leader Medium - 300 - 37 Pillar 4: Build Talent and Workplace Competitiveness Objective Action Economic Development Team’s Role Timeframe Support development of future- ready talent pipelines in partnership with employers and training partners. Convene a local workforce roundtable: Support engagement with local employers, educators, and employment agencies through a workforce roundtable to identify emerging skills needs, workforce gaps, and shared priorities. Supporter Short Term Launch a targeted talent attraction campaign: Develop and implement a targeted campaign positioning Pickering as a place to build a career, emphasizing proximity to Toronto, relative affordability within the GTA, and emerging job opportunities linked to major projects. Leader Medium Term Create a centralized “Live and Work in Pickering” job portal: Develop and maintain a digital platform that connects residents with local employers, promotes career opportunities, and supports local workforce matching. Promoter Short Term Target the attraction of a post- secondary institution to support workforce development and local talent pipelines. Attract a post-secondary institution: Support the City in attracting a post- secondary institution with programs aligned to key high-growth industries (e.g., clean energy, advanced manufacturing, healthcare), including identifying potential partners, facilitating site selection in priority areas such as the City Centre, and coordinating partnerships with employers and training providers. Supporter Long Term Strengthen sector-focused education and training pipelines: Partner with local post-secondary institutions and school boards to develop sector-specific training programs aligned with priority industries (e.g., clean energy, logistics, advanced manufacturing), including high-school-level pathways such as dual-credit and apprenticeship programs. Supporter Long Term - 301 - 38 Pillar 4: Build Talent and Workplace Competitiveness (cont’d) Objective Action Economic Development Team’s Role Timeframe Strengthen urban growth areas as locations for modern workspaces, innovation, and amenities that attract and retain talent. Enhance transit connectivity to employment areas: Support improvements to transit connectivity by working with Durham Region Transit and GO Transit to enhance local bus service and last-mile connections between residential neighbourhoods and key employment areas, engaging major employers to align transit routes with workforce commuting patterns. Supporter Long Term Align housing strategies with workforce needs: Advocate for alignment with City and regional housing strategies to ensure a diversity of housing options that support talent attraction and retention across income levels. Supporter Medium Term Encourage development of flexible and modern employment spaces: Support the growth of co-working spaces, incubators, and flexible industrial and office formats within employment nodes, and actively pursue provincial and federal funding opportunities (e.g., FedDev Ontario, Strategic Innovation Fund) to support development. Promoter Medium Term Pilot innovation-focused spaces in City Centre: Collaborate with developers to test innovation-oriented spaces such as start-up hubs, shared workspaces, and creative industries facilities within City Centre to support clustering, collaboration, and talent attraction. Promoter Long Term - 302 - 39 Pillar 4: Build Talent and Workplace Competitiveness (cont’d) Objective Action Economic Development Team’s Role Timeframe Elevate Pickering’s brand and “sense of place” to support talent attraction, retention, and investment. Develop and promote a coordinated place-branding strategy: Create a unified place-branding approach that clearly defines Pickering’s identity and delivers consistent messaging and visuals positioning the City as a place to live, work, and invest, highlighting key strengths such as livability, waterfront access, and growth opportunities. Leader / Supporter Medium Term Expand events, programming, and placemaking activities: Support and enhance programming in key locations (e.g., City Centre, waterfront, Durham Live) to increase vibrancy and community identity. This includes expanding events such as Energy & Innovation Expo, business open houses, and Pickering Waterfront Festival, as well as concerts and festivals at Durham Live and seasonal activities such as skating or trail experiences. Supporter Medium Term Create compelling storytelling and promotional assets: Develop digital and physical storytelling tools (videos, profiles, signage, visual content) that showcase local businesses, talent, quality of life, and career opportunities, and leverage social media and other platforms to engage residents, visitors, and investors. Leader Short Term Strengthen partnerships to promote Destination Pickering: Partner with tourism agencies, community organizations, and Pickering based businesses that support the visitor economy (e.g., Durham Tourism, Ajax-Pickering Board of Trade, Durham Workforce Authority) to promote Pickering as a destination for both employment and lifestyle, reinforcing the City’s live-work-play narrative. Promoter Medium Term - 303 - Performance Monitoring Framework 06 - 304 - 41 Performance Monitoring Framework Category Example KPIs*Potential Data Sources Pillar #1: Diversify and Expand the Local Economy •Acres of employment land fully serviced and designated/zoned employment land •Percentage reduction in approval times •Number of high priority permits approved and dollars invested/jobs created •Success rate of problems solved through business concierge •Number of new business locations/expansions supported •CRM (Salesforce) •Planning and development services (site plan applications, building permits) •Employment Land Inventory Pillar #2: Leverage Major Projects to Stimulate Growth •Number of local suppliers connected to major projects •Number of new business/jobs created in the clean energy and nuclear sectors •External investment secured through outgoing trade missions and industry events •Number of anchor tenant profiles developed •Finance/Tax (tax revenue growth) •Economic Development tracking (partnerships, suppliers) •Partner reporting •Council/capital budget documents Pillar #3: Enhance Municipal Capacity and Fiscal Resilience •Average approval time for priority employment projects •Client satisfaction/business experience score •Ranking of the City’s Economic Development budget/staffing relative to peers •Non-residential tax assessment growth •Number of senior government information days and key decision makers informed •Permitting tracking system (MyCity) •Planning and development services (site plan approval timelines, zoning amendments) •Economic Development surveys Pillar #4: Build Talent and Place Competitiveness •Number of key workers/talent attracted and retained •Participants in training/talent programs and with regional education institutions •Number of new housing units build and ready for occupancy •Attendance and frequency of expanded events/programming in key areas •Job portal analytics •Planning and development services (new office/innovation space approvals) •Event/communication analytics Action Tracker: Maintain a comprehensive implementation tracker for each action including lead role, timeframe, status, and next steps. KPI Dashboard: Develop and maintain a simple KPI dashboard tracking baseline conditions, annual targets, current results, and trends Data Tracking: Pull data quarterly from CRM (salesforce), permitting system, finance/tax, and partner reports. Accountability: Assign each action and KPI to an owner and review through internal cross-department coordination. Tracking and Monitoring System Sample KPI Scorecard *These KPIs represent just a subset of exemplary metrics, and are not intended to be exhaustive. Additional indicators may be refined and incorporated as the strategy is finalized. - 305 - 42 Economic Development Dashboards Examples (1/2) The examples below and on the following page illustrate how Ontario municipalities and regions are using data dashboards to track, manage, and communicate economic development performance. Dufferin County City of Ottawa - 306 - 43 Economic Development Dashboards Examples (2/2) City of Oshawa City of Vaughan - 307 - Appendix - 308 - Appendix A: Current State Assessment 07 - 309 - 46 Major projects as long-term platforms Increase local job capture Improve investor/reinvestment experience Manage trade and supply-chain exposure Infrastructure and employment land readiness Converting Growth into Long Term Value Pickering is in a high momentum growth cycle driven by major infrastructure investment, employment land availability, and population expansion. The opportunity is significant, but outcomes are not automatic. Capturing sustained jobs, tax base growth, and sector diversification will benefit from clear prioritization and coordinated delivery. 1 Major projects, including the Pickering Nuclear Generating Station refurbishment, Seaton, City Centre, and Durham Live, are generational platforms for economic growth. Long-term value can be realized not through construction activity alone, but through supply-chain capture, innovation, and job density. 2 A significant share of Pickering residents continue to work outside the City, particularly in professional, engineering, finance, and technology roles. 3 Approval timelines, zoning clarity, traffic congestion, and cost pressures are influencing whether firms choose to expand locally or locate elsewhere. 4 Export-oriented sectors such as manufacturing and agri-food face ongoing tariff risk and supply-chain volatility. In contrast, sectors like healthcare, film production, and locally anchored services offer greater domestic stability. Diversification and supply-chain resilience are key to long-term economic stability. 5 Employment lands create opportunity, but only if servicing, infrastructure, and zoning are aligned to support development ready sites - with Pickering’s Economic Development & Strategic Projects team playing a critical role in enabling infrastructure growth and coordination. - 310 - Economic and Demographic Snapshot 7.1 - 311 - 48 Growth is Strong but Structure Matters Pickering’s growth fundamentals are strong, with rising population, income levels, and workforce participation. However, the structure of employment, housing pressures, and commuting patterns will determine whether growth translates into a more balanced and resilient local economy. Population Growth1 Population growth and income levels position Pickering as one of Durham’s primary growth centres. Sector Concentration Risk2 Utilities employment tied to PNGS remains disproportionately large, reinforcing the importance of broadening into other advanced and knowledge-based sectors. Residential Driven Jobs3 Increasing local job capture can strengthen non-residential assessment growth. Outbound Commuting Pattern4 Many residents commute to higher value jobs outside Pickering, limiting local commercial assessment growth. Housing Constraint Emerging5 Tight rental supply and affordability pressures affect workforce attraction, especially for skilled trades and early career professionals. Income Capture Gap6 Rising household income is positive, but tax base benefits are greater when those jobs are physically located within the City. - 312 - 49 Economic Performance and Labour Force Pickering’s labour market is projected to strengthen significantly, with the participation rate rising to a projected 69% by 2035 and median household incomes outpacing both Durham Region and Toronto. Source: Environics, Lightcast Q1 2025 Dataset, Detailed 20-Year Population & Housing Unit Forecast 69% Anticipated Participation Rate in 2035 11.9%9.0%7.6%7.6%7.5% -5% 5% 15% Pickering Unemployment Rate (2025 – 2035) 741 759 890 1,077 1,796 2,509 0 500 1,0001,5002,0002,5003,000 Retail trade Health care and social… Transportation and… Construction Professional, scientific and… Real estate and rental and… Top 6 Business Categories by Number of Businesses in Pickering (2024) 0% 5% 10% 15% 20% Durham, ON (RM)Pickering, ON (CY)Toronto, ON CMA Household Income Distribution (2025) $107 $171$118 $187 $97 $145 $80 $120 $160 $200 2020 2025 2028 (Projected) 2030 (Projected) 2035 (Projected) Th o u s a n d s Durham, ON (RM)Pickering, ON (CY)Toronto, ON CMA Median Household Income (2020 - 2035) 150K Estimated population in 2039 82K Estimated population in the labour force in 2035 12% Percentage of 2024 Pickering jobs in retail trade. The largest category, followed by Finance and Insurance (10%), Professional, Scientific, and Technical Services (9%), and Utilities (8%). - 313 - 50 Population and Demographic Details Pickering’s population is not only growing rapidly, but also becoming increasingly well-educated, with a higher share of university-educated residents compared to the broader region. 41 Average age in Pickering in 2025. Education Levels as a Percentage of Population (2025) Travel to Work Methods (2025) Population Rate Increases Pickering Expected Population Increase (2020 to 2035) 101,562 144,125 50,000 100,000 150,000 Source: Environics 0% 10% 20% 30% 40% Durham, ON (RM)Pickering, ON (CY)Toronto, ON CMA 0% 5% 10% 15% 20% 25% 30% 35% 40% Durham, ON (RM)Pickering, ON (CY) Toronto, ON CMA 0% 5% 10% 15% Durham, ON (RM)Pickering, ON (CY) Toronto, ON CMA - 314 - 51 Housing Availability and Affordability Pressures Source: CMHC 45% 26%25%37%40% 17%16% 31% 50% 18%25% 42%43% 25% 12% 35% 0% 20% 40% 60% Below Affordability Standard Below Adequacy Standard Below Suitability Standard Below One or More Housing Standards 2006 2011 2016 2021 $366 $264 $233 $329 $243 $207 $1,045 $761 $666 $1,026 $740 $545 $0 $400 $800 $1,200 Th o u s a n d s 2006 2011 2016 2021 3%0%0%0%0%1% 6% 16% 2%5%4%3% $1,155 $1,747 $0 $500 $1,000 $1,500 $2,000 0% 5% 10% 15% 20% 2006 October 2011 October 2012 October 2013 October 2014 October 2016 October 2021 October 2024 October Vacancy Rate (%)Availability Rate (%)Average Rent ($) Value of Owner-Occupied Dwellings (2006-2021) Rental Availability, Vacancy, and Average Rents (2006-2024) 0 500 1000 1500 2000 Single Semi-Detached Row Apartment Percentage of Households in Core Housing Need (2006-2021) New Construction Starts by Dwelling Type (2006 – 2025) Housing affordability pressures in Pickering are intensifying, with rising home values, persistently low rental vacancy rates, and a growing share of households falling below key housing standards. - 315 - 52 Established Sectors Pickering’s economy is anchored by a few large, established sectors. In particular, energy (utilities), manufacturing, retail trade, construction, and professional and technical services stand out as the city’s most significant industries by employment. These sectors collectively account for a substantial share of local jobs and business activity and provide a foundation for future diversification and growth. Utilities (Energy) Utilities employment is disproportionately concentrated in Pickering due to the presence of the Pickering Nuclear Generating Station (PNGS). This single facility remains one of the City’s largest employers and firmly positions utilities as the City’s top employment sector. In fact, Pickering’s concentration of utility-sector jobs is extraordinary – roughly 16–17 times the national average (Location Quotient ~17). This reflects how Ontario Power Generation’s nuclear plant dominates the local employment landscape. Manufacturing Manufacturing in Pickering is diverse and well-established, spanning advanced manufacturing, industrial fabrication, machinery, metal fabrication, and food and beverage processing. The sector includes both long-standing employers and newer entrants, supporting resilience and renewal. Manufacturing represents a meaningful share of total employment, approximately 3,500-4,000 jobs (~10%), and remains a core pillar of the local economy. While employment concentration is below provincial and national averages (LQ ~1.09 vs. ~1.3 nationally), the sector offers opportunities for value-added growth and modernization. Retail Trade As the commercial centre of Durham’s western end, Pickering has a robust retail sector. Retail is one of the top employers locally, encompassing Pickering Town Centre, big-box stores, and restaurants. An estimated 5,000+ jobs (roughly 13% of employment) are in retail – a slightly higher share than the Ontario average. This is expected for a suburb with a large consumer base; however, it’s notable that Pickering’s retail job concentration is above both the national and provincial benchmarks (LQ ~1.2 vs Canada). In contrast, Toronto’s employment share in retail is lower, highlighting Pickering’s role in serving local and regional shoppers. Construction Construction is a well-established and growing sector in Pickering, driven by ongoing urban development, infrastructure projects, and residential and commercial construction activity. About 7 to 8% of Pickering’s jobs are in construction, slightly above the typical share provincially (LQ ~1.29 vs Ontario). Local construction firms benefit from the city’s development boom. This sector’s significance is also reflected in Pickering’s tax base – increased commercial and residential construction helps diversify a tax base historically reliant on residential properties. Professional and Technical Services Professional, scientific, and technical services, including engineering, architecture, IT services, and consulting, account for approximately 6-8% of local employment. These services support key sectors such as energy, construction, ICT, and advanced manufacturing. While significant, this sector is less concentrated in Pickering than in Toronto or the province overall (LQ ~0.8 vs Canada), since many residents in these professions commute to jobs in downtown Toronto. Even so, the growth of remote work and local entrepreneurship has bolstered the presence of professional services in Pickering’s economy. Source: City of Pickering, Pickering Economic Outlook 2025, Economic Development Strategy 2022. - 316 - 53 Sectors Poised for Growth Professional, Scientific, Technical Services This sector has shown steady employment growth, increasing from approximately 4,180 jobs in 2016 to 4,845 in 2021 (a +16% increase). Growth reflects a rising presence of firms offering engineering, consulting, and other professional services operating in or near Pickering. While sector concentration remains below Toronto levels, this trend signals diversification toward a more knowledge-based economy and aligns with Pickering’s growing base of highly educated residents and increasing remote-work flexibility. Transportation and Warehousing Pickering’s logistics and goods movement sector has expanded in line with regional trends. Employment in transportation and warehousing grew roughly +15% from 2016 to 2021 (from ~2,240 to 2,585 employed residents). This surge is driven by Pickering’s strategic location on major highways and the development of logistics facilities. The city’s proximity to Toronto makes it an attractive staging area for goods movement. This sector’s growth in Pickering outpaced the national trend, indicating a rising regional logistics hub role. Healthcare and Social Assistance Although Pickering has fewer local healthcare facilities than some peer cities, the sector’s workforce grew by about +10% between 2016 and 2021 (from ~4,900 to 5,400 residents employed). This growth corresponds with regional healthcare expansion and an aging population driving demand. Notably, new healthcare infrastructure in Pickering is now coming online – for example, the Jerry Coughlan Health and Wellness Centre, which opened in 2022–2023, and a planned post-acute rehabilitation hospital. These investments mean more health jobs will be located in Pickering. Information and Culture Industries Information and cultural industries, including film, media, telecommunications, and creative services, experienced modest overall growth (+10% between 2016 and 2021), but show strong momentum within digital media sub-sectors. Recent film productions, such as Amazon’s Jack Reacher and The Handmaid’s Tale, highlight Pickering’s growing appeal as a filming location. Ontario’s $836M film industry and the City’s emerging creative infrastructure position this sector for continued expansion. Emerging Manufacturing Niches Within the broader manufacturing sector, food and beverage processing has been a notable growth niche. In the past few years, Pickering has landed major investments in the food manufacturing space. This is driving a burgeoning food and beverage cluster locally. Over the last 5–10 years, Pickering has also benefited from growth in clean technology and nuclear engineering services. With the province’s recent decision to refurbish PNGS’s reactors instead of decommissioning, clean energy and nuclear tech remain growth industries. Source: City of Pickering, Statistics Canada, While Pickering’s economy is anchored by established sectors, several industries are well positioned for accelerated growth based on recent employment trends, demographic shifts, and major infrastructure and investment drivers. These sectors represent key opportunities to expand job diversity, improve income capture, and strengthen long-term economic resilience. - 317 - Employment Lands and Industrial Readiness 7.2 - 318 - 55 Employment Lands as a Strategic Lever Pickering’s employment land inventory is one of its most important competitive assets. The strategic issue is no longer land supply alone, but readiness, phasing, and sector alignment to ensure higher impact outcomes. Brock Anchors Today1 Brock Industrial Area supports a significant share of industrial jobs and non-residential assessment and protects the City’s current employment base. Seaton Defines Tomorrow2 The Innovation Corridor can prioritize advanced manufacturing, research, clean tech, and office uses to support higher jobs-per-acre outcomes. Prestige Space Limited3 Whites Road offers higher quality employment space, but limited remaining inventory increases the need for strategic tenant attraction. Future Land Pipeline4 Northeast Pickering and the Federal Pickering Lands provide long term employment land supply and an opportunity for growth, but viability depends on infrastructure timing and planning certainty. Execution Matters5 Coordinated delivery across Planning, Engineering, and Economic Development can help convert land capacity into near-term investment, job creation, and long-term economic returns. Site Readiness and Development Constraints •While Pickering’s employment land inventory represents a strong long- term asset, development readiness varies across locations. •Key considerations include servicing availability, transportation infrastructure requirements (e.g., road widening and access improvements), and utility capacity constraints. •In addition, zoning alignment — particularly the distinction between general employment and prestige employment designations — can influence the type and scale of investment that can be accommodated. Addressing these factors will be critical to converting land supply into near-term investment and job creation. - 319 - 56 Overview Pickering’s ability to attract and retain investment is tied to the availability, quality, and readiness of its employment lands. These lands are shaped by policy direction, structured into distinct categories, and influenced by delivery considerations that affect how quickly and effectively they can support economic growth. Employment Land Categories Pickering's employment lands are categorized into: Policy and Planning Framework Employment lands are guided through multiple layers: Provincial: Provincial Planning Statement •Prioritization of housing development and requirements for long-term protection of employment lands. Regional: Envision Durham - Regional Official Plan (ROP) •Allocates forecasted employment growth to Pickering through 2051. •Identifies strategic employment areas (e.g., Innovation corridor in Seaton and in the Northeast Pickering urban boundary expansion area). •As of January 1, 2025 (Bill 23), Durham is an upper- tier municipality without planning responsibilities; the ROP now forms part of Pickering’s Official Plan, with local approval authority residing with the City. Municipal: City of Pickering Official Plan (Pickering Forward) •Designates employment land categories and permitted uses. •Establishes policy-level development and urban design expectations, implemented through zoning and site plan control. General Employment •Supports a broad range of industrial activities, including manufacturing, warehousing, etc. •Primarily located in South Pickering (e.g., Brock Industrial Area). Prestige Employment •Intended for high-quality, campus-style employment uses. •Focus on offices, R&D facilities, advanced and clean manufacturing, corporate headquarters, etc. •Higher design standards; limited outdoor storage. •Concentrated along major corridors (e.g., Highway 407 Innovation Corridor). Mixed Employment •Employment uses with complementary commercial and service functions •Supports office, light industrial, hotels, and employment- serving amenities (i.e., all uses in prestige employment areas). •Applied along key corridors Competition Across the GTHA •Peer municipalities are actively marketing shovel- ready employment lands. •Opportunity: Differentiate based on location, scale of greenfield capacity, and a clear sector focus. Coordination Across the City •Effective delivery requires strong alignment between Economic Development, Planning and Development, and external partners. Employment Land Supply •While the new Provincial Planning Statement supports increased housing supply, employment lands continue to be protected under the PPS and Planning Act. However, Bill 97 and the 2024 PPS updates revised permitted uses in employment areas, and since October 2024, standalone office, commercial, and institutional uses are no longer included in the definition of employment areas. Key Challenges and Considerations Several factors influence employment land readiness: Source: City of Pickering Official Plan, Durham Region Official Plan. - 320 - 57 Major Employment Nodes in Pickering (1/2) Pickering’s economic future is supported by a network of distinct current and emerging employment nodes, each playing a different role in delivering jobs, investment, and fiscal sustainability. Understanding these nodes is essential to assessing the City’s industrial readiness and long-term growth potential. Source: City of Pickering, Infrastructure Ontario, Northeast Pickering Secondary Plan – Employment Lands Strategy. These nodes are complementary, not competing. Assessing each node helps determine: Investment Readiness Sector Alignment Job Creation Potential Servicing Needs Zoning constraints Brock Industrial Area – Established Industrial Core •Long-standing 2,147 acres of primarily industrial lands, with site- specific zoning •Supports a broad range of industrial sectors, with strong representation in Energy, Environmental, and Engineering industries. -Mix of general and heavy industrial uses, including logistics and utilities -Anchored by Ontario Power Generation (Pickering Nuclear) •Critical to today’s employment base and municipal tax assessment Whites Road Prestige Business Park – Specialized Node •52 acres of prestige industrial lands, with site-specific zoning •Supports a range of sectors including manufacturing, distribution, R&D and warehousing, alongside head offices and a regional call centre Seaton / Innovation Corridor – New Growth Node •In 2016, the Province released over 1,000 acres of land in Seaton along the Highway 7/407 corridor: -800 acres – Prestige Employment (Innovation Corridor) -269 acres – Residential and mixed-use commercial •The Innovation Corridor is central to Seaton’s target of 35,000 new jobs, supporting a planned 2:1 resident- to-job ratio, of which about 24,000 are expected in the Corridor Northeast Pickering and Federal Lands – Long-Term Growth Frontier •Potential future employment area focused along Highway 407, leveraging proximity to the Seaton Innovation Corridor •Identified need for 590 acres of additional Employment Area lands to 2051 •Approximately 9,000 acres of federally owned land in Pickering, offering significant long-term growth potential. Current and Future Node Future NodesCurrent Nodes - 321 - 58 Major Employment Nodes in Pickering (2/2) The map and table below illustrate the geographic distribution, servicing status, and development readiness of Pickering’s major employment nodes, both existing and planned. Together, these nodes form the backbone of the City’s industrial readiness and long-term employment growth strategy. Source: City of Pickering; Northeast Pickering Secondary Plan (Employment Lands Strategy); Google Maps (2026). 