HomeMy WebLinkAboutJanuary 10, 2022
Executive Committee
Meeting Agenda
January 10, 2022
Electronic Meeting – 2:00 pm
Chair: Councillor McLean
Due to COVID-19, 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, 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 01-22
Community Association Lease Agreement
-856 Pickering Kinsmen Royal Canadian Air Cadet Squadron
Recommendation:
1. That the Mayor and City Clerk be authorized to execute the Lease
Agreement with 856 Pickering Kinsmen Royal Canadian Air Cadet
Squadron set out in Attachment 1 to this report, subject to minor
For information related to accessibility requirements please contact:
Committee Coordinator
905.420.4611
clerks@pickering.ca
1
Executive Committee
Meeting Agenda
January 10, 2022
Electronic Meeting – 2:00 pm
Chair: Councillor McLean
revisions as may be required by the Director, Community Services
and the Director, Corporate Services & City Solicitor; and,
2. That the appropriate City officials be authorized to take the
necessary actions as indicated in this report.
4.2 Director, Engineering Services, Report ENG 01-22
Rotary Frenchman’s Bay West Park
-Lake Ontario Shoreline Restoration
Recommendation:
1. That Report ENG 01-22 regarding the Rotary Frenchman’s Bay West
Park, Lake Ontario Shoreline Restoration, be received;
2. That Council approve engaging the services of the Toronto and
Region Conservation Authority (TRCA) as a sole source purchase
for project management and construction services for the Lake
Ontario shoreline restoration work in accordance with the City’s
Purchasing Policy Items 09.04 and 09. 09;
3. That Council authorize staff to execute a letter of agreement with the
TRCA for the project management and construction services for the
Lake Ontario shoreline restoration work, on such terms as are
satisfactory to the Director, Engineering Services and the Director,
Finance & Treasurer;
4. That Council authorize the Director, Finance & Treasurer, to finance
the total net project cost of $472,377.00 as follows:
a) The sum of $236,188.00 to be funded by a transfer from the
Development Charges – City’s Share Reserve;
b) The sum of $236,189.00 to be funded by a transfer from the
Development Charges – Parks & Recreation Services Reserve
Fund; and,
5. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
For information related to accessibility requirements please contact:
Committee Coordinator
905.420.4611
clerks@pickering.ca
16
Executive Committee
Meeting Agenda
January 10, 2022
Electronic Meeting – 2:00 pm
Chair: Councillor McLean
4.3 Director, Finance & Treasurer, Report FIN 01-22 27
2022 Interim Levy and Interim Tax Instalment Due Dates
Recommendation:
1. That an interim property tax levy be adopted for all realty property
classes for 2022;
2. That the interim property tax levy instalment due dates be February
25 and April 25, 2022;
3. That the attached draft by-law, providing for the imposition of the
taxes, be enacted; and,
4. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this report.
4.4 Director, Finance & Treasurer, Report FIN 02-22 32
Request to Award the Contract to NTT Data Business Solutions Inc. for
SAP Application Management Services
Recommendation:
1. That the Proposal from NTT Data Business Solutions Inc., in the
amount of $240,012.00 (HST included) be accepted for the initial
term of one year;
2. That the total gross project cost of $240,012.00 (HST included) and
other associated costs and that the net of HST project cost of
$216,138.00 be funded over a one year period be approved;
3. That Council authorize the Director, Finance & Treasure to fund the
net project cost of $216,138.00 from the 2018 Capital Budget
Account (old 5203.1801.6174) or new account number is
C10600.1801.90; and,
4. That the appropriate City of Pickering officials be a uthorized to take
the necessary actions to give effect hereto.
For information related to accessibility requirements please contact:
Committee Coordinator
905.420.4611
clerks@pickering.ca
52
Executive Committee
Meeting Agenda
January 10, 2022
Electronic Meeting – 2:00 pm
Chair: Councillor McLean
4.5 Director, Operations, Report OPS 01-22
Mechanical Harvesting of Eurasian Watermilfoil Weeds in Frenchman’s Bay
-Review of Results of 2021 Pilot Project
Recommendation:
1. That Council receive report OPS 01-22 from the Director, Operations
regarding the mechanical harvesting of Eurasian watermilfoil weeds
in Frenchman’s Bay 2021 pilot project for information; and,
2. That the appropriate City of Pickering officials be authorized to take
the necessary actions to give effect hereto.
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 01-22
Date: January 10, 2022
From: Sarah Douglas-Murray
Director, Community Services
Subject: Community Association Lease Agreement
-856 Pickering Kinsmen Royal Canadian Air Cadet Squadron
-File: A-1440
Recommendation:
1. That the Mayor and City Clerk be authorized to execute the Lease Agreement with 856
Pickering Kinsmen Royal Canadian Air Cadet Squadron set out in Attachment 1 to this
report, subject to minor revisions as may be required by the Director, Community Services
and the Director, Corporate Services & City Solicitor; and,
2. That the appropriate City officials be authorized to take the necessary actions as indicated in
this report.
Executive Summary: As per Council Resolution #252/17, the City entered into a Lease
Agreement with the 856 Pickering Kinsmen Royal Canadian Air Cadet Squadron (the “Squadron”)
for their exclusive use of one office, one meeting room and two storage rooms located at the East
Shore Community Centre. The Lease agreement expires on January 31, 2022.
The Community Services Department recommends that the Lease Agreement included as
Attachment 1 be initiated for a five year term beginning February 1, 2022 and ending January 31,
2026.
Financial Implications: The City of Pickering is responsible to fund the general operating costs
(such as utilities, snow/garbage removal, maintenance and cleaning) of the East Shore
Community Centre which are reflected annually within the Community Services Department
Current Budget (cost centre 10245). The Current Budget does not reflect capital expenditures that
vary year-to-year depending on facility need.
The Squadron is responsible to fund the day-to-day costs to operate their activities, which
includes program/office supplies, administrative and insurance costs. The Squadron is also
responsible to supply, maintain, repair and/or replace furniture, appliances and equipment at its
expense, in order to operate their activities.
Discussion: For the past number of years, the Squadron have operated their
committee from dedicated office, meeting room and storage rooms located on the 2nd floor of the
East Shore Community Centre.
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CS 01-22 January 10, 2022
Subject: Community Association Lease Agreement Page 2
The Royal Canadian Air Cadets is an inclusive community oriented program for Canadian youth
between the ages of 12 and 18 years. The Cadet program offers the opportunity for youth to
develop into upstanding community orientated citizens through challenges, unique experiences,
and humanitarian endeavours. The program includes aviation studies, citizenship, leadership,
effective speaking, outdoor survival, drill, sports, and drum and bugle band. The program also
offers the opportunity to learn to fly, expand horizons, contribute to the local community, and
develop lifelong friendships. 856 Pickering Kinsmen Royal Canadian Air Cadet Squadron currently
has 150 cadets and the only cost to join is a $60 annual administration fee that is paid to the
Ontario Provincial Committee to cover insurance and training.
The Squadron has the exclusive use of the second floor meeting room, office and two storage
rooms, at no cost to coordinate their administrative duties. The Squadron is scheduled to host
their programs and exercise drills through their use of the East Shore Community Centre
Gymnasium, Community Room, Meeting Rooms 2 and 4 on Wednesdays from 6:00 pm to 10:00
pm. and the Community Room on Fridays from 7:00 pm to 9:30 pm from September to June
annually, at no cost to the Club. During this time, the Squadron have operated their activities in a
diligent and conscientious manner that has satisfied the City.
The current Lease Agreement executed under Council Resolution #252/17 expires January 31,
2022. City staff have prepared an updated Lease Agreement attached as Attachment 1. As per
the terms and conditions of the attached written agreement, the Squadron shall use the premises
for non-profit, charity events or non-commercial receptions of the Squadron, at their cost. The
Squadron will also maintain insurance in the amount of five million dollars. The City is responsible
for all day-to-day operating expenses of the East Shore Community Centre including utilities,
snow and garbage removal and regular maintenance.
The Community Services Department recommends that the Lease Agreement included as
Attachment 1 be initiated for a five year term, beginning February 1, 2022 and ending January 31,
2026.
Attachments:
1. Draft Lease Agreement with 856 Pickering Kinsmen Royal Canadian Air Cadet Squadron.
CORP0227-07/01 revised
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CS 01-22 January 10, 2022
Subject: Community Association Lease Agreement Page 3
Prepared/Approved/Endorsed By:
Original Signed By:
Sarah Douglas-Murray
Director, Community Services
SDM:sdm
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A.
Chief Administrative Officer
CORP0227-07/01 revised
- 3 -
Attachment #1 to Report CS 01-22
Lease Agreement
This Lease is made as of the 1st day of February, 2022.
Between:
The Corporation of the City of Pickering
(the "City")
-and -
856 Pickering Kinsmen Royal Canadian Air Cadet Squadron
(the "Squadron")
Article I
Interpretation
Definitions
1.In this Lease,
(a)"Commencement Date" means February 1, 2022;
(b)"Lease" means this lease as it may be amended from time to time;
(c)"Premises" means that portion of the East Shore Community Centre
composed of the second floor meeting room, office and two storage
rooms as shown on Schedule “A” attached hereto, located at 910
Liverpool Road South, in the City of Pickering, Regional Municipality of
Durham;
(d)"Rent" means the rent payable pursuant to Section 22; and
(e)"Term" means the term of this Lease as set out in Section 19.
Headings
2.The division of this Lease 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 Lease.
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2
Schedule
3. Schedule “B” (City’s Conditions of Agreement) are incorporated into and form
part of this Lease.
Severability
4. All of the provisions of this Lease 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 Lease and the remaining provisions of this Lease shall remain in force.
Number
5. Wherever a word importing the singular number only is used in this Lease, such
word shall include the plural. Words importing either gender or firms or
corporations shall include the other gender and individuals, firms or corporation
where the context so requires.
Governing Law
6. This Lease shall be governed by, and interpreted and enforced in accordance
with, the laws in force in the Province of Ontario.
Entire Agreement
7. This Lease 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.
Article II
Grant and Use
Grant
8. In consideration of the performance by the Squadron of its obligations under this
Lease, the City leases the Premises to the Squadron for its use during the Term.
Squadron Use of Premises
9. The Premises shall be used only for administrative and program functions of the
Squadron at its expense and for no other purpose without the prior written
consent of the City.
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3
10. The Squadron’s use of the Premises shall be in accordance with the City’s
Conditions of Agreement (Schedule “B”).
Nuisance
11. The Squadron shall not carry on any activities or do or suffer any act or thing that
constitutes a nuisance or which is offensive or an annoyance to the City. The
City acknowledges that the drilling, exercise and program activities normally
carried on by the Squadron on the Premises do not constitute a nuisance.
City Use of Premises
12. Subject to section 11, the City shall have right of first refusal to use the
Premises. The Squadron shall not be entitled t o any rental fees remuneration or
any other compensation associated with the use of the Premises by the City.
13. Provided it is not required by the City for any other use, the City shall provide the
Squadron with the use of the East Shore Community Centre Gymnasium,
Community Room, Meeting Rooms 2 and 4 on W ednesdays from 6:00 pm to
10:00 pm and the Community Room on Fridays from 7:00 pm to 9:30 pm for
Squadron activities from September to June annually at no cost to the Club.
