HomeMy WebLinkAboutOctober 4, 2021
Executive Committee
Meeting Agenda
October 4, 2021
Electronic Meeting – 2:00 pm
Chair: Councillor Cumming
Due to COVID-19 and the Premier’s Emergency Orders to limit gatherings and maintain
physical distancing, the City of Pickering continues to hold electronic Council and
Committee Meetings.
Members of the public may observe the meeting proceedings by viewing the livestream.
A recording of the meeting will also be available on the City’s website following the
meeting.
Page
1. Roll Call
2. Disclosure of Interest
3. Delegations
Due to COVID-19 and the Premier’s Emergency Orders to limit gatherings and maintain
physical distancing, members of the public looking to provide a verbal delegation to
Members of the Executive Committee, may do so via audio connection into the electronic
meeting. To register as a delegate, visit www.pickering.ca/delegation, and complete the
on-line delegation form or email clerks@pickering.ca. Persons who wish to speak to an
item that is on the agenda must register by 12:00 noon on the last business day before
the meeting. All delegations for items not listed on the agenda shall register ten (10) days
prior to the meeting date.
The list of delegates who have registered to speak will be called upon one by one by the
Chair and invited to join the meeting via audio connection. A maximum of 10 minutes
shall be allotted for each delegation. Please ensure you provide the phone number that
you wish to be contacted on.
Please be advised that your name and address will appear in the public record and will
be posted on the City’s website as part of the meeting minutes.
4. Matters for Consideration
4.1 Director, Community Services , Report CS 18-21
City of Pickering Volunteer Program Update
-2020/2021 Activities
Recommendation:
For information related to accessibility requirements please contact:
Committee Coordinator
905.420.4611
clerks@pickering.ca
1
1. That Report CS 18-21, regarding the City of Pickering Volunteer
Program Update, be received for information; and,
2. That the appropriate officials of the City of Pickering be authorized
to take the necessary actions as indicated in this report.
4.2 Director, Community Services , Report CS 31-21 6
2022 Community Festivals and Events
- Approval of 2022 Events in Esplanade Park
Recommendation:
1. That Council authorize staff to issue a park permit for the use of
Esplanade P ark by Carea Community Health Centre on Tuesday,
June 21, 2022 for National Indigenous Peoples Day, on terms and
conditions satisfactory to Director, Community Services and Chief
Administrative Officer;
2. That Council authorize staff to issue a park permit for the use of
Esplanade P ark by Frederica Black Events on Saturday, July 16,
2022 for Brew & BBQ Fest on terms and conditions satisfactory to
Director, Community Services and Chief Administrative Officer;
3. That Council authorize staff to issue a park permit for the use of
Esplanade P ark by Canadian Food Truck Festivals from Friday,
August 5 to Sunday, August 7, 2022 (inclusive) for Pickering Food
Truck Festival, on terms and conditions satisfactory to Director,
Community Services and Chief Administrative Officer;
4. That Council authorize staff to issue a park permit for the use of
Esplanade P ark by Indo-Canadian Cultural Association of Durham
Inc. on Saturday, August 14, 2022 for Festival of India’s Heritage,
on terms and conditions satisfactory to Director, Community
Services and Chief Administrative Officer; and,
5. That the appropriate officials of the City of Pickering be authorized
to take the necessary actions as indicated in this report.
4.3 Director, Human Resources, Report HUR 05-21 10
Recovery Plan - Post Pandemic Service Delivery Model
Executive Committee
Meeting Agenda
October 4, 2021
Electronic Meeting – 2:00 pm
Chair: Councillor Cumming
For information related to accessibility requirements please contact:
Committee Coordinator
905.420.4611
clerks@pickering.ca
Executive Committee
Meeting Agenda
October 4, 2021
Electronic Meeting – 2:00 pm
Chair: Councillor Cumming
Recommendation:
That Report HUR 05-21, regarding the City’s Recovery Plan – Post
Pandemic Service Delivery Model, be received for information.
5. Other Business
6. Adjournment
For information related to accessibility requirements please contact:
Committee Coordinator
905.420.4611
clerks@pickering.ca
Report to
Executive Committee
Report Number: CS 18-21
Date: October 4, 2021
From: Sarah Douglas-Murray
Director, Community Services
Subject: City of Pickering Volunteer Program Update
-2020/2021 Activities
-File: A-1440
Recommendation:
1. That Report CS 18-21, regarding the City of Pickering Volunteer Program Update, be
received for information; and,
2. That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
Executive Summary: On September 23, 2019, as per Council Resolution #131/19, the
City’s first Volunteer Policy (CUL 080) was approved to establish rules and guidelines
governing the recruitment, training, retention, management and recognition of volunteers. The
Policy ensures that volunteers have work that is safe, significant, fulfilling and appreciated. The
City of Pickering relies on the unpaid work, talent and skills of volunteers and values their
contributions.
In February 2020, the Volunteer Procedure (CUL 080-001) was approved. The procedure
requires that the Coordinator, Cultural Services report on City volunteerism with
recommendations, highlights, opportunities, and risks (CUL 080 -001; Section 02.02).
Therefore, this report provides Council with an update on volunteer activities from January
2020 through August 2021 and serves to form the basis for volunteer program improvements
in the coming year; thus meeting the requirements outlined in the Volunteer Procedure.
To maximize the benefits and operation of the City volunteer program, City staff from
departments across the corporation meet quarterly. Staff work together to make
recommendations for program innovation and change, share ideas towards the development
of volunteer opportunities and recognition, and consider municipal best practice when
developing tools and resources to manage the program. The City actively encourages
participation by its residents in order to make our City a better place for all to live, work, and
play. Volunteers are traditionally used in a number of City departments: programs, events,
aquatics, animal services, sustainability, and at Pickering Museum Village. In 2020/2021, City
volunteer opportunities have been limited due to the nature of the restrictions surrounding
COVID-19.
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CS 18-21 October 4, 2021
Subject: City Volunteer Program Update Page 2
Financial Implications: There is no financial impact resulting from the adoption of the
recommendations in this report.
Discussion: Volunteerism plays a vital role in the development of healthy, sustainable
communities. Volunteerism is a requirement for all secondary school students and is often
considered a priority of older adults. The development of skilled volunteers benefit s both the
corporation and the community.
The City has designated staff resources to lead the development and management of
corporate volunteer activities. This Volunteer Committee is comprised of the following staff:
Jesse St Amant Team Lead - Cultural Services
Karen Hemmingway Pickering Museum Village
Lindsey Narraway Animal Services
Jordan Cahill Recreation Services
Karen Coleman Aquatics
Kristy Gagen Sustainability
Devin Poole Culture & Recreation
Soula Christou Human Resources
Milena Uzelak Information Technology
This coordinated approach improves the ability of the corporation to benefit from the work of
volunteers in a sustained manner that reduces opportunities for risk.
The Volunteer Committee met three times in 2020 , in the first three quarters of the year.
Following that time, staff collaborated by email in order to focus on COVID-19 response in their
respective areas.
The committee has achieved the following work since January 2020:
standardized the volunteer application process across all areas of the corporation to
ensure a fluent and wholesome registration process for all new volunteers;
updated the volunteer waiver with the assistance of Legislative Services to simplify
language, and create wording that is clear and understandable by applicants;
introduced standardized Volunteer Position Description (VPD’s) templates and finalized
16 unique VPD’s for various positions across the corporation; and,
expanded the delivery of standardized volunteer training to all volunteers across the
corporation to encourage cross-department volunteerism, and developed position
specific training to reduce repetitive training requirements of cross-departmental
volunteers.