1 2 City of Pickering Highway 407 Highway 401 *Note: Additional detail regarding servicing status and vacant land availability is discussed in the subsequent slide. Legend Seaton Community (Innovation Corridor within) Brock Industrial Area 1 North East Pickering (NEP) Whites Road Prestige Business Park2 Employment Node Servicing Status Development Timing Brock Industrial Area Serviced Development-ready / limited inventory Whites Road Prestige Business Park Serviced Development-ready / limited inventory Seaton Community (Innovation corridor) Partially Serviced / Phased Servicing Near-to medium-term development NEP Unserviced Long-term development Pickering Federal Lands Unserviced TBD Employment Node Development* Pickering Federal Lands - 322 - 59 Opportunities for High-Impact Job Density & Investment Through a high-level assessment of the major employment nodes identified on the previous slide, considering vacant land availability, servicing status, and zoning constraints highlight opportunities for high-impact job density and investment attraction, and long-term economic impact. •Most parcels are developed. •Vacant or underutilized parcels tend to be small, infill opportunities. Brock Industrial Area •Older industrial parcels can be updated to modern standards with higher job densities, especially in clusters •Energy and engineering cluster driven by OPG’s presence, supporting specialized suppliers and engineering pathways Northeast Pickering •Proximity to Hwy 407 and Hwy 401 via Hwy 412 positions the node for major distribution •Manufacturing and transportation clusters supported by seamless highway connectivity Whites Road Business Park •Well-positioned for mid-to high-value manufacturing, office, and R&D uses. •Strong connectivity to Hwy 401 / Hwy 407 supports logistics and last-mile functions Seaton / Innovation Corridor •Advanced manufacturing, corporate offices, R&D, agri-food, clean energy, and tech firms are the target sectors •Primary opportunity to attract job-dense, high-value employers and anchor tenants. Va c a n t La n d Av a i l a b i l i t y Se r v i c i n g St a t u s Zo n i n g Co n s t r a i n t s •Fully serviced: Water, sewage, electricity, natural gas, and telecom infrastructure are in place throughout. •Multi-modal transport exists and proximity to Highway 401. •Designated General Employment. •Site-specific zoning exceptions exist, reflecting permissions for individual sites. Op p o r t u n i t y •Smaller node (52 acres) with some remaining developable parcels, though not a “greenfield” like Seaton. •Vacant land is typically site-specific and parsed by parcel •Business park is serviced for employment uses (water, sewer, power and communications) •Designed to support campus-style employment rather than heavy industrial •Employment lands here are mapped under a Designated Prestige Employment subcategory. •Site-specific zoning reinforces performance and design objectives •Pickering’s largest developing employment land supplies •Phase availability so that shovel-ready parcels are created over time. •Servicing is being rolled out in phases. Broad infrastructure (e.g., roads) has been planned and constructed on a staged basis. •Some parcels are already serviced; others are in ongoing servicing stages. •Designated Prestige Employment, with higher design and employment intensity standards than General Employment. •Site plan control apply to ensure compatibility and future market preferences. •Largest future land supply; currently not built or serviced. •Planning documents support adding 590 acres of Employment Area lands as part of Pickering’s 2051 growth strategy. •Not currently serviced; requires infrastructure planning/investment aligned with projected timing of development. •Servicing sequencing is a key element of the Northeast Pickering Secondary Plan process. •Future employment lands are subject to a policy and zoning framework still being refined through the Secondary Plan - 323 - Strategic Assets and Economic Anchors 7.3 - 324 - 61 Employment and Innovation Nodes Key Features Shovel-ready and serviced areas – Employment and innovation nodes benefit from existing and/or well-planned servicing. Zoning alignment – Site-specific zoning mitigates approval delays for a wide variety of sectors. Job density potential – Large sites and planned mixed-use areas support high job densities throughout Pickering. Whites Road Prestige Business Park •52 acres of established industrial lands, with site-specific zoning. •Supports manufacturing, distribution, R&D, warehousing, and office spaces. City Centre •55 acres of planned mixed-use redevelopment in downtown Pickering •Supports residential, retail and commercial spaces with ~6,000 housing units planned and direct connection to major transit corridors. Brock Industrial Area: •2,147 acres of established industrial lands with site-specific zoning. •Supports energy, environmental, engineering industries and is key for Pickering’s employment base. Kingston Road Intensification •Planned mixed-use redevelopment along Kingston Road supporting higher- density residential, retail, and office development in a transit-oriented growth corridor. Seaton / Innovation Corridor •1,000 acres of land in Seaton along the Highway 7/407 corridor. Over 800 acres dedicated to Prestige Employment (Innovation Corridor) •Critical to Seaton’s target of 35,000 new jobs. Pickering’s key employment and innovation nodes include a mix of established serviced areas and emerging greenfield capacity. Near-term investment readiness can be shaped by servicing, zoning clarity, and coordinated delivery. - 325 - 62 Institutional, Sectoral and Infrastructure Anchors Sector Pickering’s anchor assets, supported by the broader Durham ecosystem, serve as foundational drivers of investment, employment, and long-term competitiveness. Major Assets Strategic Highlights Pickering Nuclear Generating Station1Energy and Clean Tech Refurbishment to increase full power hours at PNGS. Opportunity to grow local suppliers and energy innovation pathways. 2 Agri-food Innovative food manufacturing campus. Supports food manufacturing growth and logistics linkages. 3 Transportation/ Warehousing Headquarters and main distribution facility for agricultural machinery. Leverages highway connectivity and goods movement. 5 Tourism/ Creative Full-service film studios, theatres, and diverse attractions complement Pickering’s beach, marina, boathouse, parks, and trails, supporting a vibrant visitor economy and destination development Healthcare6 Connected and upgraded health care services. Strengthens “complete community” competitiveness and local employment Jerry Coughlan Centre Planned Post-Acute Care Centre 4 ICT/Digital Innovation Increase in high-speed internet in rural areas. Enables innovation-led firms and digital infrastructure. - 326 - 63 Enabling Infrastructure Strategic investment and enhanced services in transit, highways, and digital infrastructure are strengthening Pickering’s regional connectivity. Pr o j e c t Ke y D e t a i l s Wh y i t M a t t e r s GO Transit – Lakeshore East Line Highway 401 , 407 and 7 Connectivity Durham-Scarborough Bus Rapid Transit (DSBRT) •Pickering Go Station located on a major GTHA corridor •Provides direct rail service between Durham Region and Toronto (Union Station) •Serves local bus terminals •~15km extension to Bowmanville, adding 4 new stations •Improves regional labor mobility and access to Toronto’s employment market •Enhances connections between Durham Region and eastern GTA, with access to VIA Rail service in Oshawa. •401 connects Pickering to broader Ontario and Canada •Primary freight corridor •407 extends across Pickering and Durham Region and is toll-free within Durham, helping reduce congestion. •Planned interchange and widening improvements within Durham Region •Highway 7 widening from Reesor to Brock •High-capacity mobility route supporting economic based uses •36km BRT connecting Oshawa, Whitby, Ajax, Pickering and Scarborough •Dedicated bus lanes, signal priority, high frequency service •Near term implementation through local improvements •Major construction pending funding •Strengthens regional access to employment, education, and transit networks •Driven by provincial and federal investment •Key Programs – Universal Broadband Fund, Ontario Connects, Southwestern Integrated Fibre Broadband Project •Focus on expanding service to rural and underserved areas, including parts of Pickering •Supports business attraction, remote work, and community competitiveness Broadband and Digital Infrastructure •Major commuter rail corridor serving Pickering to Toronto •Supports regional mobility and employment access •Key east-west transportation corridor supporting goods movement, commuting, and regional travel •Rapid transit bus corridor improving east-west regional transit and connectivity between Durham and Toronto •High speed internet expansion enabling economic growth, remote work, and digital inclusion across Durham Region - 327 - 64 Strategic Alignment with Broader Priorities Federal, provincial, and regional priorities focused on clean energy, innovation, infrastructure, and economic resilience are closely aligned with Pickering’s key projects and growth priorities. PROVINCIALFEDERAL REGIONAL Federal priorities include: •Building a modern digital economy with investments in AI and compute capacity. •Strengthening trade and resilience through corridors and transportation networks. Supporting Projects PNGS Refurbishment Provincial priorities include: •Prioritizing clean, reliable and commercially competitive energy. •Innovation corridors and economic diversification through targeted innovation investments and funding programs. Supporting Projects Regional priorities include: •Strategic growth and employment land planning to support job creation and population growth. •Strengthening investment attraction in key sectors supported by Invest Durham. Supporting Projects PNGS Refurbishment Seaton/ Innovation Corridor City Centre Seaton/ Innovation Corridor - 328 - Business Attraction and Retention 7.4 - 329 - 66 Strengthening the Business Growth Model Pickering has secured meaningful investment wins and benefits from strong partnerships. Building on this foundation, there is an opportunity to strengthen business navigation, aftercare, and scale-up pathways to support reinvestment and long-term growth. Investment Credibility1 Recent w ins such as Kubota, FGF Brands, Durham Live, and PNGS demonstrate strong market confidence in Pickering, and reinforce the City’s credibility as a place to invest and grow. Coordination across supports2 Regional and local supports exist, but businesses do not always experience them as coordinated or seamless, creating friction and missed opportunities during expansion. Predictable investor experience3 Permitting timelines, zoning clarity, and development charges directly affect expansion feasibility. Formalized aftercare4 Structured follow up with expanding firms remains limited and may reduce long term retention. Scale-up pathways5 Mid stage firms lack targeted support to scale locally rather than relocate. - 330 - 67 Why does Business Attraction and Retention Matter? Business attraction and retention are fundamental to sustaining local economic growth, job creation, and long-term competitiveness. •Business Attraction introduces new employers, supports economic diversification, and signals confidence in a community as a place to invest. •At the same time, business retention and expansion is equally important given that existing businesses are often best positioned to reinvest, expand operations, and generate incremental employment over time. Economic Rationale Beyond the economic rationale, business attraction and retention are shaped by municipal capacity, evolving global investment dynamics, and local competitive positioning. Source: fDi Markets •Geopolitical uncertainty, trade tensions, supply-chain reconfiguration, and industrial policy shifts are reshaping global investment patterns. •Companies are increasingly prioritizing stable jurisdictions, market access, and proximity to customers, elevating the role of foreign direct investment (FDI) in investment attraction strategies. 2. Global Investment Dynamics •In today’s environment, cities are no longer passive hosts. Municipalities play a decisive role in business location, expansion, and reinvestment decisions. •Factors largely influenced at the municipal level include: -Speed and predictability of approvals; -Clarity of processes; -Land and servicing readiness; and, -Post-investment servicing and after care. •As competition across the GTA and beyond intensifies, active support for attraction and retention is critical for long-term investment competitiveness. 1. Municipal Capacity •The City has taken steps to support its business base through economic development services, business navigation, and collaboration with partners, providing a foundation for business attraction and retention. •From an FDI standpoint, Pickering has historically attracted foreign investment, including projects in logistics and recycling that delivered approximately $250M in capital investment and ~300 jobs (2017–2021). •Building on the City’s current foundation, there is an opportunity to further strengthen coordination, proactive targeting, and post-investment support for both domestic and foreign-owned firms. 3. Pickering’s Competitive Positioning - 331 - 68 Business Retention and Expansion Initiatives (1/2) Pickering’s business retention and expansion ecosystem is supported by a combination of City-led services and regional partner initiatives, collectively aimed at supporting existing businesses, facilitating expansion, and strengthening the local business environment. Source: City of Pickering, Invest Durham, Business Advisory Centre Durham Ke y I n i t i a t i v e s Or g a n i z a t i o n De s c r i p t i o n Invest Pickering (the City’s Economic Development & Strategic Projects department). Guides site selection and supports key sectors while advancing major initiatives that strengthen employment lands and competitiveness Invest Durham (Durham Region’s economic development arm). Its mandate is to create and retain jobs, increase non-residential assessment, and market Durham as a top place to live, work, and invest The BACD (recently integrated with Invest Durham) offers free guidance and training to Durham Region’s entrepreneurs and small businesses. •Business Retention Services: Supports local businesses through corporate visitation programs (regular outreach to understand business needs) and offers site selection assistance to help companies find land or space for expansion. City staff also guide businesses through the development approvals process for expansions or relocations . •Small Business Hub: The City’s Small Business Hub provides one-on-one consultations for entrepreneurs and existing business owners, helping navigate licensing and permits, access community resources, and address startup or expansion needs . The Hub even lends out practical items (e.g. a grand opening banner, product photography equipment, tradeshow supplies) to support business growth and marketing. •Grand Openings and Aftercare: Pickering coordinates Red Ribbon Cutting ceremonies for grand openings or major business milestones, inviting the Mayor, Council, and local stakeholders to celebrate the company’s success . This aftercare service fosters goodwill and recognizes businesses that are expanding or investing in the community. •Regional Business Retention and Expansion Initiatives: Leads region-wide efforts to retain and expand businesses. It focuses on helping larger companies grow in the region – providing support for business expansions, facilitating site selection, and promoting Durham as a prime location for investment to drive job creation and retention . The regional team works closely with area municipalities (like Pickering) to address the needs of existing industries and ensure a business-friendly environment. •Durham Business Showcase: Durham Region, in collaboration with local municipalities and partners, hosts the annual Durham Business Showcase event. This forum connects local businesses with municipal and public-sector organizations, allowing companies to showcase their products and services to potential buyers in government and related agencies . It’s an opportunity for Pickering businesses to network and explore new contracts or partnerships (participation is voluntary and not an automatic award of business). •Small Business Advisory Services: Its services include one-on-one business advisory meetings, business plan development support, training workshops and mentorship programs, information on entrepreneurship funding programs, and regular networking opportunities for local business owners •BACD’s programs are typically free of charge, with some conditions, and are available to Pickering businesses as part of the region’s business support network.) - 332 - 69 Business Retention and Expansion Initiatives (2/2) Pickering’s business retention and expansion ecosystem is supported by a combination of City-led services and regional partner initiatives, collectively aimed at supporting existing businesses, facilitating expansion, and strengthening the local business environment. Source: City of Pickering, Invest Durham, Business Advisory Centre Durham Spark Centre is a regional business incubator that supports early-stage and high-growth technology companies in Durham (including Pickering-based startups The Ajax-Pickering Board of Trade (the local chamber of commerce). Serves as a central hub that unites businesses of all sizes across Ajax and Pickering to support a thriving, competitive business environment Durham Region’s post-secondary institutions (Ontario Tech, Durham College, and Trent University Durham), provide a steady pipeline of skilled talent and industry-aligned training that supports workforce development and economic growth. •Innovation and Startup Incubator: It provides mentorship and advisory services, office/incubator space, and day-to-day operational support to help innovative companies scale up . Depending on the stage of the company, Spark Centre offers a range of programs, from incubation for new startups to commercialization support for rapidly growing tech firms, to drive business expansion in the tech sector . •Business Networking and Member Services: Delivers programs that help retain and grow businesses through networking and advocacy. For member businesses, APBOT hosts monthly networking events and an annual Business Expo trade show to facilitate B2B connections . It also offers educational seminars/workshops, member-to- member discount programs, published membership directories, and access to a group health benefits plan – all of which add value and support the success of local businesses . •Post Secondary Institutions: These institutions are key drivers of economic development by anchoring talent, innovation, and industry partnerships. In Durham, they support local employers through applied research and workforce training, helping businesses access skilled labour and adopt new technologies. For Pickering, this strengthens growth in key sectors while encouraging graduates to stay local, supporting a more diverse and resilient economy. Ke y I n i t i a t i v e s Or g a n i z a t i o n De s c r i p t i o n - 333 - 70 Major Investment Wins (Selected Examples) Supported by the City’s business attraction and retention initiatives, over the past decade, Pickering has secured several large, job-creating investments across priority sectors. Key examples include: *Note: Sunbelt Rentals requested a rent decrease to $17,000, and council voted to accommodate the reduction. Sector segmentation determined by City of Pickering Sources: City of Pickering, News Wire, Kubota Canada, Invest Durham, TriBro Studios, Porsche Newsroom, Canadian Business, Durham Region, fDi Markets, Spark Centre, Durham College, World Bank, OECD, International Canada, Statistics Canada Investment Sector Scale/Nature of Investment Status Estimated Jobs Pickering Casino Resort – Great Canadian Gaming Tourism, Culture and Recreation •~$500M entertainment destination featuring a 96,000 sq.ft., 275-room hotel, nine dining venues, and a 2,500 seat arena. •Generated over $59.5M in non-tax gaming revenue, with $17.2M received by the City in 2024–25 to support new projects. Operational (since 2021)~2000 Headquarters – Kubota Canada Transportation/ Warehousing (equipment distributor) •~$80M national headquarters comprising 500,000 sq.ft. of industrial warehouse space and 65,000 sq.ft. of office, meeting and training space. Operational (since 2022)200 Industrial Complex – SmartCentres Industrial and Logistics •~$70M industrial development totaling 233,000 sq ft; including 130,000 sq.ft. head office and distribution centre. Operational (since 2023)+200 Pickering Nuclear Refurbishment – Ontario Power Generation Clean Energy and Nuclear Innovation •~$26.8B refurbishment investment to extend the operating life of the Pickering Nuclear Generating Station and meet Ontario’s future energy demand. This includes infrastructure renewal and growth of Ontario's nuclear supply chain. Currently in definition phase, Project execution expected to begin in 2027 Over entire project life: ~7,500 jobs/ year. Refurbishment period: ~30,500 jobs/year Film and TV Backlot – Sunbelt Rentals Digital Media and Creative Industries •Lease of city-owned lands for a purpose-built backlot •~$1.8M in lease revenue to the City ($30,000/month from 2021 to 2026)*. Operational (agreement finalized 2021) N/A Wonderbrands Innovation Business Park – FGF Brands Agrifoods •Positioned as a major GTA food manufacturing hub. •Purchase of 151 acres in the Innovation Corridor to support three manufacturing plants and a distribution centre. Under development (announced 2023)~3,000 Experience Centre – Porsche Canada Tourism, Culture and Recreation •Multi-million-dollar national flagship experience centre with track, training and showroom. Operational (launched 2025)~65 jobs - 334 - 71 Gaps and Opportunities Building on the current-state assessment, the following gaps and opportunities highlight areas where Pickering can strengthen its approach to business attraction, retention, and expansion. Sources: Vaughan Business, North Bay Economic Development, London Economic Development Corporation, Spark Centre Gaps in Pickering’s Support Lessons Learned Opportunity for Pickering No dedicated business navigation role. Lack of a one-stop, single-point- of-contact to guide new or expanding businesses through municipal processes. •Municipal “investment concierge” models (e.g., Vaughan) provide hands-on support across approvals, servicing, and permitting, improving investor experience and speed to market. •Explore creating a business navigator/concierge function as a one-stop guide for companies. A single contact who can help firms access City services and navigate permits and approvals. This could streamline the experience for investors and expanding businesses, improving ease-of-doing-business. Limited post-investment servicing (aftercare). No formal “aftercare” program to support businesses after they invest or expand in Pickering. •Many municipalities integrate investment aftercare into economic development. For instance, North Bay’s economic development department explicitly provides ongoing investment aftercare support for investors, alongside business retention and expansion initiatives. •This ensures businesses continue to receive help beyond the initial setup phase. •Potential to establish a post-investment aftercare process. For example, regular check-ins or a support program for recently arrived or expanded companies. Pickering could coordinate follow-ups to promptly address any issues (permits, utilities, workforce needs, etc.), helping new investors feel supported and encouraging them to stay and grow. Lack of structured scale-up support. Few tailored services for companies that have moved beyond start-up stage and need help scaling operations (e.g. entering new markets, finding talent or capital). •Other jurisdictions offer scale-up programs to retain and grow local firms. London, for example, provides scale-up support through its economic development organization, connecting growing businesses with mentors, specialized training, market research assistance, talent pipelines and funding opportunities. •Such initiatives help mid-sized firms overcome growth hurdles and continue expanding locally. •Potential to develop scale-up support initiatives (possibly in partnership with regional agencies or incubators). Pickering could consider targeted services for second-stage companies – for instance, mentoring networks, “scale-up” workshops, or assistance in accessing expansion financing and talent – to help local businesses grow to the next level. No locally anchored incubator or accelerator facility. While entrepreneurs in Pickering can access regional innovation supports, the City does not currently host a dedicated incubator or innovation hub, which may limit opportunities to anchor start-ups locally. •Many similar communities support incubators or co-working hubs to foster business growth. Durham Region, for example, hosts the Spark Centre incubator in Oshawa – a “one-stop shop” offering coaching, mentorship, networking and funding connections to support start-ups and anchor them in the region. Entrepreneurs may also access additional innovation support through organizations such as YSpace, VentureLAB (sector-focused), DMZ, and R-Labs. •Opportunity to partner in creating an incubator or co- working space in Pickering. By exploring collaborations with regional innovation centers, post-secondary institutions, or the private sector, the City could establish a local hub for start-ups. This would give emerging businesses a reason to launch and grow in Pickering (instead of relocating), strengthening the pipeline of home-grown companies without making a formal City-run program. - 335 - Trade Diversification and Supply Chain 7.5 - 336 - 73 Managing Trade and Supply Chain Risk Pickering’s sectors face different levels of trade and supply chain exposure. Resilience strategies must reflect those differences rather than apply a single approach. Export Exposure High1 Logistics Volume Sensitivity2 Energy Relatively Stable3 Service Sectors Resilient4 Local Supplier Linkage Critical5 Advanced manufacturing and agri-food firms are more reliant on U.S. markets and imported inputs, increasing tariff vulnerability. Transportation and warehousing are directly affected by cross-border trade fluctuations. Nuclear and clean energy rely on global components but benefit from long-term contracts and public-sector investment. Healthcare and Digital Innovation services are primarily domestically driven, reducing exposure to international trade shocks and tariff risk. Increasing participation of Pickering based firms in PNGS and other major projects strengthens local resilience. - 337 - 74 External Trade Vulnerability Analysis This analysis examines sector-level exposure to global trade disruption and tariff risks, identifying Canadian industries most vulnerable to external shocks and those with greater resilience. Note: Sector naming conventions were identified by the City of Pickering. KPMG mapped these to the corresponding sectors based on desktop research. Sources: City of Pickering, OECD, Statistics Canada, Government of Canada Context •Import intensive •Export Oriented •Highly concentrated •Integrated into cross border value chains •External trade and tariff risk tends to concentrate in sectors that are simultaneously: •OECD analysis shows that exposure in global value chains is highest where industries rely on foreign inputs from a limited number of countries or suppliers, increasing the risk of cascading disruptions. •Similar analysis from Global Affairs Canada’s Office of the Chief Economist finds that Canadian manufacturing is especially vulnerable to international supply chain shocks, while retail and other service sectors are less exposed due to their stronger domestic focus. Sectors most exposed to international trade and tariff risks* Sectors generally more resilient to global trade disruptions* HealthcareDigital Innovation Industries (including AI) Digital Media and Creative Industries TourismLocal Services / Place Based Consumer Goods Manufacturing Automotive ICT and Electronics Hardware Agri -food Machinery and Equipment Manufacturing Industrial Commodities - 338 - 75 External Trade Vulnerability Pickering's economic growth is driven by a mix of sectors that vary in their exposure to international trade and supply chain disruption. Understanding where trade sensitivity is highest versus where the local economy is more resilient helps inform targeted investment attraction, retention, and risk mitigation strategies rather than a one size fits all approach Sources: City of Pickering, OECD, Statistics Canada, Government of Canada Sector Exposure Description Advanced Manufacturing •Advanced manufacturing activities in Pickering that are integrated into global value chains face high exposure to trade and tariff risks because they depend on complex, cross-border flows of intermediate inputs and components. Digital Innovation Industries •Relies primarily on local talent, intellectual property, and digital infrastructure rather than physical supply chains. Agri Foods •Agri-food operations in Pickering, particularly large-scale food manufacturing and distribution, are exposed to trade risk due to their reliance on both imported inputs (ingredients, packaging, processing equipment) and export markets, often with high concentration in the United States. Film/TV Production •Fundamentally a service-based activity that relies on local labor, facilities, and location assets rather than imported physical inputs. Healthcare Delivery and Local Services •Healthcare delivery and other locally oriented services in Pickering are generally low-exposure sectors because they are driven by domestic demand and delivered within the local or regional market. ICT •ICT Firms involved in hardware manufacturing, electronics assembly, or device-dependent production are more exposed due to reliance on imported components and globally concentrated suppliers. Nuclear/Clean Energy •While core operations and services are domestically delivered and heavily regulated, many specialized components, capital equipment, and engineering inputs are internationally sourced. But the long planning horizons and public sector involvement provide some buffer. Transportation and Logistics •Transportation and logistics activities in Pickering are highly exposed to international trade volatility because their business volumes, margins, and investment decisions are directly tied to the flow of cross-border goods. Scoring legend High exposure: trade-sensitive and globally integrated (e.g., logistics, agri-food exports). Moderate exposure: Mixed risk depending on supply chain depth Low exposure: Domestically driven or IP- intensive - 339 - Benchmarking Scan 7.6 - 340 - 77 Benchmarking Key Findings Benchmarking against peer municipalities indicates that Pickering is strongly positioned in employment land availability, regional connectivity, and baseline business costs. At the same time, the analysis highlights targeted opportunities to strengthen healthcare infrastructure and business competitiveness tools. Note: Municipalities are generally restricted from providing direct financial assistance (‘cash’ grants/loans) to businesses unless expressly authorized by legislation (e.g., Community Improvement Plans). References to ‘incentives’ in this report refer to cost-reduction tools (taxes, fees, DCs, legislated programs) and baseline cost structures. In c r e a s i n g C o m p e t i t i v e n e s s Land Availability Transit Access Business Incentives and Baseline Costs Healthcare Infrastructure •Pickering leads comparator municipalities in available employment land, with 590 acres identified in Northeast Pickering for development and greenfield capacity in the Seaton Innovation Corridor to support 35,000 new jobs. •This represents a scarce, strategic advantage within the GTHA, where many peers are largely built out and increasingly reliant on intensification. •Strong multimodal connectivity through GO Transit and Durham Region Transit supports regional labour access and business mobility. •The planned Durham–Scarborough Bus Rapid Transit (BRT) corridor can strengthen east–west connectivity and improve access to key employment areas over time. •Pickering remains competitive on overall business costs supported by lower land and operating expenses relative to many GTA peers. •However, some comparator municipalities are more proactive in deploying municipal cost-relief and competitiveness tools where permitted under legislation (e.g., targeted DC waivers/deferrals, fee reductions, tax rate differentials, and CIP-based programs) to catalyze employment development. •The absence of an in-city hospital creates a perceived and practical gap in community infrastructure, requiring reliance on neighbouring municipalities for acute care. •The planned health centre is a positive step, but broader healthcare capacity will be increasingly important to support talent attraction, retention, and sector growth as the City scales. - 341 - 78 Comparator Municipalities To assess Pickering’s competitive position, five jurisdictions were selected as municipal comparators by the City based on geographic proximity, market overlap, and shared urban and economic characteristics. The primary purpose of the comparative analysis is to benchmark Pickering’s strengths and challenges relative to similar and neighbouring jurisdictions across the GTHA. Source: Statistics Canada. Census Profile, 2021 Note: Given this is a census year, the data presented are drawn from the most recent available census and may be somewhat outdated.. Mississauga Pickering Markham Oshawa Brampton Toronto Documentation review Desktop research Research Tactics Benchmark Pickering’s competitiveness to other local municipalities Specific topic areas identified during KPMG’s engagement with City’s Project Team Research Focus Areas Municipality Population Served1 City of Pickering 99,186 City of Markham 338,503 City of Oshawa 175,383 City of Mississauga 717,961 City of Brampton 656,480 City of Toronto 2,794,356 - 342 - 79 Comparator Business cost competitiveness tools Employment Land Availability Transit City of Pickering No City-run direct incentive program; competitiveness is driven by baseline costs and access to regional/ provincial/ federal programs. Any local financial tools would be delivered through legislated mechanisms (e.g., CIPs), where applicable. 590 acres of land for future development in Northeast Pickering and developable parcels within the 800 acres of prestige employment land in the Seaton Innovation Corridor (phased servicing; shovel-ready parcels available). Major greenfield capacity – targeting 35,000 future jobs. Served by Go Transit and Durham Region Transit – bus routes city-wide (hourly to 15-min service on main routes); future BRT on Hwy 2. Relatively car-centric currently. City of Markham No municipal grants; emphasizes low commercial property taxes (≈0.78% – lowest among peers) and supports firms in accessing provincial/federal programs Built-out – minimal vacant employment land (urbanized). Relies on intensifying existing parks. (Had ~485 ha vacant in 2006, mostly unserviced). York Region Transit + Viva BRT (frequent service on Hwy7/ Yonge); multiple GO stations. Direct TTC bus connections to Yonge and Sheppard lines. City of Oshawa Targeted CIP tools and cost-relief measures: reduced/waived City DCs in specific areas (e.g., downtown / targeted employment builds), façade improvement programming (CIP), and Urban Growth Centre measures to encourage high-density projects. Northwood Business Park – 700+ acres greenfield industrial (by Ontario Tech). Now servicing and marketing to investors (recent 1M sq.ft. logistics site opened). Durham Region Transit hub; local routes (lower frequency); DRT Pulse BRT on Hwy 2 connecting through Pickering. City of Mississauga Has a Downtown CIP that provides tax increment–based support and fee reductions to spur office development. Can be stacked with Peel Region’s major-office programming, increasing overall cost relief for qualifying projects. Nearly built-out – <5% employment land vacant. Established parks (Meadowvale, etc.); growth via redevelopment. MiWay bus network (90+ routes) with direct TTC connection; dedicated Transitway BRT; new 18-km Hurontario LRT opening (improved local mobility). City of Brampton Aggressive cost-relief toolkit: 100% Development Charge waiver for new offices; 10-year CIP-based tax increment support for offices and mixed- use developments; and DC exemptions for industrial expansions. Moderate lands remaining – large tracts in Northwest Brampton and along Hwy 427. Peel inventory shows significant vacant acreage (e.g. Heritage Heights area). Züm BRT routes on major corridors with direct TTC connection; extensive local bus coverage; future LRT extension. City of Toronto City-wide IMIT property tax relief program (being replaced): offered property tax reductions for 10–12 years on eligible new office/industrial projects. Over 70 projects used IMIT (now winding down for offices due to cost). Limited land – no large greenfields; focuses on brownfield redevelopment (e.g. East Harbour site for offices). Well connected as the transit hub in southern Ontario. Comparative Analysis (1/2) Source: City of Pickering; Northeast Pickering Secondary Plan (Employment Lands Strategy); Google Maps (2026). The table below compares Pickering and peer municipalities across three core dimensions that influence non-residential investment decisions: business cost competitiveness tools, employment land availability, and transit access. Together, these factors shape relative attractiveness for business attraction, expansion, and reinvestment. - 343 - 80 Comparative Analysis (2/2) Source: City of Pickering; Northeast Pickering Secondary Plan (Employment Lands Strategy); Google Maps (2026). The table below examines healthcare infrastructure, digital connectivity, commercial and industrial tax rates, and development charges across Pickering and comparator municipalities. Together, these factors influence talent attraction, business operating costs, and investment feasibility. Comparator Healthcare Broadband Commercial Taxes Industrial Taxes Development Charges and Other Costs City of Pickering No hospital in-city (nearest in Ajax). New health centre planned. City-wide fibre/5G expanding – Durham OneNet extending fibre to business parks. 2.4%3.0% City non-res DC: $10.63/ft² (~$114/m²) (Jul 2025–Jun 2026, excl. Seaton) + Durham Region and school DCs. DC deferral available for commercial/industrial (to occupancy; up to 3 yrs). City of Markham One hospital – Markham-Stouffville Hospital High-speed broadband widely available in urban areas (Markham/ Mississauga/ Brampton have extensive fibre in business districts). 1.6%1.8% High DCs (York Region). Total non-res DC (IOI) ≈$595/m² (Jan 1, 2026); retail/hotel higher. Area-specific DCs apply in select areas; rates indexed per by-law. City of Oshawa One hospital: Lakeridge Health Oshawa 2.7%3.6% Targeted exemptions: Downtown Core UGC (Core Area) = $0 City DC; industrial new/expansion exempt; medical clinic space 100% City DC discount. Durham Region and school DCs apply. City of Mississauga Two major hospitals: Mississauga Hospital, Credit Valley Hospital 2.08%2.2% Non-res DCs (Feb 1–Jun 30, 2026): total ≈$391/m² industrial, ≈$490/m² non-industrial (City+Peel+schools) + Stormwater Mgmt DC ($5,922/ha). Rates indexed semi- annually. City of Brampton Two hospitals: Brampton Civic Hospital, Peel Memorial Centre 2.1%2.3% DCs (Feb 1, 2026, City+Peel+schools): industrial $380/m²; non-industrial $552/m²; major office $751/m². Office DC program waives 100% of City portion. Parkland cash-in-lieu: 2% land value. City of Toronto 30+ hospitals 2.2%2.3% Non-res DC: $838/m² (May 1, 2025; ground-floor GFA only). CBC may apply (4% of land value for 5+ storeys and 10+ units). Planning fees are high (ZBA base ≈$63.7k in 2026). - 344 - Appendix B: Detailed Stakeholder Insights 08 - 345 - Interview Results 8.1 - 346 - 83 Stakeholder Segmentation To ensure coverage of the City’s full economic system, stakeholders were segmented into four distinct but interconnected groups. This structure supports targeted engagement, clear role definition, and balanced input across policy, industry, and delivery partners. Strategic Players •Mayor and Council •Chief Administrative Officer (CAO) •Relevant City Staff Industry Leaders •Large/Key Businesses: •OPG (Pickering Nuclear Station) •Other anchor employers •Development Community Local Businesses •Small Business Community that includes representatives from key sectors including: -Advanced Manufacturing; -Food processing; -Logistics; -Technology; -Creative Industries; and other locally rooted sectors. Enablers •Ajax-Pickering Board of Trade (APBOT) •Invest Durham - 347 - 84 Topic Areas for Engagement Strategic Players Industry Leaders Local Business Representatives Enablers Potential Interview Themes •Vision and priorities for the Economic Development Strategy •Policy and regulatory alignment •Existing and planned infrastructure investment •Perspective on City’s role and responsibilities •Sector competitiveness and investment climate •Expansion and diversification opportunities in anchor and growing industries •Supply chain resilience •R&D and commercialization opportunities •Business retention and expansion priorities •Small businesses and entrepreneurship supports •Digital transformation and local supplier networks •Workforce training and education alignment with industry demand •Investment attraction, marketing and site readiness •Academic-industry partnerships Cross-Cutting Themes •Quality of life factors / Competitive differentiators •Local challenges, opportunities and priorities •Strategic partnerships and advocacy Engagement topics were tailored by stakeholder group to ensure feedback captured strategic direction, market realities, business needs, and ecosystem alignment. This structure enables focused discussions while surfacing cross-cutting insights relevant to the Economic Development Strategy. - 348 - 85 What We Heard: Cross-cutting themes from interviews (1/2) Major projects are once-in-a-lifetime opportunities •Projects are transformational catalysts, however, must maximize local jobs, supplier participation, tax-base growth. •Projects often use “all-or-nothing” procurement models, which can limit participation by qualified local suppliers. •Better City coordination and readiness (e.g., land, servicing and approvals) to capitalize on opportunities. •Need to better anticipate and manage impacts (e.g., construction disruption, skill shortages and infrastructure strain). Enhancing Pickering’s brand can support talent and investment attraction •Pickering’s economic strengths are not consistently understood (externally and internally). •Clearer positioning about City’s comparative advantages (e.g. sectors, location, quality of life). •Growth nodes need a coherent “sense of place” narrative (including the downtown/destination experience). •Support for aligning investment/tourism/visitor attraction, and business outreach under a more unified narrative. City should enhance role as a “connector” within the economic ecosystem •Stakeholders value the City acting as a connector and facilitator, beyond a regulatory role. •Need for more deliberate coordination among City, Region, education/training partners, and employers. •Facilitate more opportunities for local business networking to strengthen supplier visibility and collaboration. •Stronger senior-government alignment to better unlock funding opportunities, as well as more closely coordinate infrastructure and policy support. - 349 - 86 What We Heard: Cross-cutting themes from interviews (2/2) Talent and workforce constraints emerging as growth limit •Skilled trades and technical talent shortages, driven by recruitment, retention, and wage competition. •Major capital projects and anticipated future population growth, are raising concerns about local capacity and cost escalation pressures. •Workforce pipeline partnerships (secondary, post-secondary, training providers) critical to growth and local hiring. •Housing supply/affordability and transit service (esp. First/Last-Mile) critical to early-career talent attraction/retention. “Enablement” matters: Navigating City processes remains challenging. •Smaller firms noted challenges managing approvals alongside day-to-day operations – highlighting need for clearer guidance. •Strong interest in greater transparency around requirements, timelines, and sequencing to reduce investment risk. Site readiness and infrastructure sequencing are critical to competitiveness •City’s supply of large employment lands is a key strategic advantage; however, servicing, zoning clarity, and site readiness will increasingly determine near-term investment uptake. •Not all employment areas are equally “investment-ready”. Align land availability with infrastructure capacity and intended uses. •Digital infrastructure gaps in some areas a constraint for advanced manufacturing, engineering, and tech firms. •Outcomes linked to the timing/coordination of infrastructure delivery (roads, utilities, transit). - 350 - 87 What We Heard: Internal City Stakeholders (1/2) Employment lands strategy must balance near-term delivery with long-term pipeline •Accelerating absorption of existing employment lands (e.g. in the Innovation Corridor), with an emphasis on uses that generate jobs and tax yield, not just land take-up. -In addition, early and deliberate planning for future employment lands (e.g., Northeast Pickering and federal lands) to avoid future supply constraints. •Decisions made in the next 5–10 years critical to sustaining Pickering’s competitiveness over the next generation. Economic development success is expected to translate into tax-base results •Boosting Investment Attraction efforts to increase the City’s share of non-residential tax revenue •Strategy must include clear objectives, benchmarks, and progress tracking, moving beyond activity-based reporting to outcomes. •Communicating how economic development benefits residents is critical to maintaining public support. Major projects are viewed as long-term economic platforms, not standalone wins •Projects such as the nuclear refurbishment and clean-energy investments described as multi-decade economic platforms, with impacts extending well beyond direct employment. -Leveraging these platforms to attract supply-chain firms, professional services, and post-secondary partnerships to reinforce Pickering’s role as a clean-energy hub. •Major projects are foundational assets that anchor the City’s long-term positioning and investment narrative. - 351 - 88 What We Heard: Internal City Stakeholders (2 /2) Sector diversification is a priority, with a shift toward higher-value employment •Prioritize technology, AI/cybersecurity, advanced manufacturing, and clean-energy-related sectors, as they are more resilient with higher-impact growth opportunities. •While logistics, warehousing, and data centres generate taxes, they are low job-intensity uses. •Strive for a more diversified industrial base, one that strengthens economic resilience and workforce quality. Workforce competitiveness depends on access, affordability, and education •Business attraction and retention linked to adequate workforce access/mobility - transit connectivity within the City (including for shift workers) needs to be enhanced. •Housing supply and affordability, particularly enabling workers to live closer to jobs, were identified as increasingly important to Pickering’s competitiveness. •Post-secondary education presence needed in the City to build a future-ready workforce and support city-centre vitality. Execution success requires infrastructure readiness and deal-closing agility •Infrastructure capacity (water, wastewater, energy, transportation) identified as a limiting factor in some locations, directly affecting shovel-readiness and investment timelines. •Need for