Requests by the Squadron for additional facility space and/or time is subject to
facility availability and applicable permit user fees.
Assignment and Subletting
14. The Squadron shall not assign this Lease or sublet all or any portion of the
Premises without the prior written consent of the City.
Licences
15. The Squadron may not grant licences to use the Premises.
16. The Squadron shall submit their annual financial statement to the City by
October 31st of each year.
17. The Squadron shall submit an annual permit request to the City by June 30th of
the previous year.
18. The Squadron shall submit a list of their Board of Directors and total number of
annual members/participants to the City by December 1st each year.
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4
Article III
Term
Term
19. The term of this Lease shall be five (5) years from the Commencement Date to
January 31, 2027.
20. The City may terminate this Lease at any time for any reason provided it has
given the Squadron six (6) months prior notice.
Overholding
21. If the Squadron remains in possession of the Premises after the expiry of the
Term, there shall be no tacit renewal of this Lease or the Term, notwithstanding
statutory provisions or legal presumption to the contrary, and the Squadron shall
be deemed to be occupying the Premises from month to month upon the same
terms, covenants and conditions as are set forth in this Lease insofar as they are
applicable to a monthly tenancy.
Article IV
Rent
Rent
22. The Squadron shall pay to the City as rent for the entire the Term in lawful
money of Canada the sum of One (1) Dollar ($1.00).
Gross Lease
23. The City acknowledges that this is a gross lease and agrees to pay all charges,
impositions and outlays of every nature and kind relating to the Premises except
as expressly set out in this Lease.
Article V
Maintenance, Repairs and Alterations
Maintenance of Premises
24. The Squadron shall maintain and operate the Premises so that they shall always
be of good appearance and suitable for the proper operation of the Premises.
25. The Squadron shall be responsible to supply, maintain, repair and/or replace
furniture, appliances and equipment at its expense in order to operate Squadron
activities.
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5
26. The City shall provide snow removal services for the parking lot, sidewalks,
walkways and all other areas of pedestrian passage on the Premises.
27. (1) Subject to subsection (2), the City shall be responsible for all inspections
and preventative maintenance with respect to the heating equipment,
transformer, parking lot, lights and exterior grass cutting and landscaping.
(2) The Squadron shall be responsible for any damages or costs incurred due
to the misuse or negligence of the Squadron, its employees, invitees,
servants, agents, or others under its control and the Squadron 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.
28. The Squadron shall immediately notify the City of any unsafe conditions on the
Premises.
Security
29. The City shall be responsible for the security of the Premises. The Squadron is
not permitted to use the premises without City personnel on site to perform this
function.
Alterations/Improvements to Premises
30. The Squadron shall only be permitted to make alterations and improvements to
the Premises that have been approved by the City.
Article VI
Insurance and Indemnity
Squadron's Insurance
31. The Squadron, at its sole cost and expense, shall take out and maintain,
(a) insurance upon property owned by it which is located on the Premises;
and
(b) commercial general liability insurance pertaining to the Squadron's liability
to others in respect of injury, death or damage to property occurring upon,
in or about the Premises, and abuse insurance. 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 of similar premises
for the carrying on of similar businesses, but in any event in an amount
not less than five million dollars ($5,000,000.00) for claims arising out of
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6
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.
32. Prior to the Commencement Date, the Squadron 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.
33. The provision of the insurance policy required by this section shall not relieve the
Squadron from liability for claims not covered by the policy or which exceed its
limits, if any, for which the Squadron may be held responsible.
Insurance Risks
34. The Squadron shall not do, omit to do, or permit to be done or omitted to be
done upon the 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. If the conduct of business in the
Premises or any acts or omissions of the Squadron on the Premises causes or
results in any increase in premiums for any of the City's insurance policies, the
Squadron shall pay such increase to the City.
Indemnification
35. Each of the City and the Squadron shall indemnify and save harmless the other
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
party being indemnified shall or may become liable by reason of any breach,
violation or non-performance by the party so indemnifying of any covenant, term
or provision of this Lease or by reason of any damage, injury or death
occasioned to or suffered by any person or persons including the City or the
Squadron, as the case may be, or any property by reason of any wrongful act,
neglect or default on the part of the party so indemnifying or any of those
persons for whom it is in law responsible. For greater certainty, the limitation of
liability set out above in this section does not extend to claims, losses or
damages resulting in whole or in part from the gross negligence or wilful
misconduct of the party claiming indemnification, its employees or those for
whom it is in law responsible.
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7
Article VII
Remedies on Default
City's Right to Re-Enter
36. If any amount payable to the City under this Lease shall remain unpaid for fifteen
(15) days after the Squadron has received notice thereof, then it shall be lawful
for the City at any time thereafter to re-enter the Premises.
City's Right to Remedy Default
37. In addition to all other remedies the City may have under this Lease and in law, if
the Squadron is in default of any of its obligations under this Lease, and such
default has continued for a period of ten (10) days after receipt of notice by the
Squadron (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 the
Squadron shall be responsible for all such costs.
Waiver
38. No condoning, excusing or overlooking by the City of any default, breach or
non-observance by the Squadron at any time or times in respect of any
covenant, obligation or agreement under this Lease 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 the
Squadron save only an express waiver in writing.
Article VIII
Miscellaneous
Quiet Enjoyment
39. The City shall permit the Squadron to peaceably possess and enjoy the
Premises during the Term and as per the conditions and times set out in their
city issued facility permit without any interference from the City, or any person
lawfully claiming by, from or under the City provided the Squadron is not in
default.
Right of Entry
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8
40. The Squadron agrees to permit the City and authorized representatives of the
City to enter the Premises during normal business hours for the purpose of
inspecting the Premises. The City shall use its best efforts to minimize the
disruption to the Squadron's use of the Premises during any such entry.
Signs
41. The Squadron 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
42. The Squadron, 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 the Squadron or the making of any
improvements to the Premises by the Squadron.
Notice
43. Any notice required to be given by the City to the Squadron under this Lease
shall be in writing and shall be delivered to the Premises or such other address of
which the Squadron has notified the City in writing, and any such notice delivered
shall be deemed good and sufficient notice under the terms of this Lease.
44. Any notice required to be given by the Squadron to the City under this Lease
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 the
Squadron in writing, and any such notice delivered shall be deemed good and
sufficient notice under the terms of this Lease.
Successors and Assigns
45. This Lease shall enure to the benefit of and be binding upon the parties and their
respective successors (including any successor by reason of amalgamation or
statutory arrangement) and permitted assigns.
Schedules
46. Schedules “A” and “B” attached hereto form part of this Agreement.
In Witness Whereof the parties have executed this Lease.
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The Corporation of the City of Pickering
________________________________
David Ryan, Mayor
________________________________
Susan Cassel, City Clerk
856 Pickering Kinsmen Royal Canadian
Air Cadet Squadron
________________________________
Caroline Pascoe, Chair
________________________________
Sue Passmore, Treasurer
We have the authority to bind the Squadron
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NOTE: LOCATIONS OF WALLS AND FIXTURES MAY VARY Appendix A
NORTH
EAST SHORE COMMUNITY CENTRE
GROUND FLOOR PLAN
50 10
METERS
GYMNASIUM
SENIOR'S ROOM
ACTIVITY
ROOM
MULTI-
PURPOSE
MULTI-
PURPOSE
LAWN
BOWLING
ROOM
MULTI-
PURPOSE
GAME
ROOM
MECH MECH
UPPER FLOOR PLAN
AIR CADETS
LIVERPOOL ROAD
STORAGE
STORAGE
SHED
MAIN PARKING LOT &
LAWN BOWLING GREENS - 13 -
Appendix B
Conditions of Use
1. The City reserves the right to cancel any permit temporarily or
permanently, should accommodation be required for special events, or in
an emergency.
2. 50% of payment is due at time of booking. This is a non-refundable
deposit. The remaining 50% is due in full, 90 days prior to the permit
date of the event.
3. Applicants must be members of authority in the organization seeking
accommodation.
4. The facility is to be used only on the date(s) and time(s) specified, and
only for the purpose named. No teen dances/parties, stags or stagettes
are permitted in our halls. This permit is not transferrable.
5. The City will not be responsible for personal injury or damage or for the
loss or theft of clothing or equipment of the applicants, or anyone
attending on the invitation of the applicant or any persons contracted by
the applicant.
6. The applicant shall be responsible for the conduct and supervision of all
persons admitted to the building(s) and grounds and shall see that all
regulations contained herein are strictly observed.
7. Unnecessary noise which disturbs the peace, quiet, or comfort of any
person in any type of residence, place of business, etc., in proximity to
the facility shall not be permitted.
8. The exits must be kept free from obstruction in case of fire.
9. The applicant must pay all damages arising from the use of the
property.
10.A damage/security deposit will be charged for all rentals, to be refunded
at a later date, if no damage, excessive maintenance costs are incurred
as a result of the facility rental.
11.The applicant must pay such fees for extra work by custodians, etc., as
the City may determine.
12.Games of chance, lottery, or gambling in any forms, contrary to law is
strictly forbidden.
13.It shall be the responsibility of the applicant to see that all persons
admitted to the function being held, have vacated the premises promptly
by 2:00 am.
14.If liquor of any type is to be served, sold or available at the function, the
applicant must obtain all necessary permits and licenses and must
adhere to the City of Pickering ‘Alcohol Management Policy’. A copy of
the liquor license must be posted on the wall during the function.
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15.The City of Pickering requires every event have a minimum of
$2,000,000 third party general liability insurance coverage. This
insurance must be purchased as part of the rental process.
16.For all special occasion permits, only monitors and servers that possess
a server intervention program certificate will be permitted to use the
designated facility. Information is available at www.smartserve.org.
17.The licensor reserves the right to provide security personnel or Pay-
Duty Police at the expense of the licensee, should the Supervisor,
Facility Programs deem it necessary.
18.Hall cancellations are subject to a $48.00 administration fee.
19.All cancellations must be received in writing ninety days prior to the
function, or the entire rental fee will be forfeited.
20.All rental rates are subject to increase. Post-dated cheques will not be
accepted.
21.This contract is not valid unless it is signed and dated by the person
renting the facility and returned as soon as possible to the Facility
Booking Clerk.
22.Recreation Complex Staff will set-up the tables and chairs ‘provided’ a
diagram of the layout is submitted one week preceding the function. You
may obtain the diagrams at the Complex Information Desk. Any
materials/articles dropped off prior to the function, or left after the
function, must have prior approval from the Maintenance Department or
designate.
23.If Complex Banquet Halls are rented, please use the outside entrance to
Banquet Hall, do not use main Complex doors.