The following volunteer activities took place from January 2020 through August 2021:
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CS 18-21 October 4, 2021
Subject: City Volunteer Program Update Page 3
Culture & Recreation suspended active recruitment of volunteer applicants beginning
in March 2020 due to COVID-19. The department received 33 applications in 2020, and
19 applications in 2021. Applicants completing the required steps were forwarded to
staff leads in their areas of interest to be considered for opportunities as they become
available.
Cultural Services moved to an online delivery method for all events and initiatives in
2020/2021; suspending the volunteer program for events. In summer 2021, staff
introduced a safe, barrier free volunteer opportunity for all residents through social
media. Residents were invited to earn volunteer hours by recording themselves at the
Pickering Piano and sharing it on social media with the tag #PickeringPiano. Staff will
award volunteer hours at the end of the season. Staff will look to expand barrier free
and safe volunteer opportunities in this realm, until the return of in-person large-scale
events.
Pickering Museum Village (PMV) -Volunteers were on-site from January -March and
July -December 2020, totalling 4,100 volunteer hours in 2020. The estimated value of
this service is equivalent to $102,505. Volunteers followed COVID-19 protocols while
greeting guests, animating programs, gardening, building important pieces to be used
throughout the village, testing recipes, etc. Many volunteers worked from home on the
costume collection, knitting and sewing. Some tested recipes at home as well or worked
in their home workshops. Others created magnificent Fairy Houses to be displayed in
the upcoming fairy tours. The PMV also updated their Volunteer Handbook, and created
a new Volunteer Orientation package, which is now available to be completed online. In
2021 the Pickering Museum Village has engaged 106 volunteers who have contributed
to the following projects: Roaring 20’s, Izzy and the Mystery at the Mill Drive-Thru
Tours, Haunted Ghost and Fairy Walking Tours, creating 30 incredible Fairy Houses,
numerous toadstools, a fairy ring, themed games, props to support interpretation in the
new combination barn exhibit, preparing jams for sale, creating costumes from home,
and providing performances used in the audio portion of the driving and walking tours.
Early this winter the volunteers will support the new Christmas Drive-Thru tour. A 2021
report of volunteer hours and activities will be compiled at the end of the year.
Animal Services -The 2020 Animal Services Volunteer Program consisted of 30
Volunteers (20 Animal Service Satellite Adoption Centre Volunteers and 10 Volunteer
Foster Families). As a result of COVID-19, Animal Services was quick to implement a
Volunteer Emergency Foster Program. An online application form was created and the
program launched in March 2020. The program currently has 10 active foster families
ready to foster at any time and 16 animals benefited from the volunteer foster program
in 2020. In 2020, the Animal Services Satellite Adoption Centre Volunteers collectively
contributed to 527 hours of volunteer work, which translates to $13,000 in savings.
Volunteers were scheduled in the PetSmart stores daily from August -December 2020.
23 new applications were submitted in 2020 to Animal Services and 15 have been
received to date this year. Volunteer position descriptions and orientation packages
were approved and implemented in 2020. A 2021 report of volunteer hours and
activities will be compiled at the end of the year. As a result of COVID19, the Satellite
Adoption Centre was closed for 5 months and re-opened for our volunteers in July
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CS 18-21 October 4, 2021
Subject: City Volunteer Program Update Page 4
2021. So far in 2021, Volunteers have continued to 200 hours of volunteer work. Animal
Services has sent 14 animals out to be fostered, the majority of fostering is for moms
and babies.
Recreation Programs and Sustainability have placed volunteer programs on hold.
Under current control framework from the Ministry of Health, they do not have the ability
to engage volunteers in program delivery.
Opportunities:
Throughout the pandemic, City staff have seen opportunities to innovate and create new
solutions and delivery methods for City services. This unique situation has resulted in
redeveloped programs which maximize the impact of used resources, and community benefit.
A community beautification project now doubles as entertainment and volunteer opportunity
through the Pickering Piano. The investment of the corporation and local partners realizes
greater returns through live and recorded broadcasts of partner led events such as
Remembrance Day and the Santa Claus Parade. These necessary program changes have
amplified the impact of the work contributed by community volunteers to benefit thousands of
residents, and engage those who were unable to attend in person.
Cultural Services is planning to expand and develop similar solutions including one-off and
barrier free volunteer opportunities. Programs similar to the Pickering Piano project provide
opportunities for any resident to provide meaningful service and directly benefit the
surrounding community. Through in-person programs in 2022, Cultural Services estimates
there will be at least 58 physical opportunities or 406 hours for volunteers to participate. Of the
58 identified opportunities, half could have a related social media volunteer opportunity and an
additional 116 volunteer hours for a total estimate of 522 hours for the year 2022. Staff will
evaluate and share results of these new opportunities with the hope to expand the impact of
volunteer program investment.
Information Technology has identified that the new Human Resources tracking software that
was hoped to incorporate a volunteer component has been scaled back removing the potential
integration of a volunteer management component. Staff now have the opportunity to poll staff
leads, municipal partners and existing volunteers to develop criteria and needs for volunteer
tracking software that will best serve the corporation.
Recommendations/Goals for 2021/2022:
1. Due to the impact of COVID-19 on reducing volunteer opportunities, develop a return to
volunteerism plan incorporating safety measures, training, an evaluation/redevelopment of
existing opportunities, reengage campaign for past volunteers and recruitment for new
volunteers to vacant and new positions.
2. As outlined in the Volunteer Procedure (CUL 080-001; Section 02.02), identify a volunteer
management software for budget consideration in 2023. Volunteer tracking software will
simplify tracking, reporting, engagement, communications and provide cross-department
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CS 18-21 October 4, 2021
Subject: City Volunteer Program Update Page 5
opportunities for volunteerism.
3. As outlined in the Volunteer Procedure (CUL 080-001; Section 10), the City of Pickering will
dedicate resources for the appreciation and recognition of volunteers.
4. As outlined in the Volunteer Procedure (CUL 080-001; Section 02.03) staff leads will work
collaboratively with other City staff and other professional associations in order to
encourage and sustain the effectiveness of the City volunteer program. In 2021/2022, staff
leads will identify opportunities for greater collaboration and centralization of the volunteer
program, identifying opportunities to expand opportunities to volunteer, reduce barriers to
volunteering, and improve volunteer processes across City departments.
Prepared By:
Original Signed By:
Tanya Ryce
Supervisor, Cultural Services
Approved/Endorsed By:
Original Signed By:
Sarah Douglas-Murray
Director, Community Services
SD:tr
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A.
Chief Administrative Officer
- 5 -
Report to
Executive Committee
Report Number: CS 31-21
Date: October 4, 2021
From: Sarah Douglas-Murray
Director, Community Services
Subject: 2022 Community Festivals and Events
-Approval of 2022 Events in Esplanade Park
-File: A-1440
Recommendation:
1.That Council authorize staff to issue a park permit for the use of Esplanade Park by Carea
Community Health Centre on Tuesday, June 21, 2022 for National Indigenous Peoples Day,
on terms and conditions satisfactory to Director, Community Services and Chief
Administrative Officer;
2.That Council authorize staff to issue a park permit for the use of Esplanade Park by
Frederica Black Events on Saturday, July 16, 2022 for Brew & BBQ Fest on terms and
conditions satisfactory to Director, Community Services and Chief Administrative Officer;
3.That Council authorize staff to issue a park permit for the use of Esplanade Park by
Canadian Food Truck Festivals from Friday, August 5 to Sunday, August 7, 2022 (inclusive)
for Pickering Food Truck Festival, on terms and conditions satisfactory to Director,
Community Services and Chief Administrative Officer;
4.That Council authorize staff to issue a park permit for the use of Esplanade Park by Indo-
Canadian Cultural Association of Durham Inc. on Saturday, August 14, 2022 for Festival of
India’s Heritage, on terms and conditions satisfactory to Director, Community Services and
Chief Administrative Officer; and,
5.That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
Executive Summary: The Community Festivals and Events Policy CUL 070 (the “Policy”)
outlines the criteria, guidelines and processes by which requests to host private and/or public
events in City Parks are received and considered for approval. Prospective applicants are
supported by the community events staff team and the Community Festivals & Events Manual
which provides key information, timelines and required documentation to apply for events in City
parks.