efficient, coordinated and predicable approval process. Pickering’s concierge-style approach is a competitive advantage to build on. •Stronger alignment with provincial and federal partners essential in an increasingly competitive investment environment. - 352 - 89 What We Heard: Local business/enabler stakeholders (1/3) Cost competitiveness is influencing business investment and growth decisions •Rising operating costs (taxes, utilities, labour, and regulatory burden) are putting growing pressure on competitiveness. Fixed costs and limited flexibility can constrain growth even when demand is strong. •Property tax treatment/classifications can impact decisions to expand and/or shift incremental investment elsewhere. Transportation and mobility constraints are a persistent challenge •Traffic congestion and limited transit access around major employment areas is challenging, (particularly along Brock Road, Kingston Road, and near Highway 401 interchanges). Other areas include: Granite Court, and Bayly Street, where congestion, construction sequencing, and limited alternative routes affect employee commutes and goods movement. •Last-mile gaps between GO stations and workplaces remain a challenge. Employees can reach Pickering by regional transit but face difficulty completing the final leg of their commute. Workforce availability is a strength, but talent gaps and competition are increasing •Pickering and Durham Region provides a diverse and capable labour pool, with a range of professional, technical, and operational talent. •However, growing difficulty attracting and retaining specific skills, including skilled trades (e.g., welders, machinists, industrial fabricators), engineers and technical professionals (including environmental, process, and manufacturing engineers), project managers and nuclear-adjacent roles as investment projects advance. •Competition from large employers and major projects, combined with housing affordability and commuting challenges, intensifies pressure on small and mid-sized firms. - 353 - 90 What We Heard: Local Business/Enabler Stakeholders (2/3) Permitting, approvals, and zoning: Complex and time-intensive •Permitting and approval timelines are slow and difficult to navigate, even for small expansions or facility changes. •Limited clarity and predictability were viewed as discouraging reinvestment or expansion within Pickering, particularly when compared to other jurisdictions. Businesses want more practical, locally focused support to help them grow •More accessible procurement opportunities, including approaches that allow qualified smaller firms to participate in local supply chains. •Enhance opportunities for local networking, supplier showcases, and industry events. •Opportunity for local incubator, co-working, and flexible office space for small businesses, home-based firms, and early-stage entrepreneurs looking to scale and professionalize. Enhance “open for business” platform to increase visibility and impact •Pickering’s economic development function is highly responsive, capable, and investor-ready, reinforcing confidence among regional partners and investors. •Awareness and uptake of existing business supports described as uneven, particularly among small and early-stage firms, suggesting a communications and outreach opportunity, rather than a service gap. •More proactive and visible engagement (e.g., business visits, storytelling, and promotion through City channels) was seen as a practical way to strengthen relationships and signal accessibility. - 354 - 91 What We Heard: Local Business/Enabler Stakeholders (3/3) Modern office space can enable business growth and talent retention •There is untapped potential to retain professionals who live in Pickering but commute elsewhere, particularly if modern, high- quality workspace options were available locally. •This opportunity aligns with broader ambitions for City Centre and downtown evolution, where flexible workspace, creative uses, and amenities could support entrepreneurship, innovation, and younger talent attraction. Major catalysts and employment lands are key competitive advantages •Large-scale projects, like the nuclear refurbishment, are already generating tangible investment interest and supply-chain activity, reinforcing Pickering’s role in clean energy and advanced engineering. •Pickering’s availability of large, serviced employment lands was identified as a core competitive advantage within the region, particularly for industrial and advanced manufacturing opportunities. •Importance of tight regional–local coordination to fully capitalize on these advantages, including: -Clear, current employment-land and site data for marketing and investor responses -Aligned investment attraction and lead-handling processes -Continued attention to enabling infrastructure and mobility as growth accelerates. - 355 - Survey Results 8.2 - 356 - 93 Survey Methodology Question Format Considerations Question Type Use Case Multiple Choice •Measures preferences and opinions •Demographic information Rank Order •Prioritization of preferences •Helps to understand relative importance Sliding Scale •Capture opinions or feelings TIMELINE January 2026 –February 2026 To complement stakeholder interviews, two digital surveys were conducted, one targeting local businesses and the other City staff, to capture broader perspectives and validate themes emerging from earlier engagement activities. *Note: The surveys were used as a supplementary research tool to gather general perspectives and insights. They are not intended to serve as a definitive or statistically scientific dataset, but rather to inform, corroborate, and contextualize engagement findings. Objectives* •Better understanding of local challenges, opportunities and priorities through broad engagement •Validate perspectives brought to light during engagement focus groups. Approach •Targeted survey questions to complement stakeholder discussions. Target Audience •Local businesses •City staff - 357 - 94 Survey Overview To inform Pickering’s 2026–2030 Economic Development Strategy, the City launched two aligned digital surveys to capture perspectives from both the local business community and City staff. Together, these surveys provide broad-based input to help shape clear priorities and actionable directions for the next five years. *Note: Several survey questions allowed respondents to select multiple answers. As such, percentages are calculated based on the num ber of respondents rather than the number of individual responses, which may result in total percentages exceeding 100%. • The City launched two coordinated surveys: -Public survey targeting Pickering-based businesses and employers -Internal survey for City staff (shorter version with aligned core questions) •Questions were tailored to Pickering’s local context and strategic objectives to ensure relevance and practical insight. •The surveys used a mix of multiple choice, ranking, and open-ended questions to capture both measurable priorities and detailed feedback. •Responses were analyzed across both audiences, with business results segmented where possible (e.g., by industry and employee size) to identify patterns and differences. The survey questions were organized into the following key themes to guide and structure input into the development of the long-term Strategy: Quality of Life: Evaluates amenities, housing, safety, and overall attractiveness to talent. Real estate and land supply: Examines availability, affordability, and suitability of space. Workforce and talent: Investigates hiring conditions, skills gaps, and retention considerations. Business climate: Analyzes the perceptions of strengths, challenges, and factors influencing growth and investment. Transportation and Mobility: Assesses access, congestion, goods movement, and transit. Future Growth and Economic Development : Explores future economic growth drivers, priority sectors, growth opportunities, and top strategic actions for 2026–2030. City services and support: Reviews satisfaction with programs, processes, and business engagement. Survey Approach - 358 - 95 Who We Heard From 3 8 4 1 1 1 1 5 5 2 2 2 1 1 1 Key InsightsBusiness Survey – Sector Coverage and Employment Number of businesses per employee countNumber of businesses per sector 24 City Staff Response 19 Business Responses 43 Total Survey Responses # o f B u s i n e s s e s # o f B u s i n e s s e s Employee CountSector - 359 - 96 Key Survey Themes Based on survey responses, the following themes emerged as priority issues and opportunities shaping Pickering’s future economic growth and prosperity. Overall Sentiment and Business Climate •Business sentiment is mixed, with views split between business-friendly and challenging conditions. •Staff generally perceive Pickering as competitive relative to nearby municipalities. •Strong business retention, with most respondents indicating they would remain in Pickering if expanding. •Opportunity to strengthen consistency and predictability of the business experience. Key Strengths and Competitive Advantages •Strategic location and regional connectivity widely recognized as core strengths. •Access to markets and customers identified as a key advantage by businesses. •Growing population and development momentum seen as positive economic drivers. •General alignment that Pickering’s location and connection to key markets underpins long-term competitiveness. Primary Barriers and Constraints to Growth •Traffic congestion and transportation limitations identified as major constraints. •Infrastructure capacity and servicing readiness viewed as limiting growth potential. •Cost pressures, regulatory complexity, and permitting timelines raised by businesses. •Internal capacity, coordination, and legislative constraints noted by staff. •Some divergence between strategic priorities and business operational concerns. Top Strategic Priorities for the Next 5 Years •Improve transportation infrastructure and address congestion. •Strengthen the business- friendly environment through clearer processes and responsiveness. •Advance major projects, with differing emphasis between staff and businesses. •Support workforce attraction, retention, and affordability. •Unlock serviced employment lands to enable long-term growth. - 360 - 97 Where Perspectives Align — and Where They Differ Areas of Strong Alignment Location and Connectivity: Both businesses and staff consistently recognize Pickering’s strategic location and regional connectivity as a foundational economic strength. Infrastructure Capacity/Servicing: Business and staff are aligned that infrastructure capacity and servicing readiness are critical enablers of economic development and current constraints on expansion. Congestion and Transportation: There is clear agreement that traffic congestion and transportation system limitations are key constraints that must be addressed to support future growth. Innovation Corridor Priority: City staff place significantly higher emphasis on the Innovation Corridor as a transformative project, whereas businesses rank it lower relative to more immediate, operational priorities. Perception of the Business Environment: Staff tend to view Pickering’s competitiveness more positively, business sentiment is more divided, reflecting differing experiences of the local operating environment. Healthcare Facility Gap: Businesses assign greater relative importance to healthcare-related projects, highlighting the connection to workforce attraction, talent retention, and overall community livability. Areas of Divergence - 361 - 98 Business Environment and Competitiveness (1/2) Key takeaways Q1 (Business Survey): How would you describe Pickering’s current business environment? Business Retention and Competitiveness Q2 (Business Survey): If your business was considering expanding or relocating, how likely would you be to stay? Sentiment around Pickering’s business environment is mixed but generally viewed as fundamentally viable, with businesses split between seeing it as business-friendly and challenging. Staff perceive Pickering as generally competitive within the Region, but recognize structural gaps that may limit its ability to outperform peer municipalities. Business Environment 16%37%42%5% Very Business Friendly Somewhat Business Friendly Somewhat Challenging Very Challenging 26%58%11%5% Very likely Somewhat likely Somewhat unlikely Very unlikely •Overall, there is mixed sentiment towards the city’s business environment 53% of respondents identified Pickering’s current business environment as very or somewhat business-friendly. •However, 47% describe it as somewhat or very challenging, indicating room for improvement in creating a more supportive environment. •Business retention is relatively strong with 84% of respondents indicating they would be very or somewhat likely to stay in Pickering if expanding or relocating. •Additionally, approximately half of City staff indicated that Pickering’s competitiveness was much or somewhat stronger compared to nearby municipalities. - 362 - 99 Business Environment and Competitiveness (2/2) •Both staff and businesses predominately cited access to local customers, suppliers or markets as the top advantage (83% of business respondents, 88% of staff), reinforcing Pickering’s role as a strategically located hub with connection key markets. •Availability of commercial and industrial space was also identified by several businesses (33%), tying to key employment nodes such as Seaton and the Innovation Corridor. •Staff members also frequently cited Pickering’s diverse and growing population as a key strength (42%). Q3 (Business Survey): What are the main advantages of operating a business in Pickering (Top Responses) •Traffic congestion and transportation issues were highly cited by both businesses and staff, however more businesses cited this as an issue (58% of businesses, 46% of staff). •Cost of living and affordability for employees was the next most frequently cited challenge for businesses, highlighting opportunities to expand housing and service affordability. •58% of staff highlighted infrastructure capacity and servicing requirements as a key concern, emphasizing the need to have employment lands ready and serviced to take advantage of major project opportunities. Pickering’s strongest competitive advantage is its strategic location and market access, reinforced by regional connectivity and access to customers. Both businesses and staff acknowledge the City’s growth momentum as an opportunity, however potential challenges remain with permitting and tax competitiveness to capture this opportunity. 0%20%40%60%80%100% Access to local customers, suppliers, markets Availability of commercial / industrial space Networking and business support programs Availability of skilled workers High quality of life for employees 0%10%20%30%40%50%60%70% Traffic and transportation issues Cost of living/affordability High local business taxes Weak business networking and… Access to financing and funding Key takeaways Business Environment ChallengesBusiness Environment Advantages Q4 (Business Survey): What are the main challenges businesses face in Pickering? (Top Responses) - 363 - 100 Workforce and Talent *Note: Refer to the Appendix for complete results. Workforce challenges are centered on skills alignment, labour costs, and retention pressures. Businesses report difficulty finding appropriately skilled workers and managing high labour costs, while staff acknowledge internal capacity constraints that affect service delivery. Quality of life is viewed positively overall, but not universally, indicating it remains both an asset and an area for continued investment to support talent attraction and retention. 0%10%20%30%40%50%60% Difficulty finding skilled labour High labour costs Retention issues General labour shortages 58%26%11%5% Good Neutral Poor Very Poor •Workforce pressures are primarily related to skills alignment and cost, with 53% of respondents identifying difficulty finding workers with the right skills and 53% citing high labour costs, while 35% report challenges retaining skilled workers. •Staffing was also reflected structurally as a constraint (33% of respondents indicated staffing/resource constraints in the challenge question), and open-ended comments included workforce development and succession planning themes. Q5 (Business Survey): What are the top workforce challenges that your business faces? (Top Responses) •A majority of respondents (58%) rate Pickering’s quality of life as good in supporting business goals, indicating generally positive sentiment, but with room for improvement. •Qualitative feedback through open-ended questions highlighted transit access as an important enabler for employees to commute to work, which can impact business performance. Quality of LifeEase of Finding Appropriate Talent and Skills Q6 (Business Survey): How would you rate Pickering’s quality of life? Key takeaways - 364 - 101 Infrastructure, Transportation and Enabling Conditions 5%37%37%11%11% Excellent Good Neutral Poor Very Poor 0%10%20%30%40%50%60%70%80% Reducing traffic congestion Expanding/improving local transit Improving accessibility to public transit Expanding/improving region GO services Transportation and servicing infrastructure consistently identified as the most critical enablers and constraints of economic growth in Pickering. Congestion and road network limitations are the dominant concern among businesses, while staff emphasize infrastructure capacity and regional transit advocacy. There is strong alignment that improving transportation systems and unlocking serviced employment lands would have a significant impact on business growth and investment attraction. •Perceptions of Pickering’s transportation system are mixed. While 42% of respondents rate it as excellent or good, a slightly larger combined share (58%) view it as either neutral (37%) or poor/very poor (21%). •These results indicate that although transportation is adequate for many businesses, there is meaningful concern around system performance and capacity, reinforcing broader feedback regarding congestion and mobility challenges. Q7 (Business Survey): How would you rate Pickering’s transportation system and connectivity for supporting businesses? •The top priorities for businesses are reducing traffic congestion (68%), expanding and improving local transit services (37%), and improving accessibility to public transit (26%), underscoring the importance of both transit coverage and road network efficiency. •City staff also cited similar servicing/infrastructure and transportation congestion as top constraints with open-ended questions emphasizing the need for regional transit upgrades. Impactful Transportation ImprovementsTransportation System and Connectivity Infrastructure Q8 (Business Survey): What transportation improvements would have the biggest impact on your business? (Top Responses) Key takeaways - 365 - 102 City Support and Ease of Doing Business Businesses and staff report broad satisfaction with the City’s support, but many still see opportunities to strengthen speed, predictability, coordination, and proactive engagement. Key areas for improvement include increasing the speed of permitting, stronger networking opportunities, and overall process efficiency improvements. •Results indicate mixed sentiment towards city support with 53% of respondents indicating satisfaction with City support and 47% indicating dissatisfaction. This suggests that while many businesses do feel support, there are opportunities to improve the overall opportunity. •Open-ended questions also highlighted this, with respondents citing the need for faster permitting processes, clearer and more predictable requirements and proactive engagement with the business community. Q9 (Business Survey): How satisfied are you with the City’s support for businesses? •Key support initiatives businesses would like to see from the City include networking/mentorship programs (50%), faster and more efficient permit approvals (39%), and promotion of existing industries/businesses (39%). •Talent recruitment and skills training support along with better access to procurement opportunities were also highlighted by businesses, although not as frequently as the above. •City staff also cited top improvements that would enhance the ability to support economic development including, greater inter-departmental collaboration (58%), additional staffing resources (46%), and improved technology (29%). Beneficial Support from the City Satisfaction levels with City Support Q10 (Staff Survey): What improvements would most enhance the City’s ability to support economic development? (Top Responses) Key takeaways 5%47%37%11% Very satisfied Somewhat satisfied Somewhat dissatisfied Very dissatisfied 0%10%20%30%40%50%60%70% Greater inter-departmental collaboration Additional staffing resources Improved technology Streamlined development/permitting Clearer policy direction - 366 - 103 Growth Drivers and Strategic Priorities (1/2) Stakeholders view Pickering’s future shaped by infrastructure, affordability, technology, and major catalytic projects with key business priorities including transportation, provision of key services, and affordability as critical enablers of long-term growth and competitiveness. •Improving traffic congestion (53%) and both emerging technologies (47%) and global trade shifts (47%) are viewed as the most influential factors that could shape Pickering’s economic future. •Respondents also highlighted factors tied to quality of life (37%) and labour/skill shortages (26%), signaling the need for a multifaceted, future-ready strategy. Q11 (Business Survey): Looking ahead, what will be the top factors driving economic opportunities and prosperity in Pickering over the next five years and beyond? (Top Responses) •The top priorities identified for Pickering’s future prosperity include fostering a business- friendly environment (63%) and improving transportation infrastructure (53%), underscoring the need for regulatory clarity and improved services. •Respondents also emphasized affordability (37%), attracting and retaining talent (32%), and strengthening Pickering’s quality of life (26%) as key enablers of long-term growth. Top Priorities to Position the City for Economic Growth and ProsperityFactors Driving Economic Opportunity and Prosperity Q12 (Business Survey): What should Pickering's top priorities be to position the city for future economic growth and prosperity? (Top Responses) Key takeaways 0%10%20%30%40%50%60% Traffic congestion Emerging technologies (AI/automation) Geopolitical risks/trade shifts Quality of life 0%10%20%30%40%50%60% Business-friendly environment Transportation infrastructure Affordability Attraction/retention of talent Quality of life - 367 - 104 Growth Drivers and Strategic Priorities (2/2) While there is alignment on the importance of major projects, businesses and staff differ slightly on which projects should be prioritized, highlighting an opportunity to refine and clearly communicate strategic focus areas. •The City Centre Redevelopment stands out as the top priority for future growth, with 63% of city staff and 37% of businesses ranking it in the top 3. •The Innovation Corridor rankings were divergent between businesses and staff, with 71% of city staff ranking it in the top 3, and only 16% of businesses. •Other highly ranked projects included the PNGS refurbishment and Brock Industrial Park, highlighting job and industry growth potential. Q13 (Business): Rank each area of the city in terms of importance for future growth in Pickering. Areas of Importance for Future Growth Key takeaways Q14 (City Staff): Rank each area of the city in terms of importance for future growth in Pickering. Project Avg Ranking (from 1 to 10) City Centre 4.58 PNGS 4.74 Brock Industrial 4.95 Healthcare Facilities 5.11 Seaton Community 5.21 Community Services Hubs 5.37 Federal Pickering Lands 6.11 Innovation Corridor 6.11 Kingston Road 6.11 Durham Live 6.74 Project Avg Ranking (from 1 to 7) Innovation Corridor 2.10 City Centre 2.60 PNGS 3.50 Brock Industrial 4.20 Seaton Community 4.30 Healthcare Facilities 4.80 Community Services Hubs 5.00In c r e a s i n g R a n k In c r e a s i n g R a n k Note: References to the Pickering Federal Lands reflect survey ranking options and stakeholder perceptions only. They do not imply that the lands are confirmed for development or form part of the City’s employment land pipeline. Future use remains subject to federal decision-making, consultation, environmental and infrastructure considerations, and Council direction. - 368 - - 369 - Report to Executive Committee Report Number: CAO 07-26 Date: June 8, 2026 From: Marisa Carpino Chief Administrative Officer Subject: Brougham Hall Lease Update File: A-1440-001 Recommendation: 1. That Report CAO 07-26 regarding Brougham Hall be received; 2. That the lease agreement with the Brougham Recreation Society for Brougham Hall, set out in Attachment 1, be terminated with 30 days-notice provided to the Brougham Recreation Society by the Director, Community Services; 3. That the lease agreement with the Government of Canada for Brougham Hall, set out in Attachment 2, be terminated with 30 days-notice provided to the Government of Canada - Transport Canada by the City Solicitor; and, 4. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 1.0 Executive Summary: The purpose of this report is to recommend that Council authorize the termination of existing lease agreements with both the Brougham Recreation Society and Transport Canada for Brougham Hall, providing each with 30 days’ notice. Over the past two years, City staff have undertaken extensive discussions with Transport Canada to renegotiate lease terms for Brougham Hall that would mitigate the City’s financial and capital obligations. Despite these efforts, mutually satisfactory terms could not be reached—particularly regarding the removal of the maintenance and repair clause that continues to pose fiscal risk to the City. - 370 - CAO 07-26 June 8, 2026 Page 2 The recommendations to terminate the lease agreements are grounded in four key considerations: • Ownership: The City does not own Brougham Hall; it remains a federal asset under Transport Canada’s jurisdiction. • Financial Responsibility: The current lease structure imposes ongoing maintenance and capital obligations on the City for a facility it does not own, creating an unsustainable fiscal burden. • Strategic Prioritization: The City’s capital investment priorities, including the new Seaton Recreation Complex & Library and the need to maintain aging municipal assets, require that resources be directed toward City‑owned facilities. Asset management data show Brougham Hall’s facility condition index at 93% (poor), with required capital repair costs estimated at $795,000. • Continuity of Use: Transport Canada has confirmed that, upon lease termination, it will work directly with existing community users to ensure a seamless transition. Facility users will continue their activities without disruption, coordinated by Transport Canada rather than the City. Taken together, these factors support staffs’ recommendation that Council authorize termination of the lease agreements with both the Brougham Recreation Society and Transport Canada, each with 30 days’ notice, enabling the City to redirect resources toward its own infrastructure priorities while maintaining community continuity through federal coordination. 2.0 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; Strengthen Existing & Build New Partnerships; and Foster an Engaged & Informed Community. 3.0 Financial Implications: The terms of the City's lease with Transport Canada requires that the tenant (the City) is responsible for all maintenance and repairs at Brougham Hall. This presents a financial risk to the City. This cost of deferred maintenance is approximately $795,000.00 (2026 dollars). The City has spent over $50,000 in 2024/2025 to complete a number of repairs to Brougham Hall to return the building to Transport Canada in a satisfactory condition. Since the City has - 371 - CAO 07-26 June 8, 2026 Page 3 completed these repairs, no additional costs are anticipated due to the termination of the lease agreement. 4.0 Discussion: The purpose of this report is to recommend that Council authorize the termination of existing lease agreements with both the Brougham Recreation Society and Transport Canada for Brougham Hall, providing each with 30 days’ notice. 4.1 History of the Building Brougham Hall (Former Pickering Township Hall) Constructed in 1854 through a community-led initiative undertaken by local residents, the Former Pickering Township Hall at 3545 Mowbray Street (formerly Brock Road), commonly known as Brougham Hall, is one of the oldest surviving civic buildings within the former Township of Pickering. Built shortly after the passage of the Municipal Act of 1849, the building was purpose-built to accommodate the emerging municipality of Pickering and subsequently became the first town-owned building and initial centre of local government. As one of the oldest surviving buildings in the area, the hall illustrates the significant period of community development that occurred in Brougham and Pickering during the 1850s and 1860s. The property is also associated with important public meetings and gatherings related to the federal - 372 - CAO 07-26 June 8, 2026 Page 4 government’s proposed Pickering Airport expropriations in the 1970s, reflecting its longstanding role as a place of civic engagement and community advocacy. The building holds architectural significance as a representative example of a modest mid-19th century rural civic building. The Former Pickering Township Hall consists of a one-storey wood frame structure resting on a stone foundation and features a front-gable roof, symmetrical three-bay façade, large divided-lite windows, and restrained classical detailing. The building’s simple form and materials reflect the functional and vernacular design approach commonly associated with early township halls constructed in rural Ontario during the pre-Confederation period. The property also possesses associative value through its direct connection to the early civic and political development of the Former Township of Pickering. The hall served as the centre of municipal governance and public decision-making beginning in 1858 and functioned as an important venue for Township Council meetings, civic administration, public gatherings, and community events. The building additionally accommodated religious services and broader social functions when not required for municipal purposes, reflecting the multifunctional role township halls played within developing rural communities. Contextually, the former Pickering Township Hall is significant as a longstanding civic landmark within the historic hamlet of Brougham. Prominently located along Brock Road, the building maintains strong historical and visual associations with the surrounding community and continues to contribute to the historic character of the hamlet. The hall is also significant as a rare surviving example of a pre-Confederation single-room township hall in Ontario and represents the broader transition of rural settlements into socially and politically organized municipalities during the mid-19th century. The property is recognized as a Federal Heritage Building and is also listed on the City of Pickering’s Municipal Heritage Register. 4.2 Facility Use Brougham Hall has been operated by the Brougham Recreation Society for many years, through a lease agreement with the City. The following is a summary of the building use over that past ten years, as reported by the Brougham Recreation Society: Year Paid uses Unpaid uses Revenue Expense Net Revenue 2015 12 0 $3,050 $2,014 $1,036 2016 12 13 $4,175 $2,771 $1,404 2017 10 14 $2,250 $1,237 $1,013 2018 8 11 $2,381 $1,140 $1,241 2019 16 12 $3,230 Not reported $3,230 2020 - 2024 Closed due to Covid-19 and then due to the presence of airbourne mould. - 373 - CAO 07-26 June 8, 2026 Page 5 2025 1 Not reported $60 $989.74 ($929.74) The primary uses for Brougham Hall include meeting rentals by Land over Landings comprising 42% of total use, private celebrations like birthday parties, showers/anniversaries, memorial services, etc., comprising 23% of total use, and rented by movie production companies primarily for space for crew use, comprising 11% of use. The remaining 24% of usage is for church suppers, training for the gun safety program, and use by groups like the clog dancers. The facility was closed in 2020 during the Covid-19 Pandemic due to provincial requirements and remained closed until 2025 due to a 2023 air quality test that discovered the presence of mould spores that needed to be remediated before the building could be reopened to the public. The City’s repairs to the building that were completed in 2024 and 2025 remediated the mould issue, and the facility reopened to the public in spring, 2025. City staff have met with the Brougham Recreation Society and discussed the recommendations of this report. Transport Canada staff have committed to a seamless transition of current facility users upon the City’s termination of its lease agreement, providing access to the facility as needed. This provides the Brougham Recreation Society with the option to continue their operation out of Brougham Hall. 4.3 Facility Condition The Brougham Community Hall was included in the Facilities Renewal Study (Report OPS 02- 24). The Report, which evaluated 23 facilities to determine their viability for long-term retention, was endorsed by Council on January 22, 2024 (Resolution #389/24). The study identified a short-list of facilities as contenders for disposal, renewal, or replacement, and evaluated asset ownership considerations with a long-term view premised on sound asset management principles in alignment with related City policies and strategic directions. Each facility was assigned a Facility Condition Index (FCI) score, which is calculated as a ratio of the total cost of identified building repairs and renewals (i.e. component replacement) over a defined period (the City uses 5 years) divided by the assets’ total estimated replacement cost. The FCI score breakdown is as follows: - 374 - CAO 07-26 June 8, 2026 Page 6 The Brougham Community Hall received an FCI score of 93%, meaning without any upgrades that it would almost cost more to repair than to rebuild. Based on this score alone, it would be appropriate for the City to consider terminating their lease on the building due to significant repair requirements, low utilization rates, lack of accessibility requirements, and high financial risks. City staff have met with Transport Canada on numerous occasions over the last several years to review the building condition and potential future use of the facility. The following is a summary of major work that has been completed at Brougham Hall: • In 2017, the City completed a Building Condition Audit, prepared by Peto MacCallum, that identified a backlog of $245,000.00 (2017 dollars) of maintenance and a further $60,000.00 required over the following five years. • Transport Canada completed a roof replacement in 2019 ($80,000.00), and in the same year, Transport Canada completed asbestos remediation, at their own cost. • In 2022, the City completed a structural review of the building that highlighted the need for significant additional repairs to building components likely within the next five years. This information was shared with Transport Canada. • In 2023, the City completed a structural review of the building and found it to be a “fair to poor” structural condition that highlighted the need for additional structural repairs likely within the next five years. This information was shared with Transport Canada • In 2023, the City completed an air quality test that discovered the presence of mould spores inside the building. This information was shared with Transport Canada. The presence of mould spores resulted in the City closing the building to the public until the issue could be resolved. • In 2024, discussion between the City and Transport Canada had included a fulsome review of the lease, including the provision that the City return the building in a condition suitable to the Landlord. In order to meet this condition and determine what repairs were required, Transport Canada completed their own building condition audits to independently assess the condition of the building and identify any urgently required repairs. Building assessments were completed in summer/fall, 2024. From late 2024 to March 2025, staff coordinated the following repairs to Brougham Hall The City: • Removed and disposed of siding on the east gable above the porch area. Wasp nesting and animal burrowing was removed and repaired. Interior drywall was replaced, taped and painted. • Replaced existing base flashing and installed new through wall flashing. • Installed new moisture barrier on existing sheathing. o Existing sheathing was damaged beyond repair and a portion of this needed to be replaced. - 375 - CAO 07-26 June 8, 2026 Page 7 o Contractors noticed that there was no existing vapor barrier in the ceiling, there was little to no insulation in the ceiling, and they noticed moisture and condensation already existing in the attic space. o Contractors resolved these issues by replacing a portion of the sheathing, vapor barrier, and re insulating with R-40 in between the joist cavities, along with 6mm vapor barrier. • Removed all fixtures and partitions in women’s washroom. • Replaced the floor, trim, and drywall, in the women’s washroom. Painted the washroom and reinstalled existing fixtures. • Removed and disposed of exterior stairs. Supplied new set of pressure treated stairs, and handrail to match existing. While the repairs completed in 2024 satisfied Transport Canada’s lease condition that the building be returned in satisfactory condition, the building still requires significant repairs and lifecycle replacements in order to preserve it for ongoing public use. 4.4 City’s Lease of Brougham Hall with The Government of Canada The City of Pickering entered into a lease agreement with the Government of Canada (Transport Canada) approximately 30 years ago. The lease agreement between the two parties was renewed in 2007, with the term ending on January 31, 2012. The current lease agreement has expired, and the City currently leases the building on a month-to-month basis under the same terms that were set forth in the 2007 lease agreement. Staff initiated a review of the lease agreement and identified that Section 10.01 of the lease states that, the Premises are leased in “as is” condition, and the Landlord shall not be obligated to make any repairs or perform any maintenance to the Premises. City staff engaged in multiple discussions with Transport Canada in attempts to remove the provision that requires the City to fund and complete capital maintenance of the facility, however, though multiple draft lease provisions and discussions, City staff were not successful in fully lifting the provision. With a continued financial risk of an estimated $795,000 to complete the deferred maintenance required on the building, staff recommend terminating the lease agreement. The lease includes a condition that the City return the facility in a similar condition to which existed prior to the City’s tenancy. In 2024, Transport Canada staff completed various assessments which are included in section 4.3 to determine what repairs were required to return the building in a condition to the satisfaction of Transport Canada, the Landlord. The City completed the necessary repairs, and in spring, 2025, Transport Canada staff confirmed that the completed repairs were satisfactory and would allow for the City to terminate the lease agreement by providing notice to Transport Canada. - 376 - CAO 07-26 June 8, 2026 Page 8 As the existing agreement with Transport Canada is on a month-to-month basis, Transport Canada has confirmed that a 30 day notice of termination of the lease agreement is acceptable. 4.4.1 City's Lease with the Brougham Recreation Society In 2015, the City of Pickering entered into a five-year written lease agreement with the Brougham Recreation Society (Report CR 04-15). This agreement made them responsible for coordinating facility rentals and performing facility cleaning at Brougham Community Hall. The facility rentals included private functions, special events and meetings. The lease was renewed for the term from July 1, 2020 to June 30, 2025 (Report CS 25-20). Before 2015, the lease arrangement between the City of Pickering and the Brougham Recreation Society (formerly called Brougham Recreation Association) for Brougham Community Hall was verbal. Under this agreement, the City remained responsible for the repairs and maintenance of the facility. City staff met with the Brougham Recreation Society in July, 2025, on the expiration of the lease agreement and notified the Brougham Recreation Society members that the lease agreement transitioned to a month-to-month arrangement, under the same terms as the lease at that time. As the existing lease agreement is on a month-to-month agreement, a 30 day notice provided to the Brougham Recreation Society, that coincides with the termination of the City’s lease is recommended. The Brougham Recreation Society has been notified of the City’s recommendation and has expressed interest in continuing their use of Brougham Hall, working directly with Transport Canada. 4.5 Community Engagement on Brougham Hall Alexis Whalen, Chair of Land Over Landings and John Sabean, Founder of the Pickering Township Historical Society delegated at the HPAC meeting held on March 27, 2024. Ms. Whalen and Mr. Sabean spoke about the Brougham Community Hall, noting its historical significance as the historic seat of municipal government in Pickering, the building’s current condition, and the lease that the City of Pickering has with Transport Canada. This delegation prompted a response from City staff who spoke with interested stakeholders and commenced discussions with Transport Canada regarding Brougham Hall. Staff meet with representatives of the Brougham Recreation Society annually to discuss annual use of the facility and review any outstanding issues with the building. Communications occur throughout the year if issues arise. Staff met with the Board of the Brougham Recreation Society on July 24, 2025 to inform them that the Brougham Recreation Society lease had - 377 - CAO 07-26 June 8, 2026 Page 9 ended on June 30, 2025 and that the lease agreement had transitioned to a month-to-month agreement. Community stakeholders have been updated on discussions between the City and Transport Canada over the past 24 months. City staff held a meeting on May 12, 2026 with MP Nathan, Pickering Ward 3 Councillors, Perry Papadatos of TC, Alexis Whalen of Land over Landings and Cris Miller of the Brougham Recreation Society. The purpose of the meeting was for City staff to advise that the negotiations with Transport Canada have concluded, and staff will be providing Council with a staff recommendation that Brougham Hall be returned to Transport Canada. At the May 13, 2026, meeting of the Heritage Pickering Advisory Committee, staff provided an update about Brougham Hall based on correspondence provided prior to the meeting by the CAO. The Committee had no comment regarding the information. 4.6 Conclusion Over the past two years, City staff have held multiple meetings in attempts to negotiate agreement terms with Transport Canada which would mitigate the City’s substantial financial capital obligation. Despite best efforts, the City and Transport Canada were not able to negotiate terms to an agreement to the satisfaction of both parties. Transport Canada did not agree to remove the maintenance/repair clause from the agreement, thereby addressing the City’s concerns. In making the recommendations included in this report, City staff considered the following factors: • The City does not own Brougham Hall, the Government of Canada does. • The terms of the lease continue to present a financial exposure to the City, for a building the City does not own. • The City’s financial commitment to undertake its new construction capital program, including the new Seaton Recreation Complex & Library, is considerable, which has required that capital investments be prioritized. The City’s financial commitment to maintain its current aging city owned assets is also considerable. Transport Canada indicated that, if the City returned Brougham Hall to them, they would work directly with existing users of Brougham Hall to facilitate their current uses. Transport Canada committed to a “seamless transition” and current users of Brougham Hall would not experience any difference; they would just work with Transport Canada instead of the City to coordinate their use. Therefore, City staff recommend to Council that the month-to-month arrangement with Transport Canada be terminated and that the City return Brougham Hall back to The - 378 - CAO 07-26 June 8, 2026 Page 10 Government of Canada. Subsequently, staff also recommend that the month-to-month arrangement with the Brougham Recreation Society be terminated, in conjunction with the termination of the City’s lease agreement. Attachments: 1. Lease Agreement for Brougham Hall with Brougham Recreation Society 2. Lease Agreement for Brougham Hall with Transport Canada Prepared By: Vince Plouffe, OAA, MRAIC, Division Head Facilities Management & Construction Prepared By: Matthew Somerville, MCIP, RPP, CAHP, Senior Planner, Heritage Prepared By: Nilesh Surti, MCIP, RPP, Division Head, Development Review & Urban Design Prepared/Approved/Endorsed By: Laura Gibbs, MBA, MSc., Director, Community Services Approved/Endorsed By: Kyle Bentley, P. Eng., Director, City Development & CBO Approved/Endorsed By: Paul Bigioni, Director, Corporate Services & City Solicitor MC:lg Recommended for the consideration of Pickering City Council By: Marisa Carpino, M.A. Chief Administrative Officer - 379 - Attachment 1 to Report CAO 07-26 - 380 - - 381 - - 382 - - 383 - - 384 - - 385 - - 386 - - 387 - - 388 - - 389 - - 390 - - 391 - - 392 - - 393 - - 394 - - 395 - - 396 - - 397 - - 398 - - 399 - - 400 - - 401 - Attachment 2 to Report CAO 07-26 - 402 - - 403 - - 404 - - 405 - - 406 - - 407 - - 408 - - 409 - - 410 - - 411 - - 412 - - 413 - - 414 - - 415 - - 416 - - 417 - - 418 - - 419 - - 420 - - 421 - - 422 - - 423 - Report to Executive Committee Report Number: CLK 05-26 Date: June 8, 2026 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: 2027 Committee and Council Meeting Schedule File: A-1440 Recommendation: 1. That Report CLK 05-26 regarding the 2027 Committee and Council Meeting Schedule be received; 2. That the 2027 Committee and Council Meeting Schedule included as Attachment 1 to this report be approved; and, 3. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 1.0 Executive Summary: The purpose of this report is to present the 2027 Committee and Council Meeting Schedule for approval. In accordance with Section 238(2) of the Municipal Act, 2001, S.O 2001, c.25, every municipality shall pass a procedure by-law for governing the calling, place and proceedings of meetings and the procedure by-law shall provide for public notice of meetings. 2.0 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Foster an Engaged & Informed Community. 3.0 Financial Implications: There are no financial implications associated with this report or the adoption of the 2027 Committee and Council Meeting Schedule. 4.0 Discussion: The purpose of this report is to present the 2027 Committee and Council Meeting Schedule for approval. In accordance with Section 238(2) of the Municipal Act, 2001, S.O 2001, c.25, every - 424 - CLK 05-26 June 8, 2026 Page 2 municipality shall pass a procedure by-law for governing the calling, place and proceedings of meetings and the procedure by-law shall provide for public notice of meetings. In the spirit of openness, transparency, and accountability, the adoption and posting of the annual Committee and Council Meeting Schedule is an important exercise to ensure as much advance notice is provided to the public for regular upcoming Standing Committee and Council Meetings. Section 05.02 of the Procedure By-law provides for all regular meetings of Council to be held on the fourth Monday of each month at 7:00 pm unless otherwise provided by resolution of Council. If a Council Meeting falls on a public or civic holiday, Council shall meet at the same hour on the next following day, which is not a public or civic holiday. Section 05.03 states the Executive Committee shall meet on the first Monday of each month at 2:00 pm, and the Planning & Development Committee shall meet on the first Monday of each month at 7:00 pm, unless otherwise provided by resolution of Council. If an Executive Committee and Planning & Development Committee Meeting falls on a public or civic holiday, the Committee shall meet at the same hour on the next following day, which is not a public or civic holiday. Section 06.05 states Statutory Public Meetings under the Planning Act, shall be held on the second Monday of each month at 7:00 pm. If a statutory public meeting under the Planning Act falls on a public or civic holiday, the meeting shall be held at the same hour on the following day, which is not a public or civic holiday. Every effort has been made to adhere to the above noted provisions of the Procedure By-law and any variances or adjustments are due to statutory holidays and/or significant events or dates that impact Members. Statutory holidays have been included on the Meeting Schedule for reference and the only meetings impacted by a statutory holiday in 2027 are the May Council Meeting, September Executive and Planning & Development Committee Meetings, and the October Statutory Public Meeting under the Planning Act. Education and Training Sessions, In-Camera Meetings, and other Special Council Meetings are not included in the Meeting Schedule. If required, these meetings can be called by the Mayor, or by petition of a majority of Members of Council in accordance with the provisions of the Procedure By-law. In keeping with prior years, the 2027 Committee and Council Meeting Schedule does not contemplate dates for an Executive Committee Budget Meeting. The budget process will follow the legislated requirements under Part VI.1 of the Municipal Act and the City’s Procedure By- law. Any meetings that are required pertaining to the annual budget will be scheduled as special meetings of Council in accordance with the Procedure By-law. In conclusion, staff are seeking Council approval of the 2027 Committee and Council Meeting Schedule included as Attachment 1 to this report. Once approved by Council, the meeting - 425 - CLK 05-26 June 8, 2026 Page 3 dates will be posted on the City’s Event Calendar and circulated to Members of Council and staff in accordance with Standard Operating Procedures. Attachment: 1. 