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Report to
Executive Committee
Report Number: ENG 01-22
Date: January 10, 2022
From: Richard Holborn
Director, Engineering Services
Subject: Rotary Frenchman’s Bay West Park
-Lake Ontario Shoreline Restoration
-File: A-1440
Recommendation:
1.That Report ENG 01-22 regarding the Rotary Frenchman’s Bay West Park, Lake Ontario
Shoreline Restoration, be received;
2.That Council approve engaging the services of the Toronto and Region Conservation
Authority (TRCA) as a sole source purchase for project management and construction
services for the Lake Ontario shoreline restoration work in accordance with the City’s
Purchasing Policy Items 09.04 and 09.09;
3.That Council authorize staff to execute a letter of agreement with the TRCA for the
project management and construction services for the Lake Ontario shoreline restoration
work, on such terms as are satisfactory to the Director, Engineering Services and the
Director, Finance & Treasurer;
4.That Council authorize the Director, Finance & Treasurer, to finance the total net project
cost of $472,377.00 as follows:
a)The sum of $236,188.00 to be funded by a transfer from the Development
Charges – City’s Share Reserve;
b)The sum of $236,189.00 to be funded by a transfer from the Development
Charges – Parks & Recreation Services Reserve Fund; 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: Rotary Frenchman’s Bay West Park (RFBWP) is situated on land
owned by the Toronto and Region Conservation Authority (TRCA) under Management
Agreement with the City of Pickering. The first phase of implementation of the RFBWP Master
Plan, which included the reconstruction of Beachpoint Promenade and associated park
features at the west end of the park, were completed in 2018. Following the high water events
of 2017 and 2019, the RFBWP Master Plan was slightly modified and re-endorsed by Council
in November 2020.
- 16 -
ENG 01-22 January 10, 2022
Subject: Rotary Frenchman’s Bay West Park,
Lake Ontario Shoreline Restoration Page 2
As part of the 2021 Parks Capital Budget, $2 million was approved for the implementation of
the balance of works in the RFBW Park Master Plan. This budget amount includes funds for
design and contract administration consulting fees, the Lake Ontario shoreline restoration work
and other park and trail improvements on the west spit. The MBTW Group Inc. were retained
in early 2021 to provide and coordinate the design and construction administration services for
this project.
The Lake Ontario shoreline restoration work extends along the Phase 1 area and includes the
removal of the old cottage foundation walls and associated debris found along the beach.
Shoreplan Engineering Limited, Coastal Engineers have designed a stone revetment treatment
to protect the shoreline from further erosion along the interpretive kiosk and picnic area, and
an armourstone protection wall to protect the end of road turning circle from wave uprush
during high water levels and severe storm events.
TRCA have provided City staff with a proposal for their Restoration & Infrastructure team to
perform the shoreline restoration work. As the owner of the RFBWP lands and as experts on
Lake Ontario and ecological restoration work, TRCA are well suited and have the experience
to complete this shoreline restoration work, recognizing the sensitivity of the area and the
nature of the safety hazards inherent with working on the shoreline.
The City’s Purchasing Policy Item 09.04(g) authorizes the Manager, Supply & Services to
make single or sole source purchases without competitive bids in respect of “work to be
performed on or about a leased building or portions thereof that may be performed only by the
lessor”. As stated earlier, TRCA is the owner of the RFBWP lands.
The City’s Purchasing Policy Item 09.09 states “a single or sole source purchase exceeding
$125,000 is subject to Council approval”. This report recommends that Council approve
engaging the services of TRCA as project manager and constructor of the Lake Ontario
shoreline restoration work.
TRCA have advised that the best time to complete the shoreline restoration work is during the
winter months, when the lake water levels are at their lowest. TRCA are prepared to mobilize
quickly in order to complete any in water works by March 31, 2022 to avoid conflict with the
fisheries timing window and to minimize public use conflicts by completing the project before
summer.
It is recommended that TRCA be retained to complete the Lake Ontario shoreline restoration
work as outlined in this report and their proposal (attached).
Financial Implications:
1. Proposal Amount
Toronto and Region Conservation Authority
Fee Proposal $407,939.00
HST (13%) 53,032.07
Total Gross Proposal Amount $460,971.07
- 17 -
ENG 01-22 January 10, 2022
Subject: Rotary Frenchman’s Bay West Park,
Lake Ontario Shoreline Restoration Page 3
2. Estimated Project Cost Summary
Toronto and Region Conservation Authority
Fee Proposal $407,939.00
Associated Costs
Contingency (12%) 48,953.00
TRCA Permit Fee 7,315.00
Sub Total – Costs $464,207.00
HST (13%) 60,347.00
Total Gross Project Cost $524,554.00
HST Rebate (11.24%) (52,177.00)
Total Net Project Costs $472,377.00
3. Approved Source of Funds – 2021 Parks Capital Budget
Expense Code Source of Funds Budget Required
Available
C10320.1912.01-Reserve – DC’s City’s Share $920,618.00 $236,188.00
504700 DC Res Fund – Parks & 920,617.00 236,189.00
Recreation Services
Total $1,841,235.00 $472,377.00
Net Project Cost under (over) Approved Funds $1,368,858.00
The costs for the shoreline restoration work indicated in the tables above represents a portion
of the overall project costs. Funds for the detailed design of the shoreline restoration work and
final phase of the Rotary Frenchman’s Bay West Park Master Plan implementation in the
amount of $158,765.00 (including Net HST) were previously approved by Council and the
project was awarded to The MBTW Group Inc. Funds for the actual construction of the park
features, permit fees, and geotechnical and materials testing and other associated project
costs will come from this same source of funds and will be itemized in a future Report to
Council to award the construction. The balance of funds left available for construction for the
remaining Master Plan implementation is $1,368,858.00.
Discussion: Rotary Frenchman’s Bay West Park (RFBWP), is situated on land
owned by the Toronto and Region Conservation Authority (TRCA) under Management
Agreement with the City of Pickering. The park underwent the first phase of improvements in
2018 that were based on the 2012 Council endorsed RFBWP Master Plan. This work included
the reconstruction of Beachpoint Promenade and other features at the west end of the park.
Following the high water events of 2017 and 2019, the RFBWP Master Plan was modified and
endorsed by Council in November 2020.
As part of the 2021 Parks Capital Budget, $2 million was approved for the implementation of
the balance of works in the RFBW Park Master Plan. This budget amount includes funds for
design and contract administration consulting fees, the Lake Ontario shoreline restoration work - 18 -
ENG 01-22 January 10, 2022
Subject: Rotary Frenchman’s Bay West Park,
Lake Ontario Shoreline Restoration Page 4
and other park and trail improvements on the west spit. The MBTW Group Inc. were retained
to provide and coordinate the design and construction administration services for this project at
a total cost of $158,765.00 (net of HST rebate).
The Lake Ontario shoreline restoration work extends along the Phase 1 area, from the turning
circle at the east end of Beachpoint Promenade, west to beyond the picnic area. The work
includes the removal of old cottage foundation walls and associated debris such as reinforcing
steel and other building materials that become exposed through wave action, are unsightly,
and can be a hazard to the public. Shoreplan Engineering Limited, Coastal Engineers have
designed a stone revetment treatment to protect the shoreline along the interpretive kiosk and
picnic area from further erosion. An armourstone protection wall will also be installed between
the turning circle at the east end of Beachpoint Promenade and beach, to protect this
infrastructure from wave uprush during high water levels and severe storm events.
TRCA have provided a proposal for their Restoration & Infrastructure team to perform the
shoreline restoration work. The proposed work includes project management, site securement,
tree protection fencing, erosion & sediment control, creation of staging area and site access to
beach area, removal of old cottage structures, construction of shoreline revetment,
procurement of construction materials and restoration of the staging area at the completion of
the project.
As the owner of the land and as experts on Lake Ontario and ecological restoration work,
TRCA are well suited to perform this work. Similar services were provided by TRCA from 2012
to 2014, for the reconstruction of the Frenchman’s Bay Harbour Entrance. This arrangement
with TRCA led to a very successful implementation of new breakwaters and dredging of the
channel. It would be in the City’s best interest to retain TRCA to complete the shoreline
restoration work due to the sensitivity of the area, the nature of the safety hazards inherent
with working on the shoreline and TRCA’s expertise with this type of work.
The City’s Purchasing Policy Item 09.04(g) authorizes the Manager, Supply & Services to
make single or sole source purchases without competitive bids in respect of “work to be
performed on or about a leased building or portions thereof that may be performed only by the
lessor”. TRCA is the owner of the RFBWP lands.
The City’s Purchasing Policy Item 09.09 states “a single or sole source purchase exceeding
$125,000 is subject to Council approval”. This report recommends that Council approve
engaging the services of TRCA as project manager and constructor of the Lake Ontario
shoreline restoration work.
TRCA have advised that the best time to complete this shoreline restoration work is during the
winter months, when the lake water levels are at their lowest. TRCA are prepared to mobilize
quickly in order to complete any in water works by March 31, 2022 to avoid conflict with the
fisheries timing window and to minimize public use conflicts by completing the project before
summer.
It is recommended that TRCA be retained to complete the Lake Ontario shoreline restoration
work at a cost of $407,939.00 (excluding HST) and that Council approve a net project cost of
- 19 -
ENG 01-22 January 10, 2022
Subject: Rotary Frenchman’s Bay West Park,
Lake Ontario Shoreline Restoration Page 5
$472,377.00 (net of HST rebate) for this portion of the final phase of the RFBWP Master Plan
implementation.
Attachments:
1.Rotary Frenchman’s Bay West Park, Lake Ontario Shoreline Restoration proposal from
TRCA, dated December 13, 2021
2.Location Map
Prepared By: Approved/Endorsed By:
Original signed by:Original signed by:
Arnold Mostert, OALA Richard Holborn, P. Eng.
Manager, Landscape & Parks Development Director, Engineering Services
Original signed by:
Stan Karwowski, MBA, CPA, CMA
Director, Finance & Treasurer
AM:mjh
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
Original signed by:
- 20 -
December 13, 2021
To: Arnold Mostert, Senior Coordinator, Landscape and Parks Development, City of
Pickering
From: Karen McDonald, Senior Manager, Ecosystem Management, TRCA
CC: Ralph Toninger, Associate Director, Restoration and Resource Management,
TRCA
Mike Puusa, Associate Director, Construction Services, TRCA
Nancy Gaffney, Government and Community Relations Specialist, TRCA
Re: Rotary Frenchman’s Bay West Park, Lake Ontario Shoreline Restoration
PROJECT BACKGROUND
TRCA has been an active partner with the City of Pickering on the development of the
Rotary Frenchman’s Bay West Park Master Plan, which was approved by Council in
2012. Since then, TRCA has contributed to the advancement of the designs, including
provision of ecological data and participation in stakeholder and public meetings. As the
owner of Rotary Frenchman’s Bay West Park, and as experts on Lake Ontario and
ecological restoration, TRCA has provided guidance and advice to the City on best
approaches to achieve balanced, safe use of the West Spit while improving ecological
conditions of the site. TRCA is pleased to provide this proposal to undertake the Lake
Ontario shoreline restoration works for the Rotary Frenchman’s Bay West Park.