Identified in the Policy are Signature Parks which consists of Esplanade Park, Millennium Square,
Alex Robertson Park and Bruce Hanscombe Park. As per Section 05.02 (b), the permitting of
Esplanade Park for public events with attendance greater than 5,000 persons is subject to the
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CS 31-21 October 4, 2021
Subject: Community Festivals and Events 2022 Page 2
approval of Council. Therefore, the purpose of this report is to seek Council’s endorsement of
public events proposed to take place at Esplanade Park in 2022 as per the list below.
City staff will ensure that the terms and conditions set out in the park permits and the applicants
event plans achieve compliance with the province’s public health guidelines and restrictions (to
combat the spread of COVID-19), as may be applicable at that time. The City of Pickering retains
the right to revoke permits if public health guidelines change.
Financial Implications: Applicants are responsible to coordinate and operate all aspects of
their events including marketing, event organization and operation, setup, and cleanup according
to the terms and conditions set out by the City of Pickering.
Applicants are also responsible for all costs associated with application fees including park permit
fees, table rentals, garbage/recycling receptacles, etc. (as per the Summary of Fees and Charges
Schedule) and the costs associated with paid duty police officers and/or contracted security
guards as required by the City.
For Partner Events with attendance greater than 1,000 guests, City staff check in throughout the
day to oversee weather and emergency operations, check that conditions of the agreements are
being met, and to provide a City staff contact during event operations.
Discussion: As per the Community Festivals and Events Policy, Section 05.02(b), staff are
required to seek Council approval for applicants of “Partner Events” requesting to operate in
Esplanade Park in 2022. As such, staff have prepared this report that identifies the following
community organizations which have requested to continue to operate their 2022 event in
Esplanade Park. Staff will revisit event applications in March 2022, and determine the conditions
with which approved applicants can proceed. Community events in Esplanade Park are not
anticipated by staff to be negatively impacted by works that may occur in 2022, subject to Council
approval, regarding the City Centre project.
Partner Events Applicant Proposed Dates 2021
(includes event setup,
operation and cleanup)
Aboriginal Celebration Carea Community Health
Centre
Tuesday, June 21, 2022
BBQ & Brew Fest Frederica Black Events Saturday, July 16, 2022
Food Truck Festival Canadian Food Truck Festivals Wednesday, August 3 –
Monday, August 8, 2022
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CS 31-21 October 4, 2021
Subject: Community Festivals and Events 2022 Page 3
Partner Events Applicant Proposed Dates 2021
(includes event setup,
operation and cleanup)
Festival of India’s Heritage Indo-Canadian Cultural
Association of Durham Inc.
Sunday, August 14, 2022
City of Pickering staff from applicable departments support the events, in principle, subject to
various event/festival requirements being met by the applicant during the event planning process.
The requirements include but is not limited to the following:
• proof of liability insurance
• rentals of event equipment and supplies
• Durham Health Community Special Events Form for Event Coordinators/Organizers
• locates completed for all staked equipment
• rental of all required portable restroom and hand-washing stations (if applicable)
• submission of site plan and emergency response plan
• adherence to the City’s Emergency Weather Standard Operating Procedure
• hiring of site security and police officers to monitor event operations (if applicable)
• operation within applicable public health guidelines
Event Details/Description
1. National Indigenous Peoples Day has operated successfully in Pickering since 2016, with
different event names such as Big Drum Social and Aboriginal Celebration. Originally
scheduled for June 2021, the event was postponed due to COVID-19 to June 2022. The
event includes booths, drumming, and dancing, and is open to local schools to attend and
experience Indigenous culture.
2. BBQ & Brew Fest originally scheduled for July 2021, was postponed due to COVID-19 to
July 2022. The event is planned to host a variety of local breweries, and bbq stands, with
live music.
3. The Canadian Food Truck Festival has operated successfully for the past number of years.
Originally scheduled for August 2021, this event was postponed due to COVID-19 to
August 2022. The event brings together some of the most sought after mobile food eateries
across the GTA. The Canadian Food Truck Festival has grown as a phenomenon across
south central Ontario in past years expanding from one, to two, to now four locations.
SickKids Foundation has been Canadian Food Truck Festivals charitable partner since the
organization’s inception in 2013. To date, more than $250,000 in donations have been
raised at the festivals entrances for the Possibilities Fund, supporting the highest priority
needs at SickKids. Because of the support SickKids receives from this event and
community initiatives like it, important advances have been made in child health research,
new life-saving medical equipment has been purchased for their clinics and operating
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CS 31-21 October 4, 2021
Subject: Community Festivals and Events 2022 Page 4
rooms, and their young patients continue to receive the best care that science, technology,
and compassion have to offer – here in Pickering and around the world.
4.Festival of India’s Heritage, the Indo-Canadian Cultural Association of Durham have been
offering this event in partnership with City staff for a number of years. The group having
gathered the needed skills and resources now intend to operate the festival independently.
Organizers have operated this program for over a decade. The festival was postponed due
to COVID-19, and operated as a Flag Raising in August 2021. The program for 2022 will
include live entertainment, vendors, food and a flag raising.
At this time, staff are requesting Council authorization to permit Esplanade Park for the above
listed community events in 2022.
Prepared By:
Tanya Ryce
Supervisor, Cultural Services
Approved/Endorsed By:
Sarah Douglas-Murray
Director, Community Services
SDM:kr
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
Original Signed By:
Original Signed By:Original Signed By:
- 9 -
Report to
Executive Committee
Report Number: HUR 05-21
Date: October 4, 2021
From: Jennifer Eddy
Director, Human Resources
Subject: Recovery Plan -Post Pandemic Service Delivery Model
-File: A-1440
Recommendation:
1. That Report HUR 05-21, regarding the City’s Recovery Plan – Post Pandemic Service
Delivery Model, be received for information.
Executive Summary: The City of Pickering has made every effort to continue to provide
municipal services to residents during the COVID-19 pandemic. The measures introduced to
ensure that programs and services are still offered and that the business operations of the City
remain intact, have provided staff with an excellent opportunity to explore new ways of doing
business. Many of these creative solutions involved virtual components, which we have now
recognized as enhancing the City’s services, and which we plan on continuing when we
ultimately move past the pandemic.
This Report provides as an attachment, an overview of planned changes to the City’s service
model, as determined by each Department (Attachment 2). It also includes as an attachment
the City’s new draft Work From Home Procedure (Attachment 1) which will allow eligible
employees to continue to work remotely (either exclusively or in a hybrid model of in -person
and remote work), as determined by the City.
Please note that these documents are intended to provide a better understanding of staff’s
impending recovery plans once we have moved past the pandemic response. We do not
currently have an effective date for implementation, as we are still in a declared State of
Emergency and our COVID-19 mitigation practices are all still in effect. Essential to post
COVID-19 recovery is the City’s ability to proactively plan for what is to come. The purpose of
this report is provide a road-map to the City’s service delivery plans past the pandemic into the
future.
Financial Implications: Savings may be realized by continuing to utilize virtual meeting
platforms, as well as new online solutions for submission of information/requests for action.
These savings will be achieved through a more efficient use of staff time and resources.
Further, by allowing identified employees to continue to work from home, the City will achieve
cost savings related to office space.