2027 Committee and Council Meeting Schedule Prepared By: Susan Cassel, City Clerk Approved/Endorsed By: Paul Bigioni, Director Corporate Services & City Solicitor SC:ks Recommended for the consideration of Pickering City Council By: Marisa Carpino, M.A. Chief Administrative Officer - 426 - SMTWTFS SM T WTFS SMTWTFS SMTWTFS 1 2 123456 123456 123 3 45678978 9 10 11 12 13 7 8 9 10 11 12 13 4 5678910 10 11 12 13 14 15 16 14 15 16 17 18 19 20 14 15 16 17 18 19 20 11 12 13 14 15 16 17 17 18 19 20 21 22 23 21 22 23 24 25 26 27 21 22 23 24 25 26 27 18 19 20 21 22 23 24 24 25 26 27 28 29 30 28 28 29 30 31 25 26 27 28 29 30 31 SMTWTFS SM T WTFS SMTWTFS SMTWTFS 1 12345 1231234567 2 3456786789101112 4 5678910 8 91011121314 9 10 11 12 13 14 15 13 14 15 16 17 18 19 11 12 13 14 15 16 17 15 16 17 18 19 20 21 16 17 18 19 20 21 22 20 21 22 23 24 25 26 18 19 20 21 22 23 24 22 23 24 25 26 27 28 23 24 25 26 27 28 29 27 28 29 30 25 26 27 28 29 30 31 29 30 31 30 31 SMTWTFS SM T WTFS SMTWTFS SMTWTFS 1234 1 2 123456 1234 5 67891011 3 45678978 9 10 11 12 13 5 67891011 12 13 14 15 16 17 18 10 11 12 13 14 15 16 14 15 16 17 18 19 20 12 13 14 15 16 17 18 19 20 21 22 23 24 25 17 18 19 20 21 22 23 21 22 23 24 25 26 27 19 20 21 22 23 24 25 26 27 28 29 30 24 25 26 27 28 29 30 28 29 30 26 27 28 29 30 31 31 Standing Committee Meetings (Executive Committee - 2:00 pm | Planning & Development Committee - 7:00 pm) Statutory Public Meeting under the Planning Act - 7:00 pm Council Meeting - 7:00 pm Statutory Holiday September October November December May June July August January February March April Legend 2027 Committee & Council Meeting Schedule $WWDFKPHQWWR5HSRUW&/. - 427 - Report to Executive Committee Report Number: CS 14-26 Date: June 8, 2026 From: Laura Gibbs Director, Community Services Subject: Fire Station #2 Asphalt Resurfacing Tender No. T2026-5 File: A 1440-001 Recommendation: 1. That the bid submitted by D. Crupi & Sons Limited in response to Request for Tender T2026-5 for the Fire Station #2 Asphalt Resurfacing, in the amount of $305,280.00 (net HST) or $338,999.99 (HST included) to be accepted; 2. That the total gross project cost of $396,630.00 (HST included), including the amount of the tender, construction contingency, and other associated costs, and the total net project cost of $357,178.00 (net HST) be approved; 3. That the Director, Finance & Treasurer be authorized to finance the net project cost of $357,178.00 to be funded from the Facilities Reserve and Property Taxes as approved in the 2021 and 2026 Capital Budgets, with the additional overage of $8,598.01 funded from Facilities Reserve; 4. That the Director, Community Services be authorized to execute the CCDC-2, 2020 Stipulated Price Contract with the above-mentioned contractor pursuant to Request for Tender No. T2026-5; and, 5. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 1.0 Executive Summary: The purpose of this report is to award D. Crupi & Sons Limited a construction contract and related work for the asphalt resurfacing at Fire Station #2, located at 553 Kingston Road. This work includes supply and installation of all labour, machinery, tools, apparatus, materials, equipment, and other means of construction for the replacement of the existing asphalt and a new concrete section as tendered through Request for Tender No. T2026-5. The existing parking lot has reached the end of its serviceable life and requires replacement. - 428 - CS 14-26 June 8, 2026 Page 2 Request for Tender T2026-5 was advertised to the contractors pre-qualified under RFSQ2026- 2 on the City’s Bids & Tenders portal on April 17, 2026, and closed on May 11, 2026. Bid submissions were received from two contractors. Subject to receipt of all pre-conditions of award required in accordance with the bid documents, to the satisfaction of the City, the lowest compliant bid submitted by D. Crupi & Sons Limited in the amount of $305,280.00 (net HST) or $338,999.99 (HST included), is recommended for approval. The total gross project cost is estimated to be $396,630.00 (HST included) and the total net project cost is estimated at $357,178.00 (net HST). 2.0 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. 3.0 Financial Implications: 1. Tender Amount Tender T2026-5 $299,999.99 HST (13%) $39,000.00 Total Gross Tender Cost $338,999.99 2. Estimated Project Costing Summary Tender T2026-5 $300,000.00 Testing and Inspection Costs (Construction Phase) $10,000.00 Additional Consulting Costs $5,000.00 Contingency (12%) $36,000.00 Total Project Cost $351,000.00 HST (13%) $45,630.00 Total Gross Project Costs $396,630.00 HST Rebate (11.24%) $(39,452.00) Total Net Project Cost $357,178.00 - 429 - CS 14-26 June 8, 2026 Page 3 3. Approved Source of Funds – Fire Services Capital Budget Approved Code Source of Funds Funds Available Funds Required C10700.2101 Facilities Reserve Property Taxes Total $347,972.95 $607.04 $348,579.99 $356,570.96 $607.04 $357,178.00 Project Cost under (over) approved funds by $(8,598.01) 4.0 Discussion: The purpose of this report is to award D. Crupi & Sons Limited a construction contract and related work for the resurfacing of the existing asphalt at Fire Station #2, located at 553 Kingston Road. The existing asphalt parking lot is at end of life and requires replacement. Work will proceed gradually in two phases over the course of the summer and be coordinated to minimize disruptions to Fire Services. Advanced notice will be provided prior to commencement of work. As this is exterior work, weather will also be a factor. Consulting costs included in the project costing summary exclude design and related fees already awarded. An allowance for additional site visits has been included to ensure a high degree of oversight and quality control and to avoid potential schedule impacts associated with approvals if required. This work is critical for the ongoing operations of Fire Services, and extra site inspections will help ensure that all work is completed in accordance with the contract documents. Request for Tender T2026-5 was advertised to the contractors pre-qualified under RFSQ2026- 2 on the City’s Bids & Tenders portal on April 17, 2026, and closed on May 11, 2026. Bid submissions were received from two contractors. Subject to receipt of all pre-conditions of award required in accordance with the bid documents, to the satisfaction of the City, the lowest compliant bid submitted by D. Crupi & Sons Limited in the amount of $305,280.00 (net HST) or $338,999.99 (HST included), is recommended for approval. The total gross project cost is estimated to be $396,630.00 (HST included) and the total net project cost is estimated at $357,178.00 (net HST). Attachment: None. Prepared By: Arisa Marangos, Coordinator, Facilities Capital Projects Dennis Yip, P.Eng., PMP®, CEM, LEED® AP, Manager, Facilities Capital Projects Vince Plouffe, OAA, MRAIC, Division Head, Facilities Management & Construction - 430 - CS 14-26 June 8, 2026 Page 4 Approved/Endorsed By: Laura Gibbs, MBA, MSc., Director, Community Services Kayla Horne, CPPB, Supervisor, Procurement Stan Karwowski, MBA, CPA, CMA, Director, Finance & Treasurer LG:am Recommended for the consideration of Pickering City Council By: Marisa Carpino, M.A. Chief Administrative Officer - 431 - Report to Executive Committee Report Number: ENG 09-26 Date: June 8, 2026 From: Richard Holborn Director, Engineering Services Subject: Various Traffic By-law Updates Amendment to the Traffic and Parking By-law 6604/05 File: A-1440 Recommendation: 1. That Report ENG 09-26 regarding the Various Traffic By-law Updates be received; 2. That the attached draft by-law be enacted to amend Schedule “1”, No Stopping, Schedule “2”, No Parking and, Schedule “7”, Stop Signs to By-law 6604/05 to provide for the regulation of traffic controls on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering, specifically to address the proposed installation of parking and stopping restrictions on Azalea Avenue, Canso Drive, Earl Grey Avenue and Twyn Rivers Drive and for the installation of an all-way stop at the intersection of Palmers Sawmill Road and Four Seasons Lane; and, 3. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 1.0 Executive Summary: The purpose of this report is to request Council to enact a by-law to allow for the inclusion of traffic restrictions, specifically to address parking and stopping concerns on Azalea Avenue, Canso Drive, Earl Grey Avenue and Twyn Rivers Drive, and for the inclusion of an all-way stop at the intersection of Palmers Sawmill Road and Four Seasons Lane. In response to concerns from area residents and to promote traffic safety, Engineering Services staff propose the following traffic controls at the following locations:  Azalea Avenue – stopping restrictions are proposed at all times on the south side of Azalea Avenue from Carina Terrace to Hibiscus Drive;  Canso Drive – parking and stopping restrictions are proposed at the following locations and times: - 432 - ENG 09-26 June 8, 2026 Page 2  Parking restrictions are proposed at all times from 95 metres south of Central Street (R.R.#5) to 110 metres south of Central Street, adjacent to the pathway that leads into the school grounds on the west side of the street; and,  Stopping restrictions are proposed on the east side of Canso Drive from Central Street to 160 metres south thereof, from 7:30 am to 9:30 am, and from 2:30 pm to 4:30 pm, Monday to Friday, September 1 to June 30.  Earl Grey Avenue – parking restrictions are proposed at all times on the south side/east side of the curve from 85 metres east of William Jackson Drive to Calico Mews;  Twyn Rivers Drive - parking restrictions are proposed at all times on:  the north side, from 300 metres west of Ashwood Gate west to the City limit; and,  the south side from 285 metres west of Ashwood Gate to the City limit.  Palmers Sawmill Road and Four Seasons Lane – an all-way stop is proposed as the intersection met the City’s traffic volumes requirements for an all-way stop. 2.0 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community. 3.0 Financial Implications: The supply and installation of no parking signs, no stopping signs, stop signs, stop ahead signs, and posts can be accommodated within the 2026 Roads Current Budget. 4.0 Discussion: The purpose of this report is to request Council to enact a by-law to allow for the inclusion of stopping and parking restrictions on Azalea Avenue, Canso Drive, Earl Grey Avenue, and Twyn Rivers Drive and for the inclusion of an all-way stop at the intersection of Palmers Sawmill Road and Four Seasons Lane. In response to concerns from area residents and to promote traffic safety, Engineering Services staff propose the following modifications to Traffic and Parking By-law 6604/05: - 433 - ENG 09-26 June 8, 2026 Page 3 4.1 Stopping restrictions are proposed on Azalea Avenue to improve sightlines and congestion issues around Josiah Henson Public School Engineering Services staff has observed traffic around Josiah Henson Public School and observed vehicles parking on both sides of Azalea Avenue from Carina Terrace to Hibiscus Drive during the school’s arrival and dismissal times. It is recognized that this pattern of parking is causing congestion issues by reducing the width of Azalea Avenue from two through lanes to one through lane. It is also causing sightline issues for drivers attempting to access Azalea Avenue from side streets and the school driveway. Therefore, staff are recommending stopping restrictions at all times on the south side of Azalea Avenue between Carina Terrace and Hibiscus Drive. The proposed stopping restrictions on Azalea Avenue are shown graphically in Attachment 1. The draft by-law amendment to Schedule “1”, No Stopping of By-law 6604/05 is presented in Attachment 6. 4.2 Parking and Stopping Restrictions are proposed on Canso Drive to alleviate congestion issues during school arrival and dismissal times Engineering Services staff have received concerns from area residents regarding on-street parking on Canso Drive, south of Central Street (R.R.#5) during school arrival and dismissal times. Residents stated that with vehicles parked on both sides of the road, a larger vehicle, such as a fire truck, would not be able to pass through. Engineering Services staff have investigated this concern and agree that on Canso Drive, during school arrival and dismissal times, it would be difficult for larger vehicles to travel on the street with vehicles parked on both sides. There is a pathway that extends from Canso Drive into the grounds of Claremont Public School. During school arrival and dismissal times vehicles park on Canso Drive to drop-off or pick-up their children. It is during this time that it would be challenging for a larger vehicle to drive through. Based on the investigation results, staff placed temporary parking restrictions (at all times) adjacent to the pathway on the west side of Canso Drive, and on a section of the east side of Canso Drive, south of Central Street. The temporary parking restrictions have been in place for approximately a month. It is therefore recommended that permanent parking and stopping restrictions be placed on Canso Drive during the following times: - 434 - ENG 09-26 June 8, 2026 Page 4  Parking restrictions are proposed at all times adjacent to the pathway that leads into the school grounds on the west side of the street from 95 metres south of Central Street (R.R.#5) to 110 metres south of Central Street and,  Stopping restrictions are proposed on the east side of Canso Drive from Central Street to 160 metres south thereof, from 7:30 am to 9:30 am, and from 2:30 pm to 4:30 pm, Monday to Friday, September 1 to June 30. The proposed parking and stopping restrictions on Canso Drive are shown graphically in Attachment 2. The draft by-law amendment to Schedule “1”, No Stopping and, Schedule “2”, No Parking, of By-law 6604/05 is presented in Attachment 6. 4.3 Parking restrictions are proposed on Earl Grey Avenue at the southern curve Engineering Services staff was informed by Municipal Law Enforcement Services staff of parking concerns along the southern curve on Earl Grey Avenue. Motorists are parking along the southern curve which is impeding school buses from navigating the curve. Durham Student Transportation Services was contacted and changed the route of the school buses; however, the issue remains for larger vehicles. Therefore, it is recommended that permanent parking restrictions at all times be implemented along the outer curve on Earl Grey Avenue from 85 metres east of William Jackson Drive to Calico Mews. The proposed parking restrictions on Earl Grey Avenue are illustrated in Attachment 3, and the draft by-law amendment to Schedule “2”, No Parking, of By-law 6604/05 is provided in Attachment 6. 4.4 Parking Restrictions are proposed on both sides of Twyn Rivers Drive from the west City limit to west of Ashwood Gate Engineering Services staff was informed by Municipal Law Enforcement Services staff of parking concerns on Twyn Rivers Drive near the west City limit. This typically occurs in the warmer months with people attending Rouge National Urban Park, which is accessible at the bottom of Twyn Rivers Drive, where a parking lot is also present. As Engineering Services staff are of the opinion that vehicles should not be parked on the hill on Twyn Rivers Drive as it creates safety risks for drivers and pedestrians walking up and down the hill. - 435 - ENG 09-26 June 8, 2026 Page 5 Therefore, it is recommended that permanent parking restrictions at all times be implemented on both sides of Twyn Rivers Drive from the west City limit to approximately 270 metres east, at the top of the hill. The proposed parking restrictions on Twyn Rivers Drive are illustrated in Attachment 4, and the draft by-law amendment to Schedule “2”, No Parking, of By-law 6604/05 is provided in Attachment 6. 4.5 An All-way Stop at the intersection of Palmers Sawmill Road and Four Seasons Lane is recommended Engineering Services staff has received numerous concerns with respect to the traffic controls at the intersection of Palmers Sawmill Road and Four Seasons Lane. The concerns specifically are with vehicles and pedestrians having difficulty crossing Palmer’s Sawmill Road due to increased vehicular traffic. Palmers Sawmill Road is an east/west road extending from Brock Road (R.R.#1) to Tillings Road, where the road further extends north. Four Seasons Lane connects residential development to the north to the commercial plaza to the south. Traffic currently stops at Four Seasons Lane only as Palmers Sawmill Road is a through road. Based on the concerns from residents, an 8-hour intersection count was performed at the intersection and analyzed with the City’s All-way Stop Warrant. The times of the traffic counted were 7:00 am to 9:00 am, 11:00 am to 1:00 pm, and 2:00 pm to 6:00 pm. The City’s All-way Stop warrant was met with respect to vehicular traffic. Therefore, Engineering Services staff recommends that the intersection of Palmers Sawmill Road and Four Seasons Lane become an all-way stop control. The location of the proposed all-way stop at Palmers Sawmill Road and Four Seasons Lane is illustrated in Attachment 5, and the draft by-law amendment to Schedule “6”, Through Highways and, Schedule “7”, Stop Signs, of By-law 6604/05 is provided in Attachment 6. - 436 - ENG 09-26 June 8, 2026 Page 6 Attachments: 1. Proposed Stopping Restrictions, Azalea Avenue 2. Proposed Parking and Stopping Restrictions, Canso Drive 3. Proposed Parking Restrictions, Earl Grey Avenue 4. Proposed Parking Restrictions, Twyn Rivers Drive 5. Proposed All-way Stop Control, Palmers Sawmill Road and Four Seasons Lane 6. Draft By-law Amendment to Schedule “1”, No Stopping, Schedule “2”, No Parking and, Schedule “7”, Stop Signs to By-law 6604/05. Prepared By: Nathan Emery, Coordinator, Traffic Programs & Operations Approved/Endorsed By: Nadeem Zahoor, Manager, Transportation & Traffic Approved/Endorsed By: Richard Holborn, Director, Engineering Services] NE:ne Recommended for the consideration of Pickering City Council By: Marisa Carpino, M.A. Chief Administrative Officer - 437 - Attachment 1 - Report ENG 09-26 Legend Proposed Stopping Restriction (anytime) Existing Parking/Stopping Restrictions School Driveway Josiah Henson Public School Engineering Services Department Proposed Stopping Restrictions Azalea Avenue SCALE: N.T.S. DRAWN DATE: May , 202 6 - 438 - Attachment 2 - Report ENG 09-26 Claremont Public School Legend Proposed Parking Restriction (anytime) Proposed Stopping Restriction (7:30 am to 9:30 am, 2:30 pm to 4:30 pm, Mon. to Fri., September 1 to June 30 Engineering Services Department Proposed Parking and Stopping Restrictions Canso Drive SCALE: N.T.S. DRAWN DATE: May , 202 6 - 439 - Attachment 3 - Report ENG 09-26 Legend Proposed Parking Restriction (anytime) Existing Parking Restriction Engineering Services Department Proposed Parking Restrictions Earl Grey Avenue SCALE: N.T.S. DRAWN DATE: May , 202 6 - 440 - Attachment 4 - Report ENG 09-26 Legend Proposed Parking Restriction (anytime) Rouge National Urban Park Parking Lot Engineering Services Department Proposed Parking Restrictions Twyn Rivers Drive SCALE: N.T.S. DRAWN DATE: May , 202 6 - 441 - Attachment 5 - Report ENG 09-26 Proposed All-way Stop Control Engineering Services Department Proposed All-way Stop Control Palmers Sawmill Road and Four Seasons Lane SCALE: N.T.S. DRAWN DATE: May , 202 6 - 442 - The Corporation of the City of Pickering By-law No. Being a by-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property. Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking on highways, private property and municipal property within the City of Pickering; and Whereas, it is deemed expedient to amend Schedule 1, Schedule 2, and Schedule 7 to By-law 6604/05 to provide for the regulation of parking, stopping, and stop signs on highways or parts of highways under the jurisdiction of the Corporation of the City of Pickering, specifically to address the proposed installation of parking and stopping restrictions on Azalea Avenue, Canso Drive, Earl Grey Avenue and Twyn Rivers Drive and, for the inclusion for an all-way stop at the intersection of Palmers Sawmill Road and Four Seasons Lane. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedule 1 to By-law 6604/05, as amended, is hereby further amended thereto by the following: Schedule 1 No Stopping Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Add Azalea Avenue South Carina Terrace to Hibiscus Drive Anytime - 443 - By-law No. Page 2 Schedule 1 No Stopping Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Add Canso Drive East Central Street (R.R.#5) to 160 metres south thereof 7:30 am to 9:30 am, 2:30 pm to 4:30 Monday to Friday, September 1 to June 30 2. Schedule 2 to By-law 6604/05, as amended, is hereby further amended thereto by the following: Schedule 2 No Parking Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Add Canso Drive West 95 metres south of Central Street (R.R.#5) to 110 metres south of Central Street Anytime Earl Grey Avenue East/South 85 metres east of William Jackson Drive to Calico Mews Anytime Twyn Rivers Drive North 300 metres west of Ashwood Gate to the City limit Anytime Twyn Rivers Drive South 285 metres west of Ashwood Gate to the City limit Anytime - 444 - By-law No. Page 3 3. Schedule 7 to By-law 6604/05, as amended, is hereby further amended thereto by the following: Schedule 7 Stop Signs Column 1 Column 2 Highway Compulsory Stop Facing Traffic Palmers Sawmill Road @ Four Seasons Lane Palmers Sawmill Road, eastbound and westbound Four Seasons Lane @ Palmers Sawmill Road Four Seasons Lane, northbound (plaza) and southbound 4. By-law passed this 22nd day of June, 2026. ____________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 445 - Report to Executive Committee Report Number: FIN 08-26 Date: June 8, 2026 From: Stan Karwowski Director, Finance & Treasurer Subject: 2026 Corporate Asset Management Plan Update File: F-1000-001 Recommendation: 1. That Report FIN 08-26 regarding the 2026 Corporate Asset Management Plan Update be received; 2. That Council direct staff to continue monitoring and reporting annually on the City’s asset management Key Performance Indicators, implementation barriers, and strategies to address those barriers in accordance with Section 9 of Ontario Regulation 588/17; 3. That Council direct staff to continue refining the City’s long-term infrastructure funding strategy to reduce backlogs, manage risk, and support sustainable service delivery; and 4. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 1.0 Executive Summary: The City has made significant progress in implementing its Asset Management Plan (AMP) by establishing measurable Key Performance Indicators (KPIs) across major service areas. The 2025 data provide Council with a clearer view of infrastructure condition, service performance, operational compliance, capital delivery, and long-term financial sustainability. Overall, the City is performing well in several operational areas, including inspections, maintenance compliance, fire asset readiness, climate restoration, and parts of capital renewal delivery. However, several metrics remain challenging, particularly in roads, structures, culvert inspections, facility condition, energy performance, and long-term funding alignment. As KPI targets have only just been set, in many cases it would not be possible to have met them yet. Future annual reports will show comparatives year over year as the City aims to meet these targets. The most important corporate risk remains financial. The City’s funding scenario analysis shows that delaying the recommended tax-supported infrastructure increases extend the - 446 - FIN 08-26 June 8, 2026 Page 2 timeline to reach the estimated $136.8 million funding target from approximately 2035 to 2038. This delay increases the likelihood that infrastructure backlog, renewal costs, and service risks will grow over time. 2.0 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Corporate Key: Good Governance/Customer Service Excellence. 3.0 Financial Implications: The report provides a summary of the implementation of the City’s 2025 AMP. It identifies the need for the City to increase its annual funding by an additional levy increase of 1% annually from 2027 to 2030, and 3% annual increases thereafter to 2038 to reach the long-term funding objective. 4.0 Discussion: The purpose of this report is to provide Council with the City’s annual review of the asset management planning progress, as required under Section 9 of Ontario Regulation 588/17. The report summarizes the City’s recorded 2025 performance data, identifies areas where progress is being made, highlights areas requiring continued attention, and implementation barriers and response strategies. The findings are based on the City’s 2025 KPIs summary dashboard and post-AMP implementation monitoring work. 4.1 Data Governance KPIs and Calculation: • Data Maturity Index (DMI) Score: Measures completeness, accuracy, recency, and structure of asset data o Formula: Weighted DMI Score ▪ Road Corridor 88% ▪ Bridges & Culverts 79% ▪ Stormwater System 71% ▪ Buildings and Facilities 99% ▪ Parks 88% ▪ Other Infrastructure 65% Other Infrastructure includes Vehicles, Machinery & Equipment, Information Technology, Furniture & Fixtures, and Library Collection Materials. - 447 - FIN 08-26 June 8, 2026 Page 3 Analysis: The Data Maturity Index is an important corporate measure because reliable asset management depends on complete, accurate, current (recent), and well-structured data. Even though, the current levels of data maturity are good, staff should continue strengthening asset data governance, especially for condition, replacement cost, lifecycle assumptions, and project status data. While these are very high scores, it assumes that the parameters of Completeness, Accuracy, Timeliness, Uniqueness, Connectivity, and Source Reliability, all have the same weight. 