SCOPE OF WORK
TRCA’s role in the implementation of the Lake Ontario shoreline restoration at Rotary
Frenchman’s Bay West Park includes the following activities:
-Project management
-Delineation and securement of construction zone
-Tree protection fencing
-Erosion and sediment control
-Creation of staging area and site access (Figure 1)
-Removal and integration and/or offsite disposal of old concrete structures
-Construction of Shoreplan Engineering Ltd. design (Figure 2)
-Procurement of construction materials identified by Shoreplan Engineering Ltd.
(Table 2)
-Restoration of staging area
Attachment #1 to Report #ENG 01-22
- 21 -
2
EXCLUDED FROM SCOPE OF WORK
- Design changes
- Permits and approvals
-Project information signage
-As-built drawings
-Drone surveillance
-Pre-construction and post-construction ecological monitoring
PROJECT TIMELINE
-Construction commencement – week of January 31, 2022
-Approximate timeline 8 weeks
-Project requires completion by March 31 to avoid fisheries timing window
implications. TRCA can seek out timing extension if required.
SOLE SOURCE RATIONALE
The City of Pickering has a history of collaboration with TRCA. For many years, the
TRCA has undertaken a variety of projects in partnership with, and on behalf of, the City
of Pickering and which are of common interest to both organizations. A selection of
projects undertaken in partnership with, or with the support of, TRCA include:
•Frenchman’s Bay Harbour Entrance
•Frenchman’s Bay East Spit Shoreline Restoration
•Frenchman’s Bay vegetation monitoring and management guidance
•Various naturalization projects including community and staff plantings at various
sites, including Rotary Frenchman’s Bay West Park
•Canada Goose management
Various City of Pickering departments and divisions have worked with, and continue to
work with, TRCA in accordance with their respective business areas. There is value to
the City of Pickering in having TRCA provide services on behalf of the City on projects
that eliminate or reduce risk to life and property in a prompt, cost-effective and
environmentally responsible manner. TRCA is able to provide cost-effective
management of natural environment projects using their highly specialized expertise,
and ability to expedite required approvals, facilitate community involvement, meet tight
timelines, and satisfy federal and provincial environmental standards.
Furthermore, recent amendments made to the Conservation Authorities Act, which are
intended to increase the transparency of the relationships between conservation
authorities and municipalities to the public, and also to allow for conservation authorities
to enter into agreements with municipalities within their jurisdictions in respect to
programs and services that the authority will provide on behalf of the municipality.
These initiatives are in addition to the mandatory programs and services that
conservation authorities provide to their municipalities, which are required by regulation.
- 22 -
3
The City of Pickering would benefit by sole sourcing TRCA to undertake these works
due to the sensitivity of the area adjacent to Lake Ontario and near a provincially
significant wetland; the nature of the safety hazards on the shoreline; and TRCA’s
leadership and expertise related to shoreline restoration. Additionally, TRCA is prepared
to mobilize quickly in order to complete the works by March 31, 2022 to avoid conflict
with the fisheries timing window, and minimize public use conflicts by completing
construction in advance of the busy summer months.
BUDGET
Table 1. Rotary Frenchman’s Bay West Park Lake Ontario Shoreline Restoration budget
Item# Description Cost
4.10 Project Management $37,829
4.11 Site Set-Up, ESC,
Tree Protection
$38,818
4.12 Round Stone
Revetment
Construction
$237,224
4.13 Armour Stone
Revetment
Construction
$49,011
4.14 Site Demobilization
and Restoration
$24,136
4.15 Misc. Construction $1,495
Subtotal $388,513
Corporate Surcharge
(5%)
$19,426
Contingency (10%) $40,794
Revised Subtotal $448,733
HST 13% $58,335
HST Rebate (11.24%) -$50,438
GRAND TOTAL $456,630
- 23 -
4
Table 2. Revetment Materials Quantities provided by Shoreplan Engineering Ltd.
18-2873
Rotary Frenchman’s Bay
West Park
Revetment Materials
Unit Quantity
Section A
400-600 Boulders tonnes 2000
800-1200 Boulders tonnes 40
Geotextile sq.m. 850
Section B
50-200 Round Stone tonnes 170
300-600 Boulders tonnes 5
400-800 Boulders tonnes 300
600-800 @ toe tonnes 25
Stacked Wall Materials
Wall Armour Stones 2-4 tonnes tonnes 140
Geotextile sq.m. 140
Rip rap tonnes 45
Figure 1. Shoreplan Engineering Ltd. Design
- 24 -
5
Figure 2. Site access and staging area
- 25 -
Attachment #2 to Report #ENG 01-22
- 26 -
Report to
Executive Committee
Report Number: FIN 01-22
Date: January 10, 2022
From: Stan Karwowski
Director, Finance & Treasurer
Subject: 2022 Interim Levy and Interim Tax Instalment Due Dates
File: F-4200-001
Recommendation:
1.That an interim property tax levy be adopted for all realty property classes for 2022;
2.That the interim property tax levy instalment due dates be February 25 and April 25,
2022;
3.That the attached draft by-law, providing for the imposition of the taxes, be enacted; and
4.That the appropriate City of Pickering officials be authorized to take the necessary
actions as indicated in this report.
Executive Summary: Each year, prior to the adoption of the estimates for the year,
Council authorizes the adoption of a by-law that establishes an interim tax levy to all property
classes, payment due dates, and penalty and interest charges. Under Provincial legislation,
the interim levy can be no more than 50 per cent of the previous year’s annualized taxes.
The tax levy raises funds that are used for the continuing operations of the City, Region and
the School Boards.
These due dates are relatively unchanged from prior years.
Financial Implications: This is an annual report which is procedural in nature. Enacting a
by-law that establishes an interim tax levy to all properties will permit the City to meet its
financial obligations and reduce borrowing costs until such time as the 2022 Budget and 2022
Final Tax Levy by-laws are approved by Council. The first instalments payable to the School
Boards and Region are due shortly after the due dates.
Discussion: In accordance with the Municipal Act, 2001, as amended, the City issues
interim property tax bills based on the previous year’s annualized taxes.
Those taxpayers that utilize the City’s Pre-authorized Tax Payment Plan (PTP) will have the
benefit of spreading any potential tax increase over the 6 instalments that occur after the City’s
- 27 -
Report FIN 01-22 January 10, 2022
Subject: 2022 Interim Levy and Interim Tax Instalment Due Dates Page 2
___________________________________________________________________________
budget has been passed and after the Province sets the 2022 (final) education tax rates. The
City currently has approximately 12,000 ratepayers using the monthly PTP program.
Taxpayers who have taxes included with their mortgage payments pay their taxes over a 12-
month period and also do not experience the impact of an increase to the same extent as a
taxpayer who pays their taxes on the four regular instalment due dates.
For 2021, the taxation front counter property tax payments were limited to either cheque or
debit. This change has worked well both for residents paying their taxes and City staff. The
payment processing time for cheque or debit payments is quicker than cash transactions and
therefore, taxation staff can serve the customer quicker. The reduction of cash payments was
a prudent measure to safeguard staff and our residents during COVID. It also assisted with
the daily balancing process. For 2022, staff will continue with this policy of only receiving
cheques or debit payments for City Hall taxation counter payments. It should be noted that the
taxpayer still has many options of paying their property taxes, such as through internet
banking, at their financial institution or using the City’s drop box.
Attachments:
1. By-law to Establish the 2022 Interim Instalment Due Dates
Prepared By:
Original Signed By:
Karen Uphoff
(Acting) Supervisor, Taxation
Approved/Endorsed By:
Original Signed By:
Stan Karwowski
Director, Finance & Treasurer
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A.
Chief Administrative Officer
- 28 -
Attachment #1 to Report #FIN 01-22
The Corporation of the City of Pickering
By-law No. /22
Being a by-law for the collection of taxes and to establish the instalment
due dates for the Interim Levy 2022
Whereas Section 317 of the Municipal Act, 2001, S.O.2001, c.25, as amended, provides that
the council of a local municipality may, before the adoption of the estimates for the year, pass
a by-law levying amounts on the assessment of property, in the local municipality ratable for
local municipality purposes; and
Whereas, the Council of the Corporation of the City of Pickering deems it appropriate to
provide for such an interim levy on the assessment of property in this municipality.
Now therefore, the Council of the Corporation of the City of Pickering hereby enacts as follows:
1. The amounts levied shall be as follows:
a. For the residential, pipeline, farmland and managed forest property classes there
shall be imposed and collected an interim levy of:
If no percentage is prescribed, 50 per cent of the total annualized taxes for
municipal and school purposes levied in the year 2021.
b. For the multi-residential, commercial and industrial property classes there shall be
imposed and collected an interim levy of:
If no percentage is prescribed, 50 per cent of the total annualized taxes for
municipal and school purposes levied in the year 2021.
c. For the payment-in-lieu property classes, there shall be imposed and collected an
interim levy of:
If no percentage is prescribed, 50 per cent of the total annualized taxes for
municipal and where applicable for school purposes, levied in the year
2021.
2. For the purposes of calculating the total amount of taxes for the year 2022 under
paragraph 1, the Treasurer has the authority to prescribe the percentage for the
calculation of the interim taxes, and if any taxes for municipal and school purposes were
levied on a property for only part of 2021 because assessment was added to the
collector’s roll during 2021, an amount shall be added equal to the additional taxes that
would have been levied on the property if taxes for municipal and school purposes had
been levied for the entire year.
3. The provisions of this by-law apply in the event that assessment is added for the year
2021 to the collector’s roll after the date this by-law is passed and an interim levy shall
be imposed and collected.
- 29 -
By-law No. Page 2
4. Taxes shall be payable to the Treasurer, City of Pickering.
5. When not in default, the payment of taxes, or any instalment thereof, may also be made
at any financial institution permitted by Subsection 346 (2) of the Municipal Act, 2001,
S.O. 2001 c. 25, as amended.
6. The Treasurer may mail, or cause to be mailed, all notices of taxes required in
accordance with the provisions of the Municipal Act, 2001, S.O. c. 25, as amended, to
the address of the residence or place of business or to the premises in respect of which
the taxes are payable unless the taxpayer directs the Treasurer in writing to send the bill
to another address, in which case it shall be sent to that address. Notices will not be
mailed to tenants. It is the responsibility of the person taxed to notify and collect taxes
from tenants or other persons.
7. The Treasurer is hereby authorized to accept part payment from time to time on account
of any taxes due, in accordance with the provisions of subsection 347 (1) and (2) of the
Municipal Act, 2001, S.O. c.25, as amended, and to give a receipt for such part
payment under Section 346 (1) of the Municipal Act, 2001, S.O. c.25, as amended.
8. The Treasurer is hereby authorized to prepare and give one separate tax notice for the
collection of 2022 interim taxes, 1 notice being an interim notice, with 2 instalments
under the provisions of Section 342 of the Municipal Act, 2001, S.O. 2001, c.25, as
amended, as follows:
Interim Tax Notice
- Due date of the first instalment February 25, 2022
- Due date of the second instalment April 25, 2022; or either date adjusted by
the Director, Finance & Treasurer.
9. Section 8 of this by-law in respect to the due dates does not apply to those taxpayers
who participate in the City’s monthly Pre-authorized Tax Payment plan (PTP). Monthly
PTP interim due dates are the 1st, 8th, and 16th day of each month.