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HUR 05-21 October 4, 2021
Subject: Recovery Plan – Post Pandemic Service Delivery Model Page 2
Discussion: In March of 2020, in response to the declared state of emergency,
and in an effort to minimize the health and safety risks of COVID-19, eligible City services were
provided virtually, and those employees who could work from home were required to do so. At
that time, the City created a Working From Home Procedure (pandemic) specifically for use
during the pandemic. Employees were required to sign a Work ing From Home Agreement
which outlined the process used and the expectations for employees working remotely during
the pandemic. This agreement specified that it was only in effect during the COVID -19
declared emergency and it was made without prejudice or precedent to our future decisions
regarding remote work.
Now that the corporation has been utilizing the Working From Home Procedure (pandemic) for
just under a year and a half, we have come to realize the benefits of having such a procedure
and the practical applications it has had in the workplace even beyond the pandemic.
Ultimately, we have determined that it is a beneficial arrangement that positively impacts the
City as an employer, the economy and the environment, and coincides with the City’s
commitment to using a sustainable approach in measuring our success.
First and foremost, working remotely has allowed the City to seamlessly continue its
operations, thereby maintaining service levels to the public and preserving jobs for those who
otherwise may have been laid off. Sustain ing employment for our permanent complement of
staff was a priority. Keeping our workforce employed benefited families, the community, and
the economy as a whole.
Beyond the obvious benefits noted above, working from home has also afforded employees a
better work-life balance as they are spending less time commuting. Employees who work
remotely often experience increased productivity and performance, likely because there are
fewer interruptions and a quieter environment. In many instances, we witnessed this with our
employees who were working remotely. Employees also realized a financial benefit as savings
were achieved in the purchase of fuel, clothing, lunches and car insurance, to name a few.
Ultimately happier, healthier and more productive employees are more loyal to their employers
and are less likely to find work elsewhere; thus, potentially saving the City in the costs
associated with turnover. It is also important to note that even in a pandemic, the City saw a
reduction in the use of sick time for those employees who worked from home.
Though the pandemic may have been the catalyst for remote work for many employers around
the world, the benefits of it have had a positive impact not only for the City, but on a global
scale. It has become the new standard for many organizations and employers must now
compete for staff who have come to expect this standard and who are actively seeking
opportunities where remote work is a part of their employment contract. Given both the
benefits and the market driven necessity of continuing to offer remote working, we determined
that a new Work From Home Procedure needed to be developed fo r post pandemic
implementation.
Accordingly, the attached new draft Work From Home Procedure has been created which
contemplates both the organizational needs and employee suitability, while setting out detailed
parameters regarding the eligibility criteria for participation in remote work. Employees
interested in participating will be required to complete a new Work From Home Application and
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HUR 05-21 October 4, 2021
Subject: Recovery Plan – Post Pandemic Service Delivery Model Page 3
submit it to their Supervisor for consideration. If the new Work From Home Application satisfies
the eligibility criteria, a new Work From Home Agreement will be completed and signed by the
employee, Supervisor and Director. The Supervisor will review the agreement at least every 12
months to determine its ongoing viability.
When processing a Work From Home Application, the order of consideration will first be given
to accommodations/human rights requirements, personal factors impacting the request, the
employee’s work performance, attendance and lastly, seniority. Consideration will also be
given to whether or not this arrangement is at the employee’s request or the City’s behest. In
some instances, given the space restrictions in existing City facilities, departments may
determine that remote working is the only practical option to deal with space constraints. In
those instances, the Director will notify Human Resources of the need to initiate a Work From
Home Agreement.
It is important to note that some of the positions affected by this new procedure will be
unionized. Therefore, we will be required to consult with the applicable union to ensure they
are agreeable to a change in the working conditions for those employees. This may be
achieved through collective bargaining or through other means, while waiting to finalize a new
collective agreement. As always, it is important to have a consistent approach when reviewing
and approving these agreements to ensure that any approvals or denials are managed
consistently and are defensible.
In addition to the new draft Work From Home Procedure, each Department has performed a
review of the pandemic service models employed to provide business continuity during these
challenging times. This pandemic has afforded staff with a valuable opportunity to try out many
virtual options consecutively, and as a City we are open to learning from this challenge and to
utilize this new found perspective. Accordingly, the City’s Recovery Plan – Post Pandemic
Service Delivery document (Attachment 2) is provided as a comprehensive overview of what
practices and processes we will be continuing to use post COVID -19 recovery. Naturally, staff
will continue to evaluate these processes for effectiveness and over time they may evolve to
include more virtual services and e-solutions.
Finally, please note that these documents are intended to provide a better understanding of
our impending recovery plans once we have moved past the pandemic response. We do not
currently have an effective date for implementation, as we are still in a declared State of
Emergency and our COVID-19 mitigation practices are all still in effect. Decisions will be made
regarding the effective date of implementation (with respect to the new draft Work From Home
Procedure) once we are out of the State of Emergency and we have ended the Working From
Home Agreements in place specifically for the pandemic. Essential to post COVID-19 recovery
is the City’s ability to proactively plan for what is to come, and it is our intention that the
information provided in this Report provides a road-map past the pandemic into the future.
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HUR 05-21 October 4, 2021
Subject: Recovery Plan – Post Pandemic Service Delivery Model Page 4
Attachments:
1. Draft Work From Home Procedure
2. City’s Recovery Plan – Post Pandemic Service Delivery Model
Prepared/Approved/Endorsed By:
Original Approved by:
Jennifer Eddy
Director, Human Resources
Recommended for the consideration
of Pickering City Council
Original Approved by:
Marisa Carpino, M.A.
Chief Administrative Officer
- 13 -
Attachment #1 to Report #HUR 05-21
Draft Procedure
Procedure Title: Work From Home Procedure Procedure Number
HUR 040-02
Reference Date Originated (m/d/y) Date Revised (m/d/y) Pages
HUR 140 – Hiring Policy September 14, 2021 9
Approval: Chief Administrative Officer Point of Contact
Director, Human Resources
Procedure Objective
This document outlines the terms and conditions for working remotely and shall act as a
resource for both employees and management with respect to eligibility requirements and the
process for developing work from home arrangements.
Index
01 Definitions
02 Scope and Eligibility Criteria
03 Responsibilities
04 Procedure
05 Work From Home Agreement
01 Definitions
01.01 Desk Hoteling – an office or workstation that is shared between two or more employees
requiring coordinated, in office scheduling.
01.02 Performance Improvement Plan -A plan structured to achieve certain performance
goals to bring an employee who has been working below competent levels to an
acceptable standard. The plan must be formalized, documented and filed with Human
Resources.
01.03 Work From Home Agreement – a document that outlines the terms and conditions of
periodic or long-term work from home (WFH) arrangements (Appendix 1).
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02 Scope and Eligibility Criteria
This Procedure applies to all employees and addresses WFH Agreements during normal
working conditions. During periods of extraordinary circumstances, such as a pandemic
or other emergencies, the employer may request or require that employees work from
home for a temporary period of time, even if eligibility requirements listed below have not
been met. Under these circumstances, HUR 040-001 Working From Home shall be
implemented.
This Procedure shall not alter or replace the terms and conditions of an existi ng
employment contract, collective agreement, policies, procedures, practices, or legislation,
including but not limited to the Employment Standards Act, Human Rights Code, and
Accessibility for Ontarians with Disabilities Act (AODA).
Under a WFH arrangement, employees complete their work from a home office, on either
a periodic basis, or an ongoing long-term basis. Working from home will not be approved
for childcare or eldercare needs. Eligibility will depend on the following factors for
consideration to ensure the arrangement is successful:
02.01 Job Characteristics
The job is project-based.
Results are measurable.
Work can be sent to and from the employee’s home with ease, speed and
confidentiality.