4.2 Road Corridor KPIs and Calculation: • Pavement Condition Index (PCI): Average network condition o Formula: Weighted network PCI Pavement Condition Index or Physical Condition Index (PCI), a road with a higher PCI is in better health than a road with a lower PCI score • Percent of Roads in Poor/Worse Condition: Portion of roads below condition threshold o Formula: (Value of Poor Roads ÷ Total Roads) × 100 - 448 - FIN 08-26 June 8, 2026 Page 4 • Roads Backlog Value: Total unmet renewal needs o Formula: Sum of overdue renewal cost Analysis: The City has been actively working to implement the recommendations identified through the Road Needs Study while improving the accuracy, consistency, and completeness of road condition and lifecycle data, creating a more reliable foundation for future target setting, performance monitoring, and long-term investment planning. The road network remains below the desired PCI target of 70%, and the percentage of roads in poor or worse condition increased from 39.0% to 42.7%. Although, the reported backlog decreased significantly due to better data as a result of the updated Road Needs Study, the condition trend still shows pressure on the road network. This indicates that the City is improving it’s understanding and reporting of road needs, but sustained investment is still required. If road renewal is delayed, assets can move beyond cost-effective rehabilitation windows, increasing the likelihood of more expensive reconstruction. City Infrastructure and Operations staff maintain several comprehensive and detailed asset management databases, including GIS and spreadsheets, which catalog all active municipal - 449 - FIN 08-26 June 8, 2026 Page 5 infrastructure assets. Roads represent the largest portion of these assets. The data is updated as required throughout the year, with annual adjustments made to the PCI based on asset age and condition. In 2025, a Road Needs Study was initiated, providing the City with an effective planning tool to guide the rehabilitation of road assets over the next five to ten years. Cost estimates are updated annually, further supporting the budgeting and prioritization of rehabilitation and reconstruction projects. The Road Needs Study focuses primarily on developing a cost-effective maintenance strategy and does not fully account for the long-term infrastructure needs of the road network. Additional factors such as above-average traffic volumes, excessive precipitation and flooding events, and repeated freeze-thaw cycles can accelerate roadway deterioration. Delaying rehabilitation efforts or investigative work may ultimately result in significantly higher costs when more extensive repairs or reconstruction become necessary. As a substantial portion of the City’s road network continues to age, increased rehabilitation and reconstruction work will be required in certain neighbourhoods. In some cases, roads have exceeded the threshold for rehabilitation and now require full reconstruction, including storm sewer replacement. 4.3 Bridges and Culverts KPIs and Calculation: • Ontario Structure Inspection Manual (OSIM) Inspection Completion Rate: % of inspections completed per required OSIM cycle. o Formula: (# Completed ÷ Total Required) × 100 - 450 - FIN 08-26 June 8, 2026 Page 6 • % of Structures Meeting Bridge Condition Index (BCI) Threshold: Measures structural health against minimum acceptable condition (70) ○ Formula: (# ≥ Threshold ÷ Total Structures) × 100 • % of Recommended OSIM Repairs Completed: Tracks implementation of OSIM action items o Formula: (# Completed ÷ Total Recommendations) × 100 Analysis: The City is fully compliant with its OSIM inspection cycle, which is positive. However, only 53.8% of structures meet the BCI threshold of 70%, compared to a 75% target. In addition, - 451 - FIN 08-26 June 8, 2026 Page 7 only 25% of recommended OSIM repairs were completed. This means the City is identifying structural needs, but repair implementation is lagging. If repairs are deferred, conditions may decline and future rehabilitation costs may increase. City Infrastructure maintains strong data on OSIM-regulated structures, which are inspected every two years. In many cases, the cost of repairing aging infrastructure exceeds available budget, and limited construction timelines add further challenges. City Infrastructure is currently planning to repair at least three culverts this year and two more next year. The OSIM inspection will also be completed this year, and the updated data will help inform decisions on future structure repairs. 4.4 Stormwater System KPIs and Calculation: • % of Catch Basins Cleaned in Last 4 Years: Measures backlog and coverage of catch basin maintenance o Formula: (# Cleaned in 4 yrs ÷ Total Basins) × 100 • Annual System Flushing Compliance: Tracks completion of required annual system flushing in urban areas o Formula: (# Urban Segments Flushed ÷ Total Urban Segments) × 100 - 452 - FIN 08-26 June 8, 2026 Page 8 • % of Non-Structural Culverts Inspected: Tracks progress toward full culvert inspection coverage. Non-Structural Culverts are drainage conduits that do not support significant vehicle loads and are less than 3000mm in diameter or span o Formula: (# Inspected ÷ Total Culverts) × 100 • # of High-Risk Flooding Areas Addressed: Measures progress on resolving known flooding hotspots o Formula: Count - 453 - FIN 08-26 June 8, 2026 Page 9 Analysis: Stormwater maintenance compliance is strong. The City met or exceeded annual flushing targets in each recorded year and achieved 100% catch basin cleaning coverage over the four-year cycle. The main gap is non-structural culvert inspection coverage, which was 10.8% against a 20% target. This creates a data and risk visibility issue. Culverts with unknown conditions may represent hidden infrastructure risk. City Infrastructure has recently completed an inventory of non-OSIM structures between 1.2 m and 3.0 m and is now reviewing the data for inconsistencies. Culverts smaller than 1.2 m have also been inventoried; however, they have not yet been categorized by lifecycle stage because construction dates were difficult to confirm. City Infrastructure is moving toward digital field data collection for storm culvert maintenance and inspections. Non-OSIM structures between 1.2 m and 3.0 m will be inspected every two years, alternating with OSIM reporting years. Additional CCTV inspections and flushing of underground storm sewers are also planned to improve understanding of overall system condition. 4.5 Buildings & Facilities KPIs and Calculation: • Facilities Condition Index (FCI) – Facilities Older Than 5 Years: Measures the FCI specifically for buildings older than 5 years to avoid skewing data with new builds o Formula: (Deferred Maintenance for Facilities >5 yrs ÷ Replacement Cost of Facilities >5 yrs) × 100 - 454 - FIN 08-26 June 8, 2026 Page 10 A lower score represents that a building’s health is in good condition and requires minimal financial investment to fix • Facilities Energy Use Intensity: Tracks total energy use intensity attributed to municipal buildings o Formula: Total Energy Use / Size of Facilities • Facilities CO₂ Emissions Intensity: Tracks total greenhouse gas emissions intensity attributed to municipal buildings o Formula: Total CO₂ Emissions / Size of Facilities - 455 - FIN 08-26 June 8, 2026 Page 11 Analysis: The City’s facility condition improved from 0.260 to 0.252 between 2024 and 2025. This is a positive trend but remains above the 2030 target of 0.230. FCI value also increases automatically every year as new lifecycle requirements enter the 5-year forecast period. Continued reinvestment is required to manage and prevent deferred maintenance from growing beyond sustainable thresholds. Deferred facility renewals can create backlogs leading to higher operating costs, emergency repairs, accessibility issues, energy inefficiency, and service disruption. Facilities Management & Construction staff maintain a separate, extensive and detailed asset management database, which breaks down all existing City facilities into their component systems, including both buildings and site-related infrastructure. Initial efforts to populate this database began in 2016. It is now complete, updated regularly throughout each fiscal year, and linked to industry-leading construction cost estimating data that also updates annually. It informs all Capital Budget submissions and forecasts for facilities capital projects provided for Council’s consideration. Source data is also verified annually, through the budget process and staff reviews, then supplemented by a broader audit cycle undertaken every five years. The contents of this database are also fully synchronized with separate macro level systems used for Corporate-level asset management, tracking and analysis. While FCI is a valuable metric for gauging individual facilities’ short-to-medium term financial needs, it does not address their overall lifespans. Major generational life cycles are typically around 25 years. Beyond each cycle, operating costs and risks will increase. Deferring the required renewals further increases these costs and risks. Aging assets are the most significant challenge facing the City’s existing facilities inventory. Four major facilities represent over two thirds of the overall value of this portfolio: Chestnut Hill - 456 - FIN 08-26 June 8, 2026 Page 12 Developments Recreation Complex (built 1983), Pickering Civic Complex (built 1990), Operations Centre (built 2019), and Don Beer Arena (built 1970). Three of those are at, or beyond, their latest milestone lifecycle. They require long-term plans for their eventual revitalization, replacement and/or disposal. Both energy performance indicators are currently over their intended targets, which is common in an aging facility portfolio. There are often physical and practical limitations to the degree of improvement that can be achieved without extensive and expensive renovation. Energy performance has both financial and environmental implications. Higher energy intensity increases operating costs and may limit progress toward corporate climate objectives. The KPIs in this report have been set to conform with the objectives set out by the Council- approved Corporate Energy Management Plan (CEMP), including data collection and analysis to efficiently focus future capital investment. 4.6 Parks KPIs and Calculation: • Park Availability: Indicates total amount of accessible parking space relative to population o Formula: Total Park Area (m² or ha) ÷ Population (1,000) • % of Park Lighting Upgraded: Tracks progress in replacing older lighting with efficient modern systems o Formula: (# Upgraded Fixtures ÷ Total Fixtures) × 100 - 457 - FIN 08-26 June 8, 2026 Page 13 • Playgrounds Replaced Annually: Measures ongoing renewal of aging playground assets o Formula: Count of playground replacements completed • Playground Inspection Compliance: % of playgrounds inspected per required cycle. o Formula: (# Inspected ÷ Total Playgrounds) × 100 Analysis: Parks performance is generally strong. Inspection compliance is 100%, and the City has established a planned annual playground replacement program. Park availability is slightly below target, and lighting upgrades are progressing toward a planned 5% year-over-year increase. As population grows, park availability should continue to be monitored closely. Park availability per capita will be directly influenced by the state of the economy and the rate of development within the city. New blocks of land typically become available for park construction nearing the completion and assumption of a subdivision, as these plots of land act as the staging areas, material storage and top-soil pile sites throughout the construction period of a subdivision. When development slows down due to an economic downturn, the timing for delivery of parks is directly affected. In downtown locations, where intensification is occurring, large plots of land are not readily available for parks to offset the increase in population at the - 458 - FIN 08-26 June 8, 2026 Page 14 targeted rate. Pickering has a larger plot of land under its ownership in the north-west section of Seaton, dedicated to a future district park; however, its construction is not forecast until 2035, so shortfalls in the targeted amount of parkland per capita may also be experienced until its construction. The City replaces park pathways and sports field lights with more efficient LED fixtures as they reach their end of lifecycle, and not prior to that. There may be years when no fixture replacements are required if the remaining inventory of non-LED fixtures is still in good condition. Park lights are inspected annually as required by the Minimum Maintenance Standards to confirm that they are functioning, and replacement is determined based on the condition of the fixtures and poles. All lights reinstalled in existing parks and installed in new parks will include LED fixtures. The City has included, in its 10-year capital forecast, the replacement of three playgrounds per year. All playgrounds are inspected annually for CSA compliance. Based on the annual inspections, the City’s park inspector reviews the list of forecasted replacements and determines if the replacement priorities set are consistent with the current needs. This is based on the play structures’ physical condition, appearance, playability, and level of accessibility. Adjustments are made as necessary to the scheduling of replacements in the 10-year capital forecast prior to its annual approval. Three playgrounds were replaced in 2025: Lynn Heights Park, Bayshore Tot Lot, and Bonita Park. 4.7 Fleet KPIs and Calculation: • Lifecycle Replacement Compliance: 84% of fleet replaced on schedule o Formula: 16 Divided by 19 x 100 =84% (# Replaced on Time ÷ Total Replacements Due) × 100 - 459 - FIN 08-26 June 8, 2026 Page 15 • Fleet Capital Spend Variance: Tracks over or underspending o Formula: (Actual Spend − Budget) ÷ Budget Analysis: Fleet capital spending appears to be within the acceptable variance target. However, lifecycle replacement compliance is 84%, meaning some replacements are not occurring on schedule. Fleet deferral may increase maintenance costs, downtime, service disruption, and future replacement pressure. Fleet staff routinely inspect vehicles and equipment to ensure all municipal assets are properly maintained and operationally ready when needed. During mandatory annual and semi-annual - 460 - FIN 08-26 June 8, 2026 Page 16 inspections, technicians evaluate specific mechanical conditions to identify individual assets capable of operating beyond their typical lifecycle. Assets meeting the criteria for extension are managed through a dual-track optimization process, either by extending the life cycle for departmental use or by repurposing the asset within another branch of the City. Ontario's Municipal Buy Ontario Procurement Directive mandates a strict "Buy Canadian/Ontario" preference hierarchy for light-duty municipal fleet vehicles (under 4,500 kg) to strengthen domestic supply chains. Local governments must first prioritize vehicles manufactured in Ontario, followed by brands maintaining a significant provincial production footprint of at least 1,500 jobs, before they can seek global alternatives. Heavy duty emergency and transit vehicles are exempt from this strict hierarchy but require a domestic supply chain for contracts. Industry experts have predicted a capital budget increase of up to 10% due to narrowed competition in the light-duty vehicle class. While manufacturers have established assembly plants in Ontario, none of them are solely Canadian companies, making it hard to follow the strict guidelines set out by the procurement directive. 4.8 Fire KPIs and Calculation: • Self- Contained Breathing Apparatus (SCBA) Inspection Compliance: % of SCBA cylinders meeting inspection cycle o Formula: (# Inspected ÷ Total SCBA Units) × 100 • Response Time (Granular): Average response time by call type o Formula: Mean response time - 461 - FIN 08-26 June 8, 2026 Page 17 • Fire Apparatus Lifecycle Compliance: Tracks age vs National Fire Protection Association (NFPA) lifecycle standards for fire vehicles o Formula: (# Compliant ÷ Total Apparatus) × 100 • % of Fire Equipment Inspected: Compliance with inspection/safety standards for all fire equipment - 462 - FIN 08-26 June 8, 2026 Page 18 o Formula: (# Inspected ÷ Total Equipment) × 100 Analysis: Fire Services asset performance is strong overall. Apparatus lifecycle compliance is 100%, and most equipment categories achieved full inspection compliance. Fire hose compliance is slightly below target at 95%. Response times were considered acceptable from an NFPA standard standpoint. Fire Services does not have any data limitations affecting AMP implementation. Fire Services maintains a database for SCBA Cylinders. The cylinders have a 15-year life- cycle and a five-year inspection cycle. There were no inspections due in 2025. Fire Services works with City Infrastructure to annually review the Fire Apparatus Lifecycle and the City complied for 2025. The procurement process for fire apparatus is a challenge across the industry due to lengthy delivery times from the date of purchase. Prioritizing the procurement process for fire apparatus to start at the beginning of the year will improve the final delivery date. - 463 - FIN 08-26 June 8, 2026 Page 19 Fire Services works with City Infrastructure to ensure annual testing and inspection is completed by third party vendors for ground ladders, aerial ladder devices, and fire pumps. This process has been in place for several years and has proven to be very effective, no system improvements required. Fire Services works with City Infrastructure to ensure Rescue Saws are inspected and maintained regularly throughout each year. This process has been in place for several years and has proven to be very effective, no system improvements required. Fire Services maintains a Fire Hose database. Annual inspection and testing in 2025 were 95%. The City has implemented a new internal process to improve annual inspection and testing with the goal to achieving 100%. Fire Services maintains a database for Specialized Rope, Water, and Ice Rescue Equipment. This equipment is inspected annually and after each use. Fire Services are planning to implement a new internal process to improve inspections. Results of the inspections will be included in Citywide, where applicable, for the purpose of updating conditions, estimated useful life, replacement date and for budgeting. 4.9 Growth KPIs and Calculation: • Intensification Target Achievement: Progress toward the 30-year intensification goal provided in Envision Durham. o Formula: (# Units Delivered ÷ Target) × 100. o Intensification Assumptions: a. Intensification means development of a property, site or area at a higher density than currently exists through: i. redevelopment, including the reuse of brownfield sites; ii. the development of vacant and/or underutilized lots within previously developed areas; iii. infill development; iv. additional residential units; and v. the expansion or conversion, including adaptive reuse, of existing buildings. b. For the purpose of this KPI, intensification is measured within the delineated built-up area (South Pickering Urban Area). Only occupied units and registered additional dwelling units within the South Pickering Urban Area are included in the calculation. - 464 - FIN 08-26 June 8, 2026 Page 20 • Annual Intensification Target Achievement: Progress towards annual intensification target of 40% intensification rate o Formula: (# Occupied Units in 2025 ÷ Net Occupied Units in 2025) x 100 • Occupancy Rate by Area: City-wide residential growth performance o Formula: (# Newly Occupied Units in 2025 ÷ Total Units) × 100 - 465 - FIN 08-26 June 8, 2026 Page 21 Analysis: Growth-related infrastructure demand remains significant. The majority of growth in 2025 occurred within the Duffin Heights, City Centre, and the Seaton Urban Area, which is consistent with the planned intensification areas and greenfield development areas in the Official Plan. Through Envision Durham, the Region of Durham has allocated an intensification target of 21,790 unit to Pickering by 2051, representing a 40% intensification rate. On an annual basis, - 466 - FIN 08-26 June 8, 2026 Page 22 a minimum of 40% of all new residential units within the City should be constructed within the delineated built-up area (South Pickering Urban Area). The City achieved 39.5% of its residential growth through intensification in 2025, which is generally still in line with the intensification target. Occupancy rates measure the proportion of new occupied units in relations to existing units within a given area. The graphs indicate the highest proportion of residential growth within the Seaton Urban Area, compared to the rest of the City. As the City continues to grow, it creates additional demands and pressure on roads, parks, facilities, stormwater, fire services, and other municipal assets. Asset management implementation must continue to align growth planning with infrastructure capacity, lifecycle costs, and funding requirements. 4.10 Climate Resilience KPIs and Calculation: • % of Natural Assets Restored or Enhanced: Evaluates progress on climate resilience actions related to ecosystems and canopy cover (e.g., trees, naturalization, shoreline) o Formula: (# Naturalization / Restoration Projects Completed ÷ Total Planned) × 100 • # of Cooling Centre Days: Evaluates the City’s operational response to heat-related service needs and climate resilience. Analysis: The City achieved 100% completion for planned natural asset restoration or enhancement projects in 2025. This is a positive result and supports climate resilience, ecosystem function, and natural infrastructure objectives. In addition, cooling centres were activated for 22 days in 2025, demonstrating the City’s operational response to extreme heat events and its continued commitment to protecting community well-being during climate-related service pressures. Data limitations affecting the implementation and reporting of natural asset restoration within the AMP are as follows: - 467 - FIN 08-26 June 8, 2026 Page 23 • A comprehensive natural asset inventory is not currently in place, limiting the availability of baseline data on the extent, condition, and value of assets such as trees, wetlands, and shorelines. • There is no standardized definition of “naturalization” or “restoration” projects across departments, which can affect reporting consistency. • This indicator is based on naturalization projects and community tree planting initiatives; boulevard tree plantings are not included, which may limit the completeness of canopy- related progress. • This indicator tracks project completion only and does not capture longer-term ecological outcomes. Consequently, it reflects implementation progress rather than overall ecological condition or performance. In consideration of these data limitations, staff will implement targeted data governance improvements to support more consistent reporting of natural asset restoration initiatives, in alignment with the City’s update to the 2012 Urban Forest Study. This includes applying more consistent definitions for naturalization and restoration projects, improving data coordination across departments, and maintaining a centralized approach to tracking project completion. Internal reviews will be undertaken to support data quality, with updates aligned to regular AMP reporting cycles. 