10. Except in the case of taxes payable in respect of assessments made under Sections 33
and 34 of the Assessment Act, R.S.O. 1990, c.A31, as amended, the late payment
charge of 1.25 per cent for non-payment of taxes and monies payable as taxes shall be
added as a penalty to every tax or assessment, rent or rate of any instalment or part
thereof remaining unpaid on the first day of default and on the first day of each calendar
month thereafter in which such default continues pursuant to subsections 345 (1), (2)
and (3) of the Municipal Act, 2001, S.O. c.25, as amended. The Treasurer shall collect
by distress or otherwise under the provisions of the applicable statutes all such taxes,
assessments, rents, rates or instalments or parts thereof as shall not have been paid on
or before the several dates named as aforesaid, together with the said percentage
charges as they are incurred pursuant to sections 349, 350 and 351 of the Municipal
Act, 2001, S.O. c.25, as amended.
- 30 -
By-law No. Page 3
11. In the case of taxes payable in respect of assessments made under Sections 33 and 34
of the Assessment Act, R.S.O. 1990, c.A.31, as amended, the late payment charge of
1.25 per cent for non-payment of taxes and monies payable as taxes shall be added as
a penalty to every tax so payable remaining unpaid on the first day after 21 days from
the date of mailing by the Treasurer of a demand for payment thereof and on the first
day of each calendar month thereafter in which default continues pursuant to
subsections 345 (1), (2) and (3) of the Municipal Act, 2001, S.O. c.25, as amended. It
shall be the duty of the Treasurer immediately after the expiration of the said 21 days to
collect at once by distress or otherwise under the provisions of the applicable statutes,
all such taxes as shall not have been paid on or before the expiration of the said 21 day
period, together with the said percentage charges as they are incurred pursuant to
sections 349, 350 and 351 of the Municipal Act, 2001, S.O. c.25, as amended.
12. Nothing herein contained shall prevent the Treasurer from proceeding at any time with
the collection of any rate, tax or assessment, or any part thereof, in accordance with the
provisions of the statutes and by-laws governing the collection of taxes.
13. Where tenants of land owned by the Crown or in which the Crown has an interest are
liable for the payment of taxes and where any such tenant has been employed either
within or outside the municipality by the same employer for not less than 30 days, such
employer shall pay over to the Treasurer on demand out of any wages, salary or other
remuneration due to such employee, the amount then payable for taxes under this by-
law and such payment shall relieve the employer from any liability to the employee for
the amount so paid.
14. If any section or portion of this by-law is found by a court of competent jurisdiction to be
invalid, it is the intent of Council for the Corporation of the City of Pickering that all
remaining sections and portions of this by-law continue in force and effect.
15. That this by-law is to come into effect on the 24th day of January, 2022.
By-law passed this 10th day of January, 2022.
______________________________
David Ryan, Mayor
______________________________
Susan Cassel, Clerk
- 31 -
Report to
Executive Committee
Report Number: FIN 02-22
Date: January 10, 2022
From: Stan Karwowski
Director, Finance & Treasurer
Subject: Request to Award the Contract to NTT Data Business Solutions Inc. for SAP
Application Management Services
-File: F-1000-001
Recommendation:
1.That the Proposal from NTT Data Business Solutions Inc., in the amount of $240,012.00
(HST included) be accepted for the initial term of one year;
2.That the total gross project cost of $240,012.00 (HST included) and other associated
costs and that the net of HST project cost of $216,138 .00 be funded over a one year
period be approved;
3.That Council authorize the Director, Finance & Treasure to fund the net project cost of
$216,138.00 from the 2018 Capital Budget Account (old 5203.1801.6174) or new
account number is C10600.1801.90; and,
4.That the appropriate City of Pickering officials be authorized to take the necessary
actions to give effect hereto.
Executive Summary: On September 1, 2021, in the middle of the pandemic, the City of
Pickering successfully implemented SAP (Phase One) to replace its obsolete financial system .
This new system meets the objectives of the Corporation, which is to deploy a modern cloud-
based, scalable, Enterprise Resource Planning (ERP) application, that will drive organizational
productivity and efficiency.
Phase one, from a financial system perspective, consisted of the following new modules:
accounts payable, accounts receivable, general ledger, purchasing and point of sale. Prior to
this date, the City also implemented phase one of its HR (SAP) system. The system is
operational and is performing as envisioned . Employing a new financial system in a pandemic
presented challenges to the implementation team. However, the dedication, perseverance and
professionalism of the City’s staff team overcame these challenges.
To take advantage of the new business functionality in the SAP environment, and to maintain
optimum operational system functionality, the City will require the expertise and services of
NTT DATA Business Solutions Inc. With the use of this firm, the City will be able to focus its
attention to leveraging its investment in the SAP system, enhance business functionality and
provide the ongoing effective technical support. The report recommendations are to award the
contract for an one year period.
- 32 -
FIN 02-22 January 10, 2022
Subject: Request to Award the Contract to NTT Data Page 2
Business Solutions Inc. for SAP Application Management Services
Financial Implications: The SAP project was originally budgeted for $5.0 million, via the
2018 Capital Budget. The $5.0 million capital budget was financed, per FIN20-18, as follows:
2018 Capital
Budget
Gross Capital Budget Cost $5,000,000
Less: Funding Sources
Financial Systems Res. $1,300,000
Rate Stabilization Res. 1,743,500
DC – Reserve Fund $1,956,500 $5,000,000
Control Total $0
Through the last DC Study (2018), the City was successful in having DC funding partially fund
the new financial system. The December 31st, 2021 projected uncommitted balance (after
implementing SAP) is estimated to be $1,365,698. The uncommitted balance can
accommodate the NTT DATA Business Solutions cost .
Discussion: SAP is a powerful and complex system with processes integrated between
various modules. The SAP system is a robust and scalable ERP that can accommodate the
City’s current and future growth. The vendor will be providing technical support and systems
enhancements for the Finance/Accounting, Procurement and HR modules. The selected
vendor also has the expertise and experience to provide strategic advice regarding future SAP
development for the City. With the original modules now stabilized, it is important to continue
the evolution of SAP functionality.
City staff contacted SAP Canada to develop a short list of firms that could undertake the level
of work and support required by the City. Three vendors were solicited to provide Proposals by
the Manager of Supply & Service: Bell Createch; Deloitte Consulting; and NTT DATA Business
Solutions Incorporated. Bell Createch and NTT DATA Business Solutions Inc. are the only two
vendors that submitted Proposals. Deloitte Consulting recused themselves from the process,
as they cited a conflict of interest, given that they are the City’s financial auditors.
NTT DATA Business Solutions Inc. was selected as the preferred vendor, as their AMS
(Application Management Services) solution provides the most flexible model for the City. In
addition, it is interesting to note that their hourly rates outlined in their proposal are more
competitive than what the previous incumbent charged. As a medium term strategy, it is staff’s
intent to ramp up its internal resources over the next several years, with the intention to reduce
its dependency on external agencies.
- 33 -
FIN 02-22 January 10, 2022
Subject: Request to Award the Contract to NTT Data Page 3
Business Solutions Inc. for SAP Application Management Services
Attachment:
1.NTT Data Business Solutions Inc. Draft Statement of Work for Application Management
Services
Prepared By:
Original Signed By:
Justin MacDonald
(Acting) Senior Purchasing Analyst
Approved/Endorsed By:
Original Signed By:
Stan Karwowski
Director, Finance & Treasurer
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A.
Chief Administrative Officer
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Opp. ID #: 113246
Statement of Work for Application Management Services
Value Based Fixed
January 1, 2022 – Decemeber 31, 2022
between
The Coroporation of the City of Pickering
and
NTT DATA Business Solutions Inc.
Attachment #1 to Report #FIN 02-22
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NTT DATA BUSINESS SOLUTIONS INC.
STATEMENT OF WORK
1. Overview
NTT DATA Business Solutions Inc., formerly itelligence, Inc. ("NDBS") will provide The Corporation
of the City of Pickering ("Client") with the SAP Application Management Services ("AMS Services")
described in this Statement of Work ("AMS SOW") having an effective date of January 1, 2022
("Effective Date of the AMS SOW"). This AMS SOW is governed by the Master Services Agreement
having an effective date of November 1, 2021 between NDBS and Client ("Agreement").
AMS Services are limited to the Client's SAP system unless other systems are specifically identified
and agreed to in this AMS SOW.
2. Scope of Services
2.1. In-Scope Services
NDBS will provide Client with AMS Services for Client's SAP system that consist of the
following types of activities:
Transition Services
- Consist of planning, documenting and executing the exchange of knowledge from
the client to NDBS
- Transition of Client's SAP solution knowledge to NDBS's AMS delivery team by using
documentation checklist and knowledge transfer plan
- Establishing AMS organization, processes and procedures
Delivery Management
Services are outlined in the "Delivery Manager Role and Responsibilities" Section
Service Desk Provisioning Services
- NDBS Service Desk representative(s) will monitor the Client Service Desk and/or
other designated tool queue within the defined Operating Hours
- Insure tickets are created in the NDBS Service Desk
- Provide regular updates to the NDBS and client Service Desk systems
- Access to NDBS Service Portal system for Application Support and Application
Enhancement / Optimization requests.
Application Support
- Troubleshooting and issue resolution
- Incident Management is defined as the efforts NDBS will make in order to restore
normal business operations (within the context of SAP Application Support)
- End User Support
Application Enhancement
- New development and reporting
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- New business processes
- New organizational elements
- Version upgrades
Reactive BASIS ("BASIS") Support Services
- BASIS troubleshooting and issue resolution
- Support for new BASIS initiatives
- Research and suggest potential changes in an effort to resolve errors in the SAP
basis system, operating system, or database. While NDBS will use commercially
reasonable efforts to assist Client with BASIS issues, Client understands and agrees
that the service levels specified in this AMS SOW shall not apply to BASIS issues
supported under this AMS SOW.
- BASIS Services such as installing support packages or legal change packages
require sufficient scheduling and lead time. NDBS does not guarantee a turnaround
time on scheduling BASIS Services and suggests scheduling these Services at least
one month in advance.
- Certain BASIS Services may require additional connectivity/access beyond what is
available through SAP Graphic User Interface (GUI) (e.g., access to the operating
system or database). Setup for additional connectivity is a billable activity and will
consume hours based on actual hours used for setup and configuration. Any
additional hardware, telecommunication and connectivity expenses are the
responsibility of the Client.
2.2. Out of Scope Services
The following types of activities are outside the scope of this AMS SOW and require a
separate SOW :
Any system maintenance activities such as: monitoring log files, database growth
monitoring, monitoring aborted transactions, job monitoring, and performance reporting
Data center facilities, IT infrastructure and associated hosting support and monitoring
(Managed Cloud Services – Hosting)
Sarbanes Oxley (SOX) and Segregation of Duties (SOD) security and authorization
remediation
Instructor led training courses
For additional information regarding these additional billable services, please contact Michael
Helman via e-mail at Michael.Helman@NTTData.com or at 416-303-7955.