The job involves a high percentage of work that can be performed from a remote
location or involves work that is typically performed offsite (such as inspections).
The need for face-to-face contact with managers, clients, members of the public,
other employees, service providers, etc. is low.
The need to access equipment, materials, files, etc. that are situated only at the
workplace is low.
Job descriptions or job classifications need not be altered, whereby the nature and
function of all affected positions must remain intact.
Hours of work shall remain the same as the employee’s regular schedule with no
ability to flex time.
Security requirements of the job can be met from a home location.
Confidentiality requirements of the job can be met from a home location.
Procedure Title: Work From Home Procedure Page 2 of 9
Procedure Number: HUR 040-02 - 15 -
02.02 Employee Characteristics
The employee must be employed with the City for one year prior to beginning the
work from home arrangement. Exceptions to this may be permissible subject to the
Director’s approval.
Must be in good standing and not have a recent history of unsatisfactory job
performance and/or discipline or be on a performance improvement plan.
They can work independently without requiring constant supervision or feedback.
They do not have a high need for continual in-person interactions at the office.
They can handle solitude.
They are proven job performers.
They are self-motivated, well-organized, and disciplined in their approach to work.
They are not on an attendance improvement, or performance improvement plan .
They share mutual trust with management.
They do not mix work from home with childcare or eldercare needs, except for
occasional or emergency situations.
They are able to mentally separate their office from the rest of their home, and the
demands of work from the demands of family.
They have a good understanding of their own job requirements.
They are familiar with their work, their organizational culture, and their co-workers.
02.03 Organizational/Operational Considerations
Performance of working from home is both operationally feasible and cost -effective.
Services provided (both internal and external) will not be compromised.
The work unit will be able to retain the right mix of people working from home and
people working in the office to meet all job requirements and service standards,
including a minimum number of onsite management.
The employee will be able to attend in-person meetings, if required by the
Corporation with reasonable notice.
The work unit is able to accept and absorb change .
Procedure Title: Work From Home Procedure Page 3 of 9
Procedure Number: HUR 040-02 - 16 -
02.04 Financial Impact
Financial impacts of the arrangement must be identified so there are no increased
labour costs or significantly increased operational costs due to the arrangement .
02.05 Security and Confidentiality
Suitable and affordable Information Technology (IT) resources and helpdesk support
for internet and access to City systems is available (requires confirmation from IT).
Employees are required to maintain a secure internet connection and must have the
appropriate virus protection as established by IT.
Company-owned resources may only be used for business purposes. Employees
must take reasonable steps to protect any company property from theft, damage, or
misuse. Depending on the circumstances, the employee may be responsible for
damage to or loss of company property.
The legislative requirements and corporate policies and practices related to access,
privacy, security, and information management continue to apply when working from
home.
o If a Freedom of Information Request is received, the employee will be
responsible for returning all associated files to the City for use in responding to
the request.
o Employees working from home must provide a secure area for records such as
a locked cabinet or desk.
o All confidential paper documents must be securely stored and must be disposed
using the secure shredding bins located throughout City Facilities.
Arrangements to return all confidential documents to the designated shredding
bins must be made by the employee. If there are large quantities of documents
to shred, arrangements must be made through the Deputy Clerk.
02.06 Health and Safety
Ergonomic guidelines (Appendix 2) must be understood and applied to the home
office by the employee.
In-person meetings may not be conducted at the home office and will not be
scheduled around the employee’s work from home day, if avoidable. Meetings may
continue virtually where appropriate.
In the event of a work-related incident or injury in the employee’s home office, the
employee must immediately report the incident to their immediate non-union
Supervisor.
Procedure Title: Work From Home Procedure Page 4 of 9
Procedure Number: HUR 040-02 - 17 -
Unless ill-advised due to legislation, regulations, or restrictions, the City reserves the
right to request an onsite visit to the employee’s home office , at a mutually agreeable
time, for the purpose of investigating a job-related incident or injury, or to ensure that
the workspace is safe and free from hazards. If the workspace is unsafe and cannot
be made safe, the City may refuse or revoke the employee’s remote work
arrangement.
In the event of a critical injury, an investigation will be conducted by the Ministry of
Labour and City Response Team as soon as possible.
02.07 Designated Work From Home Location
The employee’s home office is deemed to be a suitable work location and workspace
that is well-equipped with the right work tools, is safe, quiet, and coincides with
ergonomic guidelines. Photographs of the home office must be provided if requested.
They have a suitable home office.
The employee’s home office must be within 200 km of the City of Pickering.
The employee’s rights to their workstation/office at the workplace will be maintained if
they work 3 or more days/week onsite; otherwise, they may be required to participate
in desk hoteling.
02.08 Furniture and Equipment
Wherever possible, employees should use City issued electronic equipment for the
purposes of carrying out their employment duties unless otherwise approved by the
immediate non-union Supervisor.
The employee must provide office furniture that is ergonomically suitable. The City
will not provide furniture.
The employee is responsible for all costs associated with the home office, such as
office supplies, utilities, insurance, etc.
02.09 Travel and Expenses
No mileage will be paid for trips to and from their home office to the employee’s
regular workplace.
If the employee must travel for a meeting not at a City facility, mileage will be
reimbursed for the shorter travelling distance (either their home to the destination or
from their regular City facility to the destination).
Procedure Title: Work From Home Procedure Page 5 of 9
Procedure Number: HUR 040-02 - 18 -
02.10 Accommodations
Accommodations under the Human Rights Code and AODA shall be reviewed and
administered outside of this procedure, with Human Resources, in accordance with
all applicable policies and procedures.
02.11 Emergencies
If an emergency or closure of a City facility excuses employees working at a
municipal work site from working and does not affect an employee who is working
remotely, employees working remotely are still required to perform their duties .
Employees who are adversely impacted from working in person shall resume their
duties remotely if practical. An emergency may include service interruptions such as
failed/slow internet, power outage, evacuation, or computer issues that prevents
them from being able to perform their duties.
Employees must immediately notify their immediate non-union Supervisor in the
event of an emergency while working remotely.
02.12 Duration, Reviews and Changes to Work From Home Agreements
Management shall have the sole and exclusive right to approve, modify or terminate
a work from home agreement if eligibility criteria is compromised.
A work from home agreement will not be permanent and will not automatical ly entitle
an employee to a permanent or future arrangement.
In the event of the transfer of the employee to another position, the work from home
agreement will be terminated. If the employee wishes to continue the arrangement in
the new position, they must discuss or reapply for a new work from home
arrangement with their new immediate non-union Supervisor/Director.
The agreement may be terminated by the employee or the City with a minimum of
two weeks’ notice, but not more than 4 weeks’ notice.
The review of agreements may be conducted earlier than 12 months at the discretion
of the immediate non-union Supervisor.
02.13 Other Requirements
Where required, the applicable union must be notified of the arrangement .
03 Responsibilities
03.01 The Director shall:
a) Review and approve each WFH Application.
Procedure Title: Work From Home Procedure Page 6 of 9
Procedure Number: HUR 040-02 - 19 -
b) Support the application of this procedure.
c) Not unreasonably deny an application.
03.02 The immediate non-union Supervisor shall:
a) Review and approve each WFH Application.
b) Establish and collect the signed WFH Agreement.
c) Consult with IT to ensure that technological requirements can be met within a
reasonable cost.
d) Consult with the Clerks Division to ensure that records management requirements
can be met within a reasonable cost.
e) Make sure employees are properly trained to work from home including, but not
limited to, use of technology, health and safety requirements, and records
compliance.
f) Establish expectations with respect to scheduling, performance standards and
measurable objectives that can be monitored .
g) Monitor physical and mental health of the employee to ensure the WFH arrangement
maintains a safe, productive and supportive environment for their well-being.
h) Provide reasonable notice if an employee is required to attend a meeting onsite .
i) Provide reasonable notice if a change is required to the employee’s WFH Agreement
and communicate the reasons, unless the employee’s WFH Agreement is
suspended or terminated for performance or operational reasons.