4.11 Financial Strategy KPIs and Calculation: • Budget Utilization: Measures how budget has been utilized or committed from the total available budget o Formula: ((Actual Spend Projects + Commitments) ÷ Total Budget Available) × 100 - 468 - FIN 08-26 June 8, 2026 Page 24 Others include items such as fencing and security cameras. • % of Projects Not Initiated Yet: Measures the projects that have not yet been initiated (zero spending). o Formula: (Value of Projects with Zero Spending ÷ Total Budget Available) × 100 - 469 - FIN 08-26 June 8, 2026 Page 25 • % of Projects with No Activity for 12+ Months: Measures delays by identifying capital projects that have not progressed in over a year. o Formula: (Value Projects with No Activity > 12 Months ÷ Total Budget Available) × 100 - 470 - FIN 08-26 June 8, 2026 Page 26 Analysis: Capital planning performance shows mixed results. Renewal projects show strong budget utilization at 84.5%, which is positive because renewal investment directly supports backlog reduction and risk mitigation. Growth projects show lower budget utilization of 44.9% and a high proportion of projects with no spending at 34.3%. This may reflect project timing, approvals, development dependency, design delays, procurement constraints, or capacity limitations. Renewal also has the highest percentage of projects with prior spending but no activity in 2025 at 5.3%, which is a result of many projects being put on hold in 2025 due to the introduction of US tariffs. - 471 - FIN 08-26 June 8, 2026 Page 27 The graph compares two approaches to funding the infrastructure need through property taxation: • Scenario 1 reflects the recommendation in the previous year’s AMP, with a consistent 2.8% annual tax increase through 2035. At that point, taxation levels stabilize once the estimated funding target of approximately $136.8 million is reached. • Scenario 2 presents a phased alternative, with no increase in 2026.The AMP investment was paused for 2026 to reflect the need to balance property tax increases within the context of the current economic challenges. For the years from 2027 to 2030, a 1.0% increase is proposed and 3% annual increases thereafter to 2038. While this approach delays the timeline, it ultimately reaches the same long-term funding objective. The horizontal target line represents the estimated taxation level required to fully address the current infrastructure funding need. Delaying tax increases does not eliminate the infrastructure need. It does push the cost into future years while assets continue to deteriorate. This increases the risk of: • larger renewal backlogs; • higher future construction costs; • more assets moving from rehabilitation to full replacement; • service level decline; • emergency repairs; and • greater future tax pressure. - 472 - FIN 08-26 June 8, 2026 Page 28 Historically, the development of the annual capital budget was based on an approach that considered asset management requirements and capital budget project requests (public feedback and/or “wants.”). Starting with the 2027 Capital Budget, City staff will be using the AMP as the foundation and/or building block for the annual capital and multi-year capital budget forecast. Ideally, both capital and operating budgets should be informed by the AMP, as it identifies the municipality’s infrastructure needs. There will still be public consultation phase with the Capital Budget, however, it will be anchored more with analysis and priority spending to support the investments required that translate, in the long run, the best “bang” for the property tax dollar. It is recognized that sometimes municipalities often face pressure to address urgent, immediate issues, which can lead to the deferral of long-term maintenance and asset renewal, even when the future financial consequences are well understood. During the next term, continued economic uncertainty could create a limited funding scenario, which could put pressure on the City to prioritize short-term operating pressures over capital rehabilitation projects and contributing to growing infrastructure deficits over time. 4.12 Overall Annual Review Based on the 2025 KPI results, the City is making measurable progress in implementing its AMP. The City has established a broad performance monitoring framework, created baseline measures, improved visibility into asset condition and service performance, and strengthened the connection between infrastructure data and capital planning. However, the annual review also shows that several service areas remain below target, including roads, structures, culvert inspections, facility condition, fleet lifecycle replacement, and energy performance. The most significant implementation risk is financial. If the City delays the recommended AMP funding increases, the infrastructure funding target is reached later, and the City becomes more exposed to backlog growth, accelerated deterioration, and higher future renewal costs. Prepared By: Blaine Attwood, Supervisor, Capital Assets Prepared By: Jesse Barker, Senior Coordinator, Asset Management Prepared By: Jason Bekramchand, Senior Budget & Financial Analyst Prepared By: Ziya Cao, Planner II Prepared By: Matt Currer, Manager, Fleet & Roads Operations Prepared By: Melanie Edmond, Coordinator, Sustainability Prepared By: Dean Jacobs, Manager, Policy & Geomatics - 473 - FIN 08-26 June 8, 2026 Page 29 Prepared By: Raghu Kumar, Senior Financial Analyst – Development Charges & Capital Management Prepared By: Irina Marouchko, Manager, Water Resources Prepared By: Arnold Mostert, Manager, Landscape & Parks Development Prepared By: Vince Plouffe, Division Head, Facilities Management & Construction Prepared By: Julie Robertson, Senior Financial Analyst – Asset Management Coordinator Prepared By: Jason Yoshida, Deputy Fire Chief Approved/Endorsed By: Stan Karwowski, Director, Finance & Treasurer Approved/Endorsed By: Kyle Bentley, Director, City Development & CBO Approved/Endorsed By: Stephen Boyd, Fire Chief Approved/Endorsed By: Laura Gibbs, Director, Community Services Approved/Endorsed By: Kevin Heathcote, Director, City Infrastructure Approved/Endorsed By: Richard Holborn, Director, Engineering Services SK:jsr Recommended for the consideration of Pickering City Council By: Marisa Carpino, M.A. Chief Administrative Officer - 474 - Report to Executive Committee Report Number: PLN 11-26 Date: June 8, 2026 From: Kyle Bentley Director, City Development & CBO Subject: Pickering Islamic Centre License Agreement Overflow Parking at Brock Ridge Community Park File: S 05/98 (R24) Recommendation: 1. That Report PLN 11-26 regarding the Pickering Islamic Centre License Agreement be received; 2. That the Mayor and City Clerk be authorized to execute the Pickering Islamic Centre License Agreement for a five-year term, commencing July 1, 2026, and ending June 30, 2031, with Pickering Islamic Centre for the non-exclusive use of 10 parking spaces at Brock Ridge Community Park for overflow parking, set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, City Development & CBO and the Director, Corporate Services & City Solicitor; and, 3. That the appropriate officials of the City of Pickering be authorized to take the actions necessary to implement the recommendations in this report. 1.0 Executive Summary: The purpose of this report is to seek approval for a five-year license agreement with the Pickering Islamic Centre (PIC) for the non-exclusive use of 10 parking spaces at Brock Ridge Community Park. The agreement is required to satisfy Zoning By-law requirements for overflow parking for PIC’s lands at 2065 and 2071 Brock Road (see Air Photo Map, Attachment 2). The Zoning By-law requires a total of 116 parking spaces for the site, including 25 overflow parking spaces, which can be provided either on-site or on another lot, where a legal easement or agreement exists. PIC proposes to provide 106 on-site parking spaces, resulting in a deficiency of 10 spaces. - 475 - PLN 11-26 June 8, 2026 Page 2 Staff have identified the parking lot at Brock Ridge Community Park as a suitable location to accommodate the required overflow parking, as it has available capacity during weekday daytime hours. The proposed license agreement will permit PIC to use 10 parking spaces on a non-exclusive basis from Monday to Friday between 8:30 am and 3:30 pm for a five-year term. The spaces will remain available for public use at all times, and PIC’s use will be limited to short-term parking only. The arrangement is not anticipated to impact park operations or public access. Staff recommend that the Pickering Islamic Centre Draft License Agreement, set out in Attachment 1 to this report, be entered into with the Pickering Islamic Centre for a term commencing July 1, 2026, and ending June 30, 2031. 2.0 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Strengthen Existing & Build New Partnerships. 3.0 Financial Implications: Pickering Islamic Centre will pay the City of Pickering a nominal license fee of $100.00 for the full five-year term, payable prior to execution of the agreement. 4.0 Discussion: The purpose of this report is to seek approval for a five-year license agreement with the Pickering Islamic Centre for the non-exclusive use of 10 parking spaces at Brock Ridge Community Park to satisfy Zoning By-law requirements. 4.1 The Pickering Islamic Centre site has a parking deficiency of ten spaces In 2024, the PIC submitted a Site Plan Amendment application for its lands at 2065 and 2071 Brock Road (see Air Photo Map, Attachment 2). The application proposes a reconfigured parking layout on the northerly parcel, as well as the installation of a temporary portable containing four classrooms to serve the existing private school operating within the mosque. The submitted site plan illustrates a total of 106 spaces on the subject lands (see Submitted Site Plan, Attachment 3). In accordance with the Zoning By-law, a total of 91 parking spaces is required to support the place of worship and private school. In addition, a site-specific provision requires 25 overflow parking spaces to be provided either on the site or on another lot, where a legal easement or agreement exists. This results in a total parking requirement of 116 spaces. - 476 - PLN 11-26 June 8, 2026 Page 3 As 106 parking spaces are proposed on-site, there is a deficiency of 10 spaces. Accordingly, PIC is required to secure these spaces on a separate lot through a legal agreement. 4.2 Brock Ridge Community Park can accommodate the required overflow parking The parking lot at Brock Ridge Community Park, located at 2030 Brock Road across the street from the Pickering Islamic Centre lands, has available capacity, particularly during daytime weekday hours. This availability aligns with the operational needs of the mosque, with peak demand occurring during Friday afternoon prayers. Accordingly, it is recommended that the City enter into a five-year license agreement with PIC for the use of 10 parking spaces at Brock Ridge Community Park for overflow parking, for the term of July 1, 2026, to June 30, 2031. This arrangement makes use of existing underutilized parking capacity in close proximity to the PIC lands and allows PIC to satisfy zoning requirements without the need for new infrastructure. The 10 parking spaces will be made available for PIC’s use on a non-exclusive basis from Monday to Friday between 8:30 am and 3:30 pm. The spaces will remain available for general public use at all times. PIC’s use of the spaces during the permitted hours will be limited to short-term parking only, and long-term parking or storage will not be permitted at any time. The proposed arrangement is not anticipated to impact regular park operations or public access to Brock Ridge Community Park. 4.3 Conditions of the License Agreement PIC has reviewed the draft license agreement (see Pickering Islamic Centre Draft License Agreement, Attachment 1) and concurs with the conditions of the agreement. The agreement includes provisions related to insurance, indemnification, and maintenance. As outlined in the agreement, PIC acknowledges that upon expiry of the term, or if the City terminates the agreement prior to its expiry, the site will no longer meet Zoning By-law requirements for parking. PIC further acknowledges and agrees that it will be required to immediately make alternative parking arrangements to achieve compliance, failing which the City may take appropriate action to enforce all applicable By-laws. City staff will monitor compliance with the terms of the license agreement, including permitted hours and duration of parking. Upon expiry of the five-year term, the City and PIC may revisit the arrangement to determine whether there is mutual interest in renewing the agreement. 4.4 Staff recommend approval of the license agreement with PIC Staff recommend that the Draft License Agreement, set out in Attachment 1 to this report, be entered into with the PIC to permit the non-exclusive use of 10 parking spaces at Brock Ridge - 477 - PLN 11-26 June 8, 2026 Page 4 Community Park for overflow parking, for a five-year term commencing July 1, 2026, and ending June 30, 2031. Attachments: 1. Pickering Islamic Centre Draft License Agreement 2. Air Photo Map 3. Submitted Site Plan Prepared By: Isabel Lima, Principal Planner, Development Review Prepared By: Nilesh Surti, Division Head, Development Review & Urban Design Approved/Endorsed By: Catherine Rose, Chief Planner Approved/Endorsed By: Kyle Bentley, Director, City Development & CBO IL:ld Recommended for the consideration of Pickering City Council By: Marisa Carpino, M.A. Chief Administrative Officer - 478 - Attachment 1 to Report PLN 11-26 Licence Agreement This Licence Agreement is made as of the 1st day of July, 2026 Between: The Corporation of the City of Pickering (the "City" or “Licensor”) -and - Pickering Islamic Centre ("PIC" or “the Licensee”) Recitals: 1.Whereas the Corporation of the City of Pickering (hereinafter referred to as “the City” or “the Licensor”) owns the park known as Brock Ridge Community Park located at 2030 Brock Road, Pickering; and 2.Whereas the Pickering Islamic Centre (hereinafter referred to as “PIC” or “the Licensee”) owns the Mosque located at 2065 and 2071 Brock Road, Pickering; and 3.Whereas PIC requires additional parking spaces in order to comply with and satisfy the requirements of all of the applicable City of Pickering By-laws; 4.Whereas the current parking being provided at Brock Ridge Community Park has some underutilized capacity; and 5.Whereas the City is agreeable to providing PIC with a licence on the following terms and conditions to utilize ten (10) identified parking spots at Brock Ridge Community Park; The City and PIC hereby agree as follows: Definitions 6.In this Agreement, (a)"Commencement Date" means July 1st, 2026; (b)"Licenced Premises" means the ten (10) parking spots within the Brock Ridge Community Park parking lot located at 2030 Brock Road, Pickering, Ontario, as shown on Schedule "A" attached hereto; (c)"Licence Fee" means the fee payable pursuant to Section 21; and - 479 - 2 (d) "Term" means the term of this Licence Agreement as set out in Section 17. Headings 7. The division of this Agreement into articles, sections, subsections and schedules and the insertion of headings are for convenience of reference only and shall not affect the construction or interpretation of this Agreement. Severability 8. All of the provisions of this Agreement are to be construed as covenants even where not expressed as such. If any such provision is held to be or rendered invalid, unenforceable or illegal, then it shall be considered separate and severable from this Agreement and the remaining provisions of this Agreement shall remain in force. Governing Law 9. This Agreement shall be governed by and interpreted and enforced in accordance with the laws in force in the Province of Ontario. Entire Agreement 10. This Agreement constitutes the entire agreement between the parties concerning the Premises and may only be amended or supplemented by an agreement in writing signed by both parties. Grant of Licence 11. (a) In consideration of the performance by PIC of its obligations under this Agreement, the City grants permission to PIC to use the licenced premises during the Term on a non-exclusive basis for the purpose of supplementing the parking capacity of the Mosque located at 2065 and 2017 Brock Road, Pickering. PIC acknowledges its licence and right to use the licenced premises is non- exclusive. (b) PIC acknowledges that this agreement does not create an interest in the licenced premises nor does PIC claim any past or present interest, howsoever arising, as a result of or connected in any way with the use of the licenced premises. (c) The licence granted herein is only for the duration of this agreement and only for the purposes and uses stated herein. No other purposes or use shall be permitted without prior written approval from the Director, Community Services. (d) Non-Compliance: PIC acknowledges that but for this licence agreement it would be in a state of non-compliance with the parking requirements of the City of Pickering’s Zoning By-law. Furthermore, PIC acknowledges that at the expiry of the term of this agreement, or in the event that the City terminates this agreement before the end of the term, it will be in a state of non -compliance and - 480 - 3 will be in violation of the Zoning By-law and further acknowledges, agrees, and accepts it will have to forthwith make alternative parking arrangements and bring itself into compliance failing which the City will take the appropriate legal action to enforce all applicable By-laws. PIC’s Use of Premises 12. The Premises shall be used only for “active parking” (not long-term parking or storage) in conjunction with functions taking place at the Mosque, at PIC’s expense and for no other purpose. PIC may use the Licensed premises only on Monday to Friday (weekdays) between the hours of 8:30 am to 3:30 pm. Nuisance 13. PIC shall not carry on any activities, or permit the carrying on, or do or suffer any act or thing that constitutes a nuisance or which, directly or indirectly, is offensive or an annoyance to the City or other users of Brock Ridge Community Park. City Use of Premises 14. It is acknowledged that if the City determines that PIC for whatever reason is not actively using the Licenced Premises, then this agreement shall be considered to be terminated and the City shall provide a Notice of Termination and shall then be free to use the Licenced Premises for its own purposes. PIC shall not be entitled to receive any rental fees, or any other type of remuneration associated with the use of the Licenced Premises by the City or any other party. Assignment 15. PIC shall not assign this Licence without the prior written consent of the City which may be withheld and refused in the City’s sole discretion. Licences 16. PIC may not grant a licence or permission to any other party to use the Licenced Premises. Term 17. The term of this Licence shall be five (5) years from the Commencement Date to June 30, 2031. 18. The City may terminate this Licence at any time for any reason provided it has given PIC one (1) month prior notice in writing. If urgent circumstances or unforeseen events require the City to terminate this licence the City may do so on providing seven (7) days’ notice to PIC. 19. PIC may terminate this Licence at any time for any reason provided it has given the City one (1) months prior notice in writing. - 481 - 4 Following Expiration 20. If PIC continues to use the Premises after the expiry of the licence, there shall be no tacit renewal of this Agreement or the Term, notwithstanding statutory provisions or any legal presumption to the contrary, and PIC shall be deemed to be trespassing. Licence Fee 21. PIC shall pay to the City as a licence fee for the entire Term in lawful money of Canada the sum of One Hundred Dollars ($100.00) Maintenance, Repairs and Alterations of the Licenced Premises 22. PIC shall maintain and operate the Premises so that they shall always be of good appearance, tidy, clean, safe and suitable for the proper operation of the Premises. 23. PIC shall be responsible for any damages or costs incurred due to the misuse or negligence of PIC, its employees, invitees, members, servants, agents, or others under its control and PIC shall pay to the City on demand the expense of any repairs including the City's reasonable administration charge necessitated by such negligence or misuse. 24. PIC shall immediately notify the City of any unsafe conditions on the Premises. Alterations/Improvements to Premises 25. PIC shall not make any alterations or improvements to the Premises. PIC's Insurance 26. PIC, at its sole cost and expense, shall take out and maintain, (a) commercial general liability insurance pertaining to PIC's liability to others in respect of injury, death or damage to property occurring upon, in or about the Licenced Premises. Such insurance to be of an amount which is reasonable and sufficient having regard to the scope of the risk and the current practice of prudent owners or licencees of similar premises for the carrying on of similar activities or purposes but in any event in an amount not less than two million dollars ($2,000,000.00) for claims arising out of one occurrence. Such policy shall also name the City as an additional named insured and may not be cancelled unless prior notice by registered letter has been given to the City by the insurer 30 days in advance of the expiry date. 27. Prior to the Commencement Date, PIC shall file with the City a Certificate of Insurance in a form satisfactory to the City Treasurer, verifying that the commercial general liability insurance policy is in effect and setting out the essential terms and conditions of the insurance. - 482 - 5 28. The provision of the insurance policy required by this section shall not relieve PIC from liability for claims not covered by the policy or which exceed its limits, if any, for which PIC may be held responsible. Insurance Risks 29. PIC shall not do, omit to do, or permit to be done or omitted to be done upon the Licenced Premises anything that may contravene or be prohibited by any of the City's insurance policies in force from time to time covering or relevant to any part of the Premises or which would prevent the City from procuring its policies with companies acceptable to the City. Damage caused to the parking lot, resulting in the increase of premiums shall be the sole responsibility of PIC and payable to the City. Indemnification 30. PIC shall indemnify and save harmless the City from and against any and all actions, losses, damages, claims, costs and expenses (including solicitors' fees on a solicitor and client basis) to which the City shall or may become liable by reason of any breach, violation or non-performance by PIC of any covenant, term or provision of this Licence agreement or by reason of any damage, injury or death occasioned to or suffered by any person or persons including the City, as the case may be, or any property, as a result directly or indirectly of PIC’s use of the licenced premises or by reason of any wrongful act, neglect or default on the part of PIC or any of those persons for whom it is in law responsible. City's Right to Remedy Default 31. In addition to all other remedies the City may have under this Agreement and in law, if PIC is in default of any of its obligations under this Agreement, and such default has continued for a period of five (5) days after receipt of notice by PIC (or such longer period as may be reasonably required in the circumstances to cure such default, except in an emergency where the City will not be required to give notice), the City, without prejudice to any other rights which it may have with respect to such default, may remedy such default and PIC shall be responsible for all such costs. In addition, if the Licensee fails to remedy any default or breach within five (5) days of being notified of the default or breach the City may then immediately terminate this agreement. Waiver 32. No condoning, excusing or overlooking by the City of any default, breach or non- observance by PIC at any time or times in respect of any covenant, obligation under this Agreement shall operate as a waiver of the City's rights hereunder in respect of any continuing or subsequent default, breach or non -observance, or so as to defeat or affect in any way the rights of the City in respect of any such continuing or subsequent default or breach, and no waiver shall be inferred from or implied by anything done or omitted by PIC save only an express waiver in writing. - 483 - 6 Quiet Enjoyment 33. The City shall permit PIC to peaceably use and enjoy the Premises during the Term without any interference from the City, or any person lawfully claiming by, from or under the City provided PIC is not in default and only to the extent and limits of the rights conveyed by this licence. Right of Entry 34. PIC agrees to permit the City and authorized representatives of the City to enter the Licenced Premises as the City deems necessary, including for the purpose of inspecting and maintaining the premises. In the event the City is required to clear the parking lot for snow clearing or removal, the City reserves the right to tow and remove any vehicles from the parking lot as necessary and without notice at the 100% cost of the owner and or PIC, including all towing and storage related costs. Signs 35. PIC may only erect signs on the Premises with the City's prior approval. All such signs shall be removed from the Premises at the end of the Term. Compliance with Laws 36. PIC, at its sole cost and expense, shall comply with all legal requirements (including statutes, laws, by-laws, regulations, ordinances, orders, rules and regulations of every governmental authority having jurisdiction) that relate to the use of the Premises by PIC. Notice 37. Any notice required to be given by the City to PIC under this Agreement shall be in writing and shall be delivered to or such other address of which PIC has notified the City in writing, and any such notice delivered shall be deemed good and sufficient notice under the terms of this Agreement. Contact: Email: Address: 38. Any notice required to be given by PIC to the City under this Agreement shall be in writing and shall be delivered to The Corporation of the City of Pickering, Pickering Civic Complex, One The Esplanade, Pickering, Ontario (Attention: City Clerk) or such other address of which the City has notified PIC in writing, and any such notice delivered shall be deemed good and suffcient notice under the terms of this Agreement. Schedules 39. Schedule "A", attached hereto forms part of this Agreement. - 484 - 7 In Witness Whereof the parties have executed this Licence Agreement. The Corporation of the City of Pickering Kevin Ashe, Mayor Susan Cassel, City Clerk - 485 - 8 Pickering Islamic Centre ___________________________________ Mohammed Rahim, President (I have the authority to bind the Corporation) - 486 - Schedule "A" - 487 - Attachment 2 to Report PLN 11-26 04Jo/ Air Photo Map Municipal Address:2030, 2065 & 2071 Brock RoadPlCKERlNG City Development © The Corporation of the City of Pickering Produced (in part) under license from: Date: May. 04, 2026 © King's Printer, Ontario Ministry of Natural Resources. All rights reserved.,© His Majesty the King in Department Right of Canada, Department of Natural Resources. All rights reserved.;© Teranet Enterprises Inc. and its SCALE: 1:2,000 I suppliers. All rights reserved.,© Municipal Property Assessment Corporation and its suppliers. All rights reserved. THIS ISNOTAPLANOF SURVEY. - 488 - Attachment 3 to Report PLN 11-26 Submitted Site Plan File: S 05/98 (R24) Applicant: Pickering Islamic Centre Municipal Addresses: 2065 and 2071 Brock Road CONTACT THE CITY OF PICKERING CITY DEVELOPMENT DEPARTMENT FOR DIGITAL COPIES OF THIS PLAN.Date: April 30, 2026 - 489 -