2.3. Premium Services
AMS Services that require consulting resources for any of the following components,
functions and/or skills are considered Premium Services:
Advisory Services ("ADV")
Archiving (“ARCH”)
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BASIS
Business Intelligence Architect ("BIA")
Senior Business Planning and Consolidation ("Sr. BPC")
Business Planning and Consolidation Architect ("BPCA")
Business Planning and Consolidation Integration ("BPCI")
Business Planning and Consolidation Technical ("BPCT")
Business Objects Data Services ("BOBJD")
C/4 HANA Architect (“C/4 HANA”)
Customer Relationship Management ("CRM")
Environment Health and Safety ("EH&S")
Extended Warehouse Management ("EWM")
Fiori ("FIO")
GIB
Global Trade Services ("GTS")
Governance, Risk and Compliance ("GRC")
Integrated Business Planning (“IBP”)
iPI (includes it.approval, it.mds, it.smartscan) (“iPI”)
Master Data Management ("MDM")
Open Text (“OT”)
Open Text Architect (“OTA”)
Product Lifecycle Management ("PLM")
Project Management ("PRM")
SAP Analytics Cloud (“SAC”)
SAP Analytics Cloud Integration (“SACI”)
SAP Analytics Cloud Architect/Technical (“SACAT”)
ShipERP
Success Factors ("SF")
2.4. Work Estimates
Client's submission of a ticket authorizes NDBS to perform work for up to four (4) Support
Hours without further approval. If NDBS believes that a Client submitted request will exceed
four (4) Support Hours, NDBS will seek Client's approval for the additional performance of
such AMS Services.
2.5. Support Schedule
NDBS will provide AMS Services for Client's SAP system as defined under the terms of this
AMS SOW for a period of 36 months from January 1, 2022 to December 31, 2022 ("Term").
2.6. Service Start
NDBS requires up to thirty (30) days after this AMS SOW is signed to begin AMS Services
to allow for Client setup and onboarding to the NDBS Service Portal.
2.7. Use of Foreign Resources
By signing below, Client acknowledges it is acceptable for NDBS to utilize foreign resources.
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3. Fees and Expenses
The fees under this AMS SOW are estimated to be $212,400 CAD, plus actual out of pocket
expenses and taxes, as applicable, and are comprised of the following:
3.1. AMS Services Fees
Client is purchasing approximately 1,800 Support Hours of Application Management
Services based upon the AMS Rate Matrix & Estimated Delivery Mix set forth in the table
below.
The value of the estimated hours that Client is purchasing in this AMS SOW is $212,400
("Baseline Value of Services"). Client will be invoiced a fixed monthly fee of $17,700 for every
month of the Term for the Baseline Value of Services. (*Note: First invoice in January 2022
will be for $17,700).
AMS Rate Matrix & Estimated Delivery Mix
AMS Delivery Location / Type*
Estimated
AMS Hours
(% of Total)
Hourly
Rate
Estimated
Delivery
Value
Standard AMS Services Senior* 25% $145 $65,250
Standard AMS Services Intermediate* 55% $125 $123,750
Global Delivery Center - India Functional
and Technical 20% $60 $21,600
Global Delivery Center - India Premium
(Basis C/4 HANA, FIO, GRC, iPI,
ShipERP)
0 $80 $0
Global Delivery Center – (Germany)
(Spain) 0 $220 $0
Services Total x (100%) $212,400
Premium Services**
Tier 1: ARCH, GRC, OT, PS, SAC, Sr.
BPC $195
Tier 2: BIA, BPCI, FIO, GIB, GTS, iPI,
OTA, PRM***, SACI, SCM, SF, ShipERP $210
Tier 3: ADV, BOBJD, BPCA, BPCT,
CRM, EWM, IBP, MDM, SACAT $225
Tier 4: EH&S, PLM $250
Tier 5: C/4 HANA $275
Estimated Delivery Blended Rate $118/hr.
*AMS Services will be delivered by any of the NDBS or its NTT affiliates Global Delivery
Centers as determined by NDBS. Service Delivery Management consumes Standard AMS
Service Senior hours.
**Premium rates apply to Premium Services.
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***Any Client service requests that require a Project Charter mandates an appropriate level
of Project Management (PRM). A Project Charter is a statement of scope, objectives,
participants and responsibilities.
An NDBS Service Delivery Manager will coordinate knowledge transition services which will
be consumed against this AMS SOW on dates that are mutually agreed upon by the Client
and NDBS.
For the Services delivered under this AMS SOW, Dedicated resources are assumed to be
full-time resources that invoice a minimum of 40 hours per week, excluding NDBS holidays
and paid time off, for the contract term. Dedicated resources are assumed to be fully
committed to the Client annually for the duration of this AMS SOW. If full-time commitment
is not met then the hours will be consumed as part of the applicable AMS Standard
Consulting Resource Pool rate (above). Requested adjustments to the dedicated role(s) must
be made in writing by the Client 90 calendar days prior to a desired change. NDBS will make
reasonable business efforts to accommodate the adjustments in the dedicated roles.
In case of any NDBS resource resignation or termination, NDBS will provide written
notification to Client within 3 business days of NDBS's decision or internal notification. NDBS
will also provide a transition plan to provide continued service.
Any and all concerns about delivery from NDBS should first be raised to the Service Delivery
Manager for resolution. If, after reasonable attempts by both parties to remediate the
situation, it is necessary to replace a resource, NDBS will ensure continued coverage during
the transition using pool resources as needed until an appropriate dedicated resource is in
place having completed defined knowledge transfer (See Section 3.4). Specific time in
conducting Knowledge Transfer will not be billed, however, any value -added work on
incidents or changes as part of knowledge transfer will be billed as per normal.
Support Hours are consumed in half (1/2) hour increments for AMS Services actually
performed for Client.
Upon expiration of the Term NDBS will close out Client’s ticket access and the Services
provided under this AMS SOW will terminate unless the Services are extended or renewed
through a separate written agreement. If any Services are performed after the expiration of
the AMS SOW but before the close out of Client’s ticket access the terms of the Agreement
will govern any such Services.
3.2. Consumption of Support Hours
NDBS will track Client's consumption of the Baseline Value of Services based upon the
actual Services delivered to Client by each NDBS AMS Delivery Location including
Premium Services ("Actual Usage") in accordance with the terms of this AMS SOW.
On a semi-annual basis (on or about June 1, 2022 Client and NDBS will conduct a formal
review of Client's Actual Usage in comparison to the Baseline expected rate consumption of
the Baseline Value of Services and, if there is a substantive difference between the Actual
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Usage and Value of Services, the parties shall negotiate in good faith with a view toward
modifying the remaining Value of Services. Client may decrease the remaining Value of
Services by up to twenty percent (20%) or increase as needed. The remaining Value of
Services is defined as the Value of Services yet to be invoiced. Any such decreases or
increases will result in a new Baseline Value of Services ("Adjusted Value of Services") and
will be made by executing an Amendment to this AMS SOW.
Semi-annual Value True-Up
The parties agree that six (6) months after the start of Services and every six (6) months
after that for the duration of the AMS SOW , actual consumption of the Value of Services
shall be compared to the estimated consumption of the Value of Services as set forth in
Section 3.1 of this AMS SOW . An overuse of the Value of Services equal to or in excess
of one hundred thirty percent (130%) greater than the expected consumption as detailed
in Section 3.1 of the AMS SOW shall be deemed an Overage. Upon such comparison,
the parties agree to true-up any Overage as described in the example below.
For example, and illustrative purposes only:
“Usage”: Dividing the actual consumption of the Value of Services for the
previous six (6) months by the expected consumption of the Value of
Services for the previous six (6) months.
“Overage”: The Value of Client’s expected consumption for the previous
six (6) months of Services was $10,000.00. Client’s actual consumption
Value was $13,000.00. 13,000 divided by 10,000 is equal to 1.3, or when
stated as a percentage, 130%. As $13,000.00 is equal to or above 130%,
Client shall then be invoiced for the additional $3,000.00 Value.
“Underage”: The Value of Client’s expected consumption for the previous
six (6) months of Services was $10,000.00. Client’s actual consumption
Value was $5,000.00. Client will be billed the normal $10,000.00. The
Underage of $5,000.00 will be applied to future months Overage until it
has been consumed. In a subsequent six (6) month review, Client
consumes $15,000.00 in Services, Client will be billed the normal
$10,000.00 only as the $5,000.00 Underage from the previous review has
been applied to the current six (6) month’s Overage review.
Any Overage shall be formalized by mutually executed Change Order between the
parties.
Any Underage will be applied against future six (6) month review with the existing term
of this AMS SOW .
The Value of Services shall be consumed according to the terms set forth in this AMS
SOW .
If or when Client's Actual Usage equals the Value of Services, NDBS will notify Client and
Client may choose to (a) purchase additional Support Services at the hourly rates set forth
in the AMS Rate Matrix by executing an Amendment to this AMS SOW or (b) execute a new
Statement of Work for a fixed monthly fee with hourly rates agreed upon between Client and
NDBS based on volume of additional hours and duration of the new Statement of Work , or
(c) consume additional AMS Services requested by Client on a time and material basi s at
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the equivalent hourly rates for each Service Type based upon the AMS Rate Matrix &
Estimated Delivery Mix table in Section 3.1. If within thirty (30) calendar days following NDBS
notice, Client has not selected an option to address its consumption of the Support Hours,
then NDBS will continue to provide the AMS Services in accordance with option (c) through
the Term of this AMS SOW.
3.3. Services Shortfall
If at the end of the Term, the Value of the Services is greater than the Actual Usage ("Service
Shortfall"), then Client may:
Receive a credit equal to the lesser of (i) the amount of the Service Shortfall or (ii) $21,240
(10% of Baseline Value of Services or Adjusted Value of Services) ("Credit"). The Credit may
be applied against the aggregate fees payable to NDBS under a subsequent executed
Statement of Work for Application Management Services entered into between Client and
NDBS during the sixty (60) day period immediately following the expiration of this AMS SOW
provided that such subsequent Statement of Work is valued at no less than $169,920 (80%
of Value) (without giving effect to any of the credits or discounts contemplated in this Section
of this AMS SOW ); and
If and to the extent that the Ser vices Shortfall is in excess of the Credit ("Remaining Value"),
Client may acquire the Remaining Value at a cost of thirty percent (30%) of the Remaining
Value and then use the Remaining Value by executing a subsequent Application
Management Services Statement of Work between Client and NDBS during the sixty (60)
day period immediately following expiration of this AMS SOW.
For example and illustrative purposes only, in a contract with a Value of Services (Baseline
or Adjusted) equal to $300,000, if the Services Shortfall is $40,000 then Client will receive a
$30,000 Credit and Client can acquire the Remaining Value of $10,000 for $3,000.
Client shall lose any Services Shortfall that is not carried over in a subsequent Statement of
Work for Application Management Services upon expiration of this AMS SOW.