03.03 The employee shall:
a) Submit a WFH Application (Appendix 3) for management’s review and consideration.
b) Review and sign the WFH Agreement prior to commencing the arrangement.
c) Comply with the terms and conditions set out in the WFH Agreement.
d) Make appropriate dependent care arrangements and manage personal
responsibilities in a way that allows successful completion of job responsibilities.
e) Be accessible via telephone and/or online during designated work hours and
respond to voicemail and email messages as per the Supervisor’s expectations
throughout the working day. Employees shall utilize the Mitel phone app or forward
work phones directly to home or mobile phone so that calls from the public or internal
staff are redirected seamlessly.
Procedure Title: Work From Home Procedure Page 7 of 9
Procedure Number: HUR 040-02 - 20 -
f) Maintain regular phone and email communication with immediate non-union
Supervisor, keeping them updated on progress on all assignments worked on and to
resolve any issues encountered while working from home. Employees shall structure
their time to ensure attendance at required meetings.
g) Comply with the City’s absence reporting requirements.
h) Comply with the City’s incident reporting requirements.
i) Take the necessary precautions to secure and protect City property, documents and
the confidentiality of information at their homes. Use of a locked space (e.g. filing
cabinet if available) is recommended for all personal or confidential information.
03.04 Human Resources
a) Provide advice and guidance, as requested on the WFH procedure .
b) Act as a resource to resolve WFH issues, especially if they relate to health and
safety, sick leave or WSIB claims.
c) Review and update the procedure as needed.
d) Maintain records, such as the WFH Agreement in the personnel file.
e) Provide resources to support a safe ergonomic setup.
04 Work From Home Agreement
The WFH Agreement is a document signed by the employee and management that
states the terms and conditions that are specific to a particular job or employee. The
agreement shall include or consider the following information:
The work objectives and specific results, or a m ethod of communicating objectives
and expected results and a method of monitoring work (which may include time
tracking).
That the terms and conditions of employment and application of existing policies and
legislation will continue.
The duration of the arrangement.
Whether the arrangement is periodic or long-term and the specific days for working
from home.
The location of the home office must be identified in the agreement and the employee
is expected to notify the City of any change to the designated location and may be
required to reapply to continue their arrangement depending on the change in
circumstances.
Procedure Title: Work From Home Procedure Page 8 of 9
Procedure Number: HUR 040-02 - 21 -
The files in the home office are the property of the City of Pickering and the City has
the right to claim them at any time.
Infrequent/emergency work from home arrangements need not be documented;
however, prior approval is required from the immediate non -union Supervisor.
Agreements will be reviewed at least every 12 months by management and the
employee to determine if it is operationally feasible to continue with the arrangement
and what changes may be required.
Any breach of provisions of this procedure or agreement may result in disciplinary
action up to and including termination of employment. The appropriate level of
discipline in a particular case depends on the nature of the breach and the
circumstances surrounding the situation.
05 Procedure
05.01 The employee shall submit the WFH Application to their immediate non-union Supervisor
for consideration.
05.02 WFH arrangements may be initiated by the Corporation where appropriate and in doing
so, the Director shall consult with Human Resources prior to advising the employee(s)
affected and complete the WFH Agreement. Such agreements shall be administered
consistently and fairly within the section concerned.
05.03 The immediate non-union Supervisor shall determine if the application satisfies the
eligibility criteria. If it does not, the Supervisor must communicate to the employee that
the application is denied.
05.04 If the WFH Application satisfies the eligibility criteria, a WFH Agreement shall be
completed and signed by the employee, the immediate non-union Supervisor and the
Director.
05.05 The Supervisor shall commit to review the agreement at least every 12 months with a
view to renew, alter, or terminate it.
05.06 The order in which competing WFH requests to be approved shall be based on
accommodation/human rights requirements whether at the employee’s or employer’s
behest, personal factors impacting the request, the employee’s work performance,
attendance and then seniority.
Appendices
Appendix 1 Work From Home Agreement
Appendix 2 Ergonomic Guidelines
Appendix 3 Work From Home Application
Procedure Title: Work From Home Procedure Page 9 of 9
Procedure Number: HUR 040-02 - 22 -
Appendix 1
Work from
Home Agreement
Intent
This Work From Home (WFH) Agreement outlines the terms and conditions for employees
working from home in accordance with the Eligibility Criteria stipulated in the Working
From Home Procedure HUR 040-02. This Agreement is intended to also reaffirm the
employee’s responsibilities while engaged in a WFH Agreement.
Date of WFH Agreement: Duration of WFH Agreement:
Date of next review:
Is this ☐Periodic ☐Ongoing long-term Start date:
If periodic, clarify when this applies during End Date:
the duration of the agreement:
Employee: WFH Address:
Position: WFH phone number:
Supervisor:
Performance deliverables while WFH: How will objectives and results be
communicated and monitored?
WORK FROM HOME SCHEDULE
Day In the Workplace Working from Home
Monday ☐ ☐
Tuesday ☐ ☐
Wednesday ☐ ☐
Thursday ☐ ☐
Friday ☐ ☐
Saturday ☐ ☐
Sunday ☐ ☐
Page 1 of 4
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Guidelines
This agreement does not alter or replace the terms of an existing employment contract.
Employees must comply with all company rules, policies, practices, and instructions that
would apply if the employee were working a t the regular company worksite.
Work hours, compensation, and leave scheduling will continue to conform to applicable
policies and agreements.
Performance Management
Working from home should not affect an employee’s ability to complete day-to-day
functions, including communicating with colleagues, management, clients and so on.
Employees must stay updated on department and work events.
The Employee will be accessible via telephone and online during designated work hours
and will respond to their voicemail and email messages as per the Employer’s
expectations throughout their working day.
Employees must keep management informed on the progress of assignments and reach
out for support if needed. The Employee’s daily work schedule will consist of the same
number of hours normally worked under their hours of work schedule.
If an employee’s presence is required for a meeting at the worksite, reasonable notice will
be provided. If at any time the arrangement no longer meets operational needs or
productivity goals, management reserves the right to revoke the agreement.
Furniture and Equipment
The Employee is responsible for providing adequate workspace, equipment and
furnishings while working remotely. City property such as IT supplied hardware is subject
to availability and prior approval. At a minimum, employees need a computer, internet, and
phone access (with Mitel app installed). The City shall not cover the cost of home internet
and phone and does not insure personal technology.
The Employer may provide additional equipment at its discretion. All equipment, records
and materials provided by the City remain the property of the City.
Employees must, where provided, use company-provided devices when working from
home to ensure that the appropriate software and programs are being used while
maintaining data security and confidentiality. All completed and working copies of
documents must be saved on the City of Pickering online system with limited access so
that information is available to those who may require its use from the company worksite.
Company-owned resources may only be used for business purposes. Employees must
take reasonable steps to protect any company property from theft, damage, or misuse.
Depending on the circumstances, the employee may be responsible for any damage to or
loss of company property.
The City of Pickering’s Information Technology Policy must be followed at all times.
Page 2 of 4
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Health and Safety
The City of Pickering is committed to ensuring that the alternate worksite is safe and
ergonomic, and employees may be required to provide information or details on their work
from home set up.
The Employee agrees:
To ensure that their home workspace is arranged so that it complies with ergonomic
guidelines.
To take regular breaks (as per regular hours of work requirements).
To ensure that the workspace is kept clear and free from obstacles or tripping and
other hazards, and is well lit.