Upon expiration of the Term, the Services provided under this AMS SOW will immediately
terminate in their entirety unless (i) the Services are extended or renewed through a separate
written agreement or (ii) the parties are actively engaged in good faith negotiations to extend
or renew the Services in which case the Agreement will continue to govern the Services
provided after the expiration of the Term. Upon execution of a subsequent Statement of
Work for the extension or renew the Services, any Services performed after expiration of the
Term will be transferred to and governed by the subsequent Statement of Work. If the parties
fail to execute a subsequent SOW for an extension or renew within thirty (30) days after the
expiration of the Term, NDBS may immediately terminate the Services performed under this
AMS SOW by providing written notice to Client.
3.4. Transition Services
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Transition Services (as defined in "Scope of Services Section) will be billed on a time and
materials basis during the agreed upon Transition Services period. The Transition Services
period is planned for December 2021. Fees for transition will be covered in a separate SOW
executed in December 2021.
3.5. Services Summary
Services Summary
Service Type One-Time
Fee
Monthly
Fee
Estimated
T&M Fees
Estimated
Total Fees
Transition Services
AMS Services $17,700 $212,400
Service Desk
Provisioning Fee $0 0 0
ESTIMATED TOTAL: $0 17,700 $0 $212,400*
*Excluding expenses and taxes, if any.
3.6. On-Call / After Hours AMS Services
On -Call and After Hours AMS Services,* such as planned weekend support performed by
NDBS at Client's request, will be consumed at a rate of 1.5 hours for every hour of Services
performed. A minimum of four (4) hours will be incurred for any Client On -Call / After Hours
AMS Services request.
For example and illustrative purposes only:
If On-Call / After Hours for Standard AMS Services - is $160, then $160 x 1.5 (After Hours
Multiplier) = $240.
If On-Call / After Hours for Tier 1 Premium Services is co nsumed at $195, then $195 x 1.5
(After Hours Services) = $292.50.
*Further defined in the "Help Desk Operations and Client Responsibilities" Section.
3.7. Travel and Out of Pocket Expenses
Expenses will be invoiced at actual cost (except for agreed upon per diem amounts) in
accordance with the terms specified in the Agreement.
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Client will be invoiced for expenses incurred as a result of NDBS resources traveling to Client
sites, or other locations, at the request of Client. NDBS will invoice Client for the usual and
customary travel expenses on monthly invoices.
Client will be responsible for the following typical expenses:
Airfare related to AMS Services work.
If international travel is required, the cost of attorney fees and governmental fees
associated with visa/work permits.
Background check expense if requested by Client and specified in the Agreement.
Communication (Phone and Internet) charges in case of international travel at actual
cost.
Lodging accommodations of clean and safe nature.
Local transportation in the form of rental car, taxi cab, or other mass transit.
Meals and ancillary items based on per diem for the local travel area.
Reasonable business/AMS Services related expenses.
Local tolls.
Mileage based on the current IRS rate for consultants that can drive to Client site instead
of flying.
Meals above per diem if involving a team meeting or team building event.
If AMS Services work requires more than five (5) consecutive days on Client site,
reasonable dry cleaning or laundry bills.
NDBS will use commercially reasonable efforts to assist Client to control and minimize
expenses. To help control consultants' expenses, NDBS suggests the following:
Client and NDBS provide each other with sufficient advance notice of their respective
requirements so NDBS can arrange for less expensive flights.
Client and NDBS plan travel to remote sites to avoid unnecessary visits.
Client will utilize a meal per diem for the consultants. US meal per diems are defined by
the US General Services Administration and are found at http://www.gsa.gov/perdiem/.
International meal per diems are defined by the US Department of State and are found
at https://aoprals.state.gov/.
3.8. Early Termination
Should Client wish to terminate this AMS SOW prior to December 31, 2022, Client shall
provide sixty (60) days advanced written notice to NDBS that specifies the date of termination
and the Client can terminate this AMS SOW. During the 60 days advance notice period,
Client will be responsible for the fixed monthly fee specified in Section 3.1 above.
Should Client wish to terminate this AMS SOW with less than 60 days advanced written
notice, Client shall pay an early termination fee equal to 25% of the remaining Value of
Services (Baseline or Adjusted) as of the date of termination.
If the sum of the Monthly Value of Services (Baseline or Adjusted) actually consumed by
Client prior to the termination date is greater than the sum of the Monthly Value of Services
(Baseline or Adjusted) invoiced to Client as of the termination date, NDBS will invoice Client
for the excess value in accordance with the rates listed in the above AMS Rate Matrix.
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Payment for AMS Services perf ormed in excess of the Value of Services (Baseline or
Adjusted) invoiced is due on or before the termination date of this AMS SOW.
As of the termination date specified in Client's written notice or upon expiration of this AMS
SOW , NDBS will no longer have any obligation to perform Services listed in this AMS SOW
for Client, Client will have no further obligation to pay NDBS for the Monthly or Total Value
of Services (Baseline or Adjusted), and this AMS SOW shall automatically terminate in its
entirety.
4. Service Delivery Manager Role and Responsibilities
NDBS will assign an overall Delivery Manager responsible for overseeing aspects of the account.
The following table describes but does not limit mutually agreed Delivery Manager responsibilities:
Delivery Manager Responsibilities Service Delivery Manager
(SDM)
Daily Operational Management
Manage customer satisfaction Yes
Manage adherence to the contract Yes
Coordinate NDBS resources from various delivery centers for
assigned work Yes
Lead periodic status meetings Yes
Manage service level attainment Yes
Measure actual fees against estimated fees Yes
Assist in aligning Client's IT & business priorities Yes
Allocate IT resources to appropriate initiatives Yes
Serve as overall program manager for multiple NDBS services
and projects Optional
Continual Improvement
Identify areas to improve Client's SAP system Yes
Identify areas to improve operational process Yes
Evaluate accuracy of estimates Yes
Help identify and reduce re-work due to unclear or incomplete
Client requests Yes
Provide or leverage NDBS resources for business process
improvements Optional
Service Review & Reporting
Lead periodic service performance reviews Monthly & Quarterly
Provide service consumption reporting Standard/Custom
Provide service performance reporting Standard/Custom
SAP Service Consulting
Assist in evaluating initiatives and priorities based on Client's
business imperatives and expected return on investment Yes
Advise on optimal sequence of efforts based on Client's initiative
dependencies Yes
Help consolidate multiple opportunities / initiatives into common
projects Yes
Estimate related investments and enable good fiscal planning Yes
Recommend solutions to Client's challenges or opportunities Optional
Leverage NDBS resources to help Client achieve objectives Optional
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5. Help Desk Operations and Client Responsibilities
5.1. Help Desk Operating Hours
NDBS accepts notification of Client's need for AMS Services via a message sent to the NDBS
Service Portal during Normal Operating Hours. The Application Management Services
Center's Normal Operating Hours are shown in the table below:
Operating Hours
Service Center
Location Hours of Coverage Description
Canada ** 8x5
(9 AM – 5 PM EST)
Eight (8) hours per day, five (5) days
per week, Monday – Friday *
IN (India)
9x5
(1 PM – 10 PM IST)
(2:30 AM – 11:30 AM EST)
Nine (9) hours per day, five (5) days
per week, Monday – Friday *
*Excludes published NDBS holidays (Appendix A).
**Includes Service Desk operating hours
After Hours (times outside of the Normal Operating Hours for Canada) notification is available
for Priority Very High (1) messages only and should be made via the US toll free number
866.itell.help (866.483.5543).
5.2. Client Responsibilities
The AMS Services to be provided pursuant to this AMS SOW require and are dependent
upon Client's cooperation and fulfillment of its responsibilities. In addition to Client's
responsibilities described elsewhere in this AMS SOW, Client agrees to:
- Appoint a Client Account Manager (described below) before the commencement of AMS
Services who will be Client's primary point of contact in working with NDBS and will have
the authority and power to make decisions with respect to any action to be taken by
Client under this AMS SOW.
- Provide to NDBS a list of key users including name, function, phone number, fax number
and email address within fifteen (15) days of the Effective Date of this AMS SOW.
- Provide authorized NDBS personnel with the access required for NDBS to support Client
in its SAP environments within fifteen (15) days of the Effective Date of this AMS SOW.
- Provide NDBS all available and reasonable documentation of its business processes and
interfaces in order for NDBS to perform its AMS Services under this AMS SOW.
- Allow NDBS to assess Client's documentation of its business processes and interfaces
during the Transition Services and work with NDBS to agree on a remediation plan i f
NDBS determines that Client's documentation is insufficient for the purpose of the AMS
Services.
- Provide test scenarios, review test results and to sign off on all testing of new functionality
prior to promoting the new functionality to the production environment. Once Client has
completed sufficient testing of the required changes to be promoted to the production
environment, Client will update the status of the incident and the change management
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process can commence. Client users must validate testing results prior to changes being
promoted to the production environment.
- If needed, NDBS will have reasonable access to Client's technical or business personnel
to assist in resolving incidents.
- If requested, the Client Account Manager will designate a Client owner who is
empowered to certify that the proposed solution is acceptable and who can approve the
implementation of the solution.
- Client shall cooperate with NDBS, as reasonably requested, to allow NDBS to comply
with all immigration and other related human resources laws, regulations and policies,
including posting notices at Client's work site.
- Client shall keep current all software and maintenance fees to third party application
where NDBS is responsible for AMS Services.
- In the event of Very High (1) Incident, the Client will make available appropriate
resources within 1 hour of notification of the Client Account Manager. Client will keep the
resource(s) engaged for the duration of the Incident until the issue is closed or a suitable
workaround is implemented.
- The Client is also responsible for evaluating a message and working jointly with the AMS
Services personnel to assign a priority that is consistent with the definitions provided in
this AMS SOW.
Account Management (Client)
Client shall appoint a Client Account Manager in connection with this AMS SOW. The Client
Account Manager's responsibilities related to the AMS Services consist of:
- Coordinating Client's personnel and responsibilities under this AMS SOW
- Serving as the interface between NDBS, Client's departments and Client's partners
- Participating in status meetings
- Helping resolve and escalate issues within Client's organization, as necessary
- Reviewing with NDBS any Client invoice or billing requirements related to this AMS SOW
- Reviewing and approving any changes in-scope which cause schedule or price changes
Escalation Procedure
If a quality or performance issue arises in relation to the AMS Services provided under this
AMS SOW the Client Account Manager will report the issue, in writing, to the NDBS Delivery
Manager. The NDBS Delivery Manager and Client Account Manager will promptly work
together in good faith to resolve the reported issue. If further escalation of the situation is
required, it shall follow the below escalation path:
Escalation Path
NDBS Client
Service Delivery Manager Director, IT Applications
Director of AMS Director, IT Applications
Managing Director
Canada
VP, Finance/IT
6. Service Levels
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6.1. Messages Reported During Normal Operating Hours
Client will report messages to NDBS and assign a priority level based on the impact to Client's
business and in accordance with the definitions for message priority as defined below.
PRIORITY: VERY HIGH (1)
Critical restrictions in day -to-day operations are encountered. Critical tasks, especially time-
critical jobs, cannot be performed due to total system shutdown or a malfunction in a main
function of the production SAP system.
Example: Production system down, cannot ship product, cannot invoice customers, etc.
PRIORITY: HIGH (2)
Serious restrictions in day -to-day operations are encountered. Necessary tasks cannot be
performed. This is due to a malfunction or failed function in the SAP system that is urgently
required in the current situation.