To have a functioning smoke alarm.
Security and Confidentiality
All work-related information and data is kept secure.
Keep in regular communication with their managers and proactively discuss any
problems that arise from working from home; and
If a risk of harm to the employee’s physical and/or mental health and safety arises, the
employee agrees to consult with their manager about ways this harm can be
eliminated or minimized.
If the workspace is unsafe and cannot be made safe, the City of Pickering may refuse or
revoke the employee’s work from home arrangement.
Employees working from home will be covered by WSIB for job-related injuries that occur
in the course and scope of employment while working from home. Employees agree to
allow a Human Resources Representative, Supervisor, and/or JHSC member to inspect
their home if an injury were to occur in their home, requiring a full investigation of the
incident. Employees may be required to grant access to their premises to such authorities
as the Ministry of Labour and/or the Workplace Safety and Insurance Board (WSIB).
The employee remains liable for injuries to third parties that occur on the employee’s
premises.
This agreement may be subject to change or be rescinded based on operational needs or
if work performance/service standards are not meeting expectations.
End of Agreement
At the end of a WFH agreement, employees must promptly return all company property
used for working at home. An employee, current or former, may receive notices from the
City of Pickering to return company property. Failure to do so may result in discipline for
current employees or legal action if the employee no longer works for the company. If an
agreement is being revoked, employees will receive reasonable notice to make any
arrangements necessary to return the company property to the worksite.
Page 3 of 4
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Acknowledgement and Agreement
I acknowledge that I have read and understand the Working from Home Agreement of the
City of Pickering. Further, I agree to adhere to this agreement and, if applicable, will
ensure that employees working under my direction adhere to this agreement. I understand
that if I violate the rules or procedures outlined in this agreement, I may face disciplinary
action up to and including termination of employment.
Name: _____________________________________
Signature: _____________________________________
Date: _____________________________________
Witness: _____________________________________
Page 4 of 4
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Appendix 2
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Appendix 3
Work From Home Application
Employee: Position: Date of Request:
Days Requested to Work
From Home
☐ Mondays ☐Tuesdays ☐ Wednesdays
☐Thursdays ☐Fridays ☐ Saturdays
☐Sundays
Will this be on a periodic
basis?
☐Yes ☐ No
If yes, please clarify which periods of time:
Will this be on an ongoing
long-term basis?
☐ Yes ☐ No
Start date:
End date:
Describe the current duties of your position that can be performed remotely:
Describe the impact on others, in this or other departments, from performing your duties
remotely:
Is there any portion of your duties that will not be able to be performed remotely?
Explain:
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What is the plan to ensure completion of duties that cannot be performed remotely?
Describe the impact on this or other departments if these duties will not be completed in
the traditional manner.
Will you be providing care to others while working from home? Requests for
accommodation related to child care, dependent care, etc. should be made as an
accommodation and not under this agreement.
What equipment/technology will you require to perform your duties from home?
Do you have a dedicated workspace, appropriate furniture and are able to maintain the
security and confidentiality of equipment or files provided to you?
For the Immediate Non-Union Supervisor:
I have reviewed this application against eligibility criteria.
This application is ☐Approved ☐Denied
Reason for Denial:
Signature of Supervisor Signature of Director
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Attachment #2 to Report #HUR 05-21
City’s Recovery Plan – Post Pandemic Service Delivery Model
City Development Department
Service/Function Post Pandemic Plans Comments
Meetings with City Staff Adoption of Electronic
Meeting Platforms
Continued “smart” in-
office presence and
general availability
Notifications regarding
impacts to outside
customers (various
media)
Development
Applications
Accepted in digital format
Building Permit
Applications
Accepted in digital format
Minor Variance
Applications
Accepted in digital format
Digital plans
Examination and Zoning
Review
Integration of Bluebeam
markup software
Planning applications Electronic/digital
circulation
Community input on key
projects
Use of “Let’s Talk
Pickering” platform
Public Open House
Events
Conducted virtually
where appropriate
Committee of
Adjustment Hearings
Conducted electronically
through Cisco WebEx
Electronic meetings recorded
for future viewing by members
of the community.
Planning Application
Fees
Electronic wire transfer
for payment
Educational Workshops Virtual
Farmers’ Market Virtual Market before and
during in-person Farmers’
Market
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City’s Recovery Plan – Post Pandemic Service Delivery Model
Corporate Services Department
Service/Function Post Pandemic Plan Comments
Council and
Committee Meetings
Remote and/or hybrid
remote/in-person Council
and Committee Meetings
will continue until such
time that there are no
longer restrictions on the
number of individuals
allowed to gather.
Depending on public health
requirements, the City is
looking to implement hybrid
Committee/Council Meetings
starting with the Executive
Committee Meeting on
November 1, 2021.
It is uncertain (in terms of both
Municipal Act permissions and
City policy preference) if
Webex will continue to be used
post-pandemic.
Marriage Licenses,
Commissioning and
Certified True Copies
Continue appointment-
based services (plus walk-
ins)
Burial Permits Continue being issued
electronically (as per the
regulations set out by the
Office of the Registrar
General).
This process will continue until
the Province dictates
otherwise.
Community Services Department
Service/Function Post Pandemic Plans Comments
Facility Cleaning Continue with enhanced
cleaning protocols going
forward.
Staff have received numerous
compliments regarding the
cleanliness of facilities which is
truly a reflection of having
extra staff resources available
Community Services
Administration
Continue with virtual
meetings and remote work
as applicable
Remote work may be available
for limited staff.
Fitness & Aquatics Resume normal pre-
pandemic activities
No plans to continue pre-
bookings for health club or
fitness classes. Customers
really do not like this system
and staff spend a lot of time
setting up each week/activity.
Additionally, it causes
problems when sessions are
full and there are no-shows.
Virtual fitness classes will end
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City’s Recovery Plan – Post Pandemic Service Delivery Model
as participation has been
minimal.
Program Area Continue with virtual
programming in the winter
months for seniors to
include fitness, languages,
art. Continue Seniors
Centre Without Walls
program over the winter
months, as per above as
interactive programming.
Continue providing our
monthly Senior’s
Newsletter initiated at the
beginning of COVID.
Continue Curbside
programming for special
events (i.e. Christmas,
Easter – kits for seniors
and children – Introduce
Curbside kits for PA Day
activities).
Continue more outdoor
programming – seniors
and children’s activities.
Continue the
skateboarding outreach
over next summer.
Allow Accessibility
Advisory Committee (AAC)
members to opt to attend
AAC meetings virtually
if/when we go back to
face-to-face meetings.
COVID-19 community
supports/partnerships
including Caremongers, to
consider those which may
have continuing relevance
Virtual seniors programs will
be offered in conjunction with
in person programs, if seniors
wish to attend, but the virtual
programs will keep isolated
seniors or seniors who cannot
get out as much in contact with
their peers and allow them
ongoing activity.
This proved to be an excellent
outreach tool and create
community engagement.
This allows us to utilize our
outdoor spaces in new and
creative ways.
This will be used to bolster
participation numbers.
Better flexibility for members
and encourages attendance
and participation.
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City’s Recovery Plan – Post Pandemic Service Delivery Model
to address isolation of
vulnerable residents.
Continue Drive in movies
events.
PAC for Teens -meetings
virtually.
Greater attendance virtually.
Museum Pre-registration for all
programs done virtually.
Events have been modified
so that they are longer
running, pre-booked,
smaller group programs
(The Anne Experience,
Fairy Tours, Haunted
Ghost Walks). Virtual
programs – we will
continue offering virtual
education programs and
virtual speaker series in
2022.
Digital marketing and
advertising (instead of
print).
This has led to better staffing
efficiency, more directed
marketing, and better
allocation of resources since
we know when we will have
guests on site.
This has proven to be easier
on staff resources, better for a
longer run of marketing,
created more opportunities for
tourism partnerships and
supported marketing by
creating longer running
programs that make better use
of marketing resources. Staff
plan to continue this over one-
off events.
Very clearly demonstrated that
it works well for the Museum
and we know (based on visitor
surveys) that it is driving
visitation to the site and is
more economical than print.
Cultural Services Culture offered 30 small
scale pop-up programs in
neighborhood parks in
2020 to keep residents
engaged, and build
capacity for a return to
events and programming
Culture has introduced
temporary art installations
& travel events in parks
throughout the community
This initiative has introduced
culture in neighbourhoods,
created new ways to engage
residents, provided opportunity
to introduce new themes for
smaller markets and diverse
demographics.
These projects have been
received with gratitude by
residents, and have garnered
large engagement through
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City’s Recovery Plan – Post Pandemic Service Delivery Model
(piano project with social media. Staff will keep
volunteer opportunity, and this approach to enhance
tennis court banner opportunities for residents to
installations) and provided engage in low investment, high
opportunity for residents to impact programs.
engage in activities
virtually (i.e. Easter Hunt
2020).
Culture extended operation This approach has lowered
of Artfest to a month long impact on staff hours and
celebration, spreading variable costs, increased
activities led over one day, program attendance, provided
to a full month. Workshops more and better opportunities
will be offered in person for residents to engage,
with online presentation for expanded exposure for artists,
people to engage from and increases sponsor and
home, artists markets will grant opportunities for the
be spread over the course program.
of a month, performances
will be scattered in
appropriate locations
throughout the community,
and broadcast live for
people to enjoy online if
they cannot attend.
Online event presentation Attendance for online events
has gathered new viewers averages at 10x that of in
from residents and tourists person attendance. Staff will
who couldn’t attend live maintain virtual event
events due to timing, presentation for some events
location, transportation, such as concerts and tree
accessibility, or distance. lighting to increase attendance,
enhance impact and
sponsorship value.
Pre-tickets and nominal Last year Pickering had free
fee programs improve tickets for Community Pick up
attendance and uptake kits and Spirit Kits – the Pick-
and culture will keep this up kits were offered at a $2 fee
model moving forward. – with no noted missed
arrivals. The Spirit Kits for
Canada Day were a premium
kit, offered for free. More than
50% of registrants did not
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City’s Recovery Plan – Post Pandemic Service Delivery Model
show to pick up their premium
kit. Staff responded by
travelling to community parks
and handing them out to
passersby.
Economic Development & Strategic Projects Department
Service/Function Post Pandemic Plans Comments
Business Outreach Offer virtual meetings to
connect with local
businesses.
To accommodate business
schedules.
Events (Trade Shows
& Conferences)
Attend virtual international
conference.
Development Event Economic development
events will be live
streamed or recorded.
To allow for a larger audience.
Marketing Promote shop local
through digital marketing.
Investment Attraction Organize virtual meetings
and develop digital content
when possible for
international firms.
Community
Engagement for
Strategic Projects
Lets Talk Pickering and
pickering.ca
Business Support Share news, regulations,
and grant information
through e-newsletters and
social media
Consultant Conduct virtual meetings
when possible.
Save on costs related to
services and broaden the area
of firms.
Engineering Services Department
Service/Function Post Pandemic Plans Comments
Development
Applications
Development Services is
transitioning to digital only
submissions similar to the
Region of Durham Works
Department.
Staff have been provided with
new 43” monitors along with
access to Bluebeam software
to assist with digital reviews.
This is also in line with Building
Services as they have gone
completely digital for Building
Permit submissions.
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City’s Recovery Plan – Post Pandemic Service Delivery Model
Pool Enclosure
Permits
Process to continue digitally
with staff providing
application to residents to
be completed via email with
payment options cheque
drop off (drop box) and/or in
person payments by credit
card/debit card
Planning Applications
Review (OPA,
Rezoning, Site Plan,
Land Division and
Committee of
Adjustments)
Digital and hard copy
submissions
Detailed Design
Submissions Review
(Subdivision and
Regional Projects)
Digital and hard copy
submissions
Review of Site
Grading Plans for
Building Permits
Digital review only
Fill Permit
Applications
Digital and hard copy
submissions
Development
Site Plan and
Subdivision
Agreements
Input and Review Digital
and hard copy submissions
Municipal Consent
Applications
Digital and hard copy
submissions
Pre-consultation
meetings for new
developments
Comments provided digitally
Transportation
Studies (EA etc.)
Comments provided digitally
Meetings with
Contractors,
Consultants,
Developers, Utilities,
External Authorities
TEAMS meetings when
possible will be booked
Benchmark Requests Provided digitally by email
Plan/Profile Requests Provided digitally by email
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City’s Recovery Plan – Post Pandemic Service Delivery Model
Finance Department
Service/Function Post Pandemic Plans Comments
eCommerce Coordinate a review of
enhanced ecommerce
options for various municipal
services with the Information
Technology Division and
Public Affairs & Corporate
Communications Division.
S&S Meetings Where practical virtual
meetings will continue
This shift in strategy does save
some staff time.
S&S Site Visits Where practical virtual
meetings will continue
This shift in strategy does save
some staff time
S&S Bid acceptance
via Email and
Sharefile for large
submissions
Continue with Email only, no
hard copies. Sharefile
where required
Need to initiate a Bids &
Tenders (or something similar)
to collect bids
Payroll
EZ Labour Time &
Attendance Reports
Will continue to accept
reports by email with
electronic signatures
Works well with off-site
locations.
Payment of Property
Taxes
Property tax payments are
limited to either debt or
cheque.
This change has reduced the
time staff spend balancing and
reduced staff stress related to
accepting bills with the
possibility of being infected by
Covid through cash payments.
Meetings with
taxpayers
Tax staff are flexible to meet
with residents via a virtual
meeting format.
Fire Services Department
Service/Function Post Pandemic Plans Comments
Virtual Training Fire Stations are now
equipped to jointly train
together via webcam
W hile this isn’t the answer for all
types of training it certainly
works well for certain topics.
Staff will continue to rely on this
method for some subjects.
Meetings Fire Stations are also
equipped for remote
meetings, this has been an
excellent way for staff to
meet and ensure that
everyone is hearing the
same message at the
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City’s Recovery Plan – Post Pandemic Service Delivery Model
same time. This will
continue post COVID.
Fire Inspections Fire Inspectors have been
utilizing web cam types
devices or apps to perform
inspections in certain
occupancies or to confirm
work was completed on
follow up inspections. This
is working well and we see
a use for this post COVID.
Public Education Our Public Education has
moved online and it has
worked very well.
It is always best face to face,
however we continue with some
web camera based online
education for children and older
adults post pandemic.
Human Resources Department
Service/Function Post Pandemic Comment
Interviews Virtual interviews for job
vacancies will occur as
required
This is an excellent option for
interviewing applicants who do
not live locally or where there
are scheduling issues.
Corporate Training Virtual/online training will
continue
This forum has provided us with
the ability to reach a larger
audience and addresses issues
related to training employees on
varying shifts.
Meetings (including
investigation
meetings, grievance
meetings and job
evaluation)
Where appropriate, will
continue virtually
Provides greater scheduling
flexibility to ensure timelines are
met and issues are investigated
promptly.
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City’s Recovery Plan – Post Pandemic Service Delivery Model
Operations Department
Road Occupancy Currently determining if This service would be offered in
Permits (ROP) staff are able to get the tandem with in person drop offs.
ROP’s onto Amanda and
allow for an application
and payment on-line
most commercial
application.
Meetings Where practical virtual
meetings will continue
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