Example: Cannot run MRP, cannot generate business critical reports, pricing is incorrect but
manual price override is available, etc.
PRIORITY: MEDIUM (3)
Restrictions in day -to-day operations are encountered. This is caused by a malfunction or
failed functionality in the system.
PRIORITY: LOW (4)
Day -to-day operations are affected in a minor fashion. This is caused by a malfunction or
failed functionality in the system that is not used daily or is only used rarely.
Upon NDBS's receipt of the initial message, the priority of the message will be determined
jointly by the Client and the AMS Services personnel using the priority definitions set forth
above. NDBS will contact the appropriate Client message owner or responsible person within
the Initial Response Time for a given message Priority Level in accordance with the table
specified below.
For messages reported during Normal Operating Hours for the Application Management
Services Center, NDBS will comply with the following service levels:
Service Levels
Priority Level Initial Response Time
Very High (1) Within 2 hours
High (2) Within 4 hours
Medium (3) Within 1 day
Low (4) Within 2 days
After meeting the Initial Response Times specified in the table above, NDBS will use
commercially reasonable efforts to resolve and close messages. NDBS makes no
representation or guarantee regarding the length of time it takes to resolve a message.
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PO Box 304, 2215 Steeles Ave W PO ▪ Toronto, Ontario M3J 0J2 ▪
NDBS CONFIDENTIAL INFORMATION Std AMS Global Value Based FX SOW Template Rev 20210413
AE: Russell Less
Preparer: Michael Helman
Page 15 of 17
PRIORITY: VERY HIGH (1) MESSAGES
In the event that Client experiences a Priority Very High (1) After Hours, Client should report
the matter to NDBS via the toll free number 866.itell.help (866.483.5543) and NDBS will then
use commercially reasonable efforts to respond to an After Hours Pr iority Very High (1)
message within the Initial Response Time specified in the table above, however, the service
level does not apply to After Hours.
At the direction of a Client representative, NDBS will work with Client to resolve a Priority
Very High (1) message without first classifying whether the Services required to resolve the
matter are within the scope of AMS Services provided under this AMS SOW. Since NDBS
will perform these Services under the direction and approval of the Client, the Client agr ees
to compensate NDBS for each hour worked in accordance with the "Fees" Section in this
AMS SOW even if the work performed by NDBS could be deemed outside the scope of this
AMS SOW.
6.2. Messages Reported After Hours
For the purpose of the service levels in the table above, any notification or message sent to
the Online Helpdesk during After Hours, shall be deemed to be received at the opening of
the following business day (Monday through Friday, excluding published ND BS holidays).
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PO Box 304, 2215 Steeles Ave W PO ▪ Toronto, Ontario M3J 0J2 ▪
NDBS CONFIDENTIAL INFORMATION Std AMS Global Value Based FX SOW Template Rev 20210413
AE: Russell Less
Preparer: Michael Helman
Page 16 of 17
NTT DATA BUSINESS SO LUTIONS INC.
STATEMENT OF WORK SIGNATURE PAGE
Please indicate your agreement by signing below and returning this Statement of Work in its entirety to
NDBS, no later than thirty (30) days from the Effective Date.
APPROVED:
NTT DATA BUSINESS SOLUTIONS INC.
Two (2) signatures required on behalf of NDBS.
AGREED:
THE CORPORATION OF THE CITY OF
PICKERING
One (1) signature required on behalf of Client.
By: By:
Name (Print): Name (Print):
Title: Title:
Date: Date:
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PO Box 304, 2215 Steeles Ave W PO ▪ Toronto, Ontario M3J 0J2 ▪
NDBS CONFIDENTIAL INFORMATION Std AMS Global Value Based FX SOW Template Rev 20210413
AE: Russell Less
Preparer: Michael Helman
Page 17 of 17
APPENDIX A
PUBLISHED NDBS HOLIDAYS
NDBS Canada recognizes ten (10) holidays yearly:
New Year's Day
Family Day
Good Friday (Easter)
Victoria Day
Canada Day
Civic Holiday (First Monday in August)
Labor Day
Thanksgiving Day
Christmas Day
Boxing Day
NDBS India recognizes twelve (12) holidays yearly:
New Year's Day
Sankranthi / Pongal
Republic Day
Holi
Ugadi
Id-ul-Fitr (Ramzan*)
Independence Day
Ganesh Chaturdi
Gandhi Jayanthi
Dussehra
Diwali
Christmas
*Ramzan date will be based on the sighting of the moon.
Note: Holidays are subject to change.
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Report to
Executive Committee
Report Number: OPS 01-22
Date: January 10, 2022
From: Brian Duffield
Director, Operations
Subject: Mechanical Harvesting of Eurasian Watermilfoil Weeds in Frenchman’s Bay
-Review of Results of 2021 Pilot Project
-File: A-1440
Recommendation:
1.That Council receive report OPS 01-22 from the Director, Operations regarding the
mechanical harvesting of Eurasian watermilfoil weeds in Frenchman’s Bay 2021 pilot
project for information; and,
2.That the appropriate City of Pickering officials be authorized to take the necessary actions
to give effect hereto.
Executive Summary: On March 22, 2021, Council approved the 2021 Current Budget which
included funding for a pilot project to remove invasive weeds from Frenchman’s Bay to enhance
opportunities for recreational water activities. A pilot project for mechanical harvesting of Eurasian
watermilfoil weeds in Frenchman’s Bay in the amount of $50,000.00 was included and approved
in the Public Works’ Property Maintenance budget (2132.2482.0000).
Pickering Harbour Company Ltd. (PHC) is the owner of the lands under the south end of
Frenchman’s Bay (the waterbed) and has the rights through a Federal Charter to operate a
marina. PHC has obligations to maintain the water column, and they cut weeds annually to allow
for safe navigation of watercraft between the marina and the breakwaters leading to Lake Ontario.
On June 8, 2021, the City submitted a Request to Review to Fisheries and Oceans Canada and
received a Letter of Advice (LOA) on July 12, 2021 indicating that weed harvesting on
Frenchman’s Bay could take place between July 16 and September 14 and that removal should
only be undertaken in the top half of the water column. Shortly thereafter, negotiations with
Ontario Power Generation (OPG) commenced to sub-contract their weed harvester that OPG
uses to control weeds around the Nuclear facilities water intakes. OPG advised that they could
start weed harvesting work on August 9, 2021.
On July 16, 2021, PHC advised the City in writing that by the Charter of 1853, prior to
Confederation, Frenchman’s Bay’s waterbed and lands are owned and operated exclusively by
PHC and are under their care and control. PHC advised the City that they would not allow OPG to
undertake the work on their property and that they had an existing contract with a vendor to
provide weed control in the bay. City staff entered into negotiations with PHC directly for them to
deliver the weed removal pilot project in areas that PHC would not normally cut as they are
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OPS 01-22 January 10, 2021
Subject: Mechanical Harvesting of Eurasian Watermilfoil Weeds Page 2
in Frenchman’s Bay
outside of the area used for marina purposes. Negotiations were completed by August 19, 2021
and PHC agreed to a $50,000.00 lump sum fee in return for 1.92 hectares (4.75 acres) of the bay
being cut and the weeds to be emaciated as part of the harvesting process. It should be noted
that the City’s action and corresponding financial investment in this project also benefits PHC and
its customers by enhancing the functionality and mobility of watercraft that use Frenchman’s Bay.
Work commenced on August 31, 2021, later than previously planned and agreed upon, with PHC
using a different vendor and a harvesting method that did not include emaciation of the cut weeds.
The weed harvesting work was delayed by equipment breakdowns and was eventually completed
on September 24, 2021. The harvester contractors had a total of 27.50 hours of on water
operations to cut weeds in the designated areas. It should be noted that the start and end dates of
the weed harvester were outside the dates noted by Fisheries and Oceans Canada.
Discussion: On an annual basis, PHC completes weed harvesting, without weed
removal, around the docks of Frenchman’s Bay Marina, Frenchman’s Bay Yacht Club, and a
channel linking the two to the harbour entrance breakwaters. The harvesting is normally
undertaken twice during the growing season but may be completed up to five times per season if
lower water levels accelerate weed growth.
In 2021, PHC was contracted by the City to undertake the pilot project for the mechanical
harvesting of Eurasian watermilfoil weeds in areas of Frenchman’s Bay outside of the area that
PHC harvests, after PHC advised of their sole source agreement with their harvesting
subcontractor. PHC has advised that they have special powers relating to ownership and
management of Frenchman’s Bay, as provided in a Federal Act of 1853, making it a Special Act
Corporation. PHC provided a schedule indicating harvesting work on behalf of the City would be
undertaken over an 18 day period of on water cutting. The extent of the harvesting work
completed did not necessarily address the needs of the significant number of residents and
visitors to the City that launch small personal pleasure crafts such as canoes, dragon boats,
kayaks, paddleboards, and paddle boats.
On water Quality Assurance (Q/A) inspections were undertaken by City staff on October 27, 2021.
During the Q/A inspections, PHC advised that many of the visible weeds were due to re-growth
during the time between cutting and inspection. Staff also recorded GPS referencing during the on
water inspection allowing staff to clearly identify the extent of cutting that was achieved during the
pilot project. Having determined the extend of cutting achieved, it must be noted that it was difficult
to determine the depth of cut achieved in relation to the proposed cut depth of between one to two
metres. There was also inconsistent coverage between adjacent passes of the weed harvester as
shown in Attachment 2 (figure 4 on page 12).
City staff were advised that a significant area of the planned northern limit cut on the west side of
Frenchman’s Bay, adjacent to Bruce Handscomb Memorial Park, was not cut due to insufficient
depth to operate the equipment (18 inches minimum depth). PHC provided a GPS document to
the City indicating that a total of 6.42 acres was cut. It is important to note that this pilot project
was intended for the betterment of canoeists, kayakers, and other paddle boaters who would
place much higher value on in-shore cutting for improved ingress/egress and recreational small
craft usage. Water depth at time of harvesting will affect the operator’s ability to cut close to the
shoreline.
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OPS 01-22 January 10, 2021
Subject: Mechanical Harvesting of Eurasian Watermilfoil Weeds Page 3
in Frenchman’s Bay
The results of the pilot project were inconclusive as the weed cutting started too late in the
season, allowing no assessment on weed regrowth levels. A drone video showing the areas of
Frenchman’s Bay before and after cutting was also inconclusive due to the late completion of the
pilot; and, much of the absence of weed was due to seasonal weed die back.
Staff are recommending a repeat of the pilot project and to start as early as allowed by Fisheries
and Oceans Canada. This will allow City staff to determine if a second cut is required to maintain
weed control during the season. Based on feedback from bay users, staff will explore the
opportunity to cut weeds closer to the shore line and locations that would provide a path of travel
from a launch point to the weed free areas of the bay. Staff are therefore recommending the
inclusion of $50,000.00 in the 2022 Current budget to repeat the pilot project in accordance with
the conditions stated above.
Attachments:
1. PHC Quote dated August 31, 2021
2. PHC 2021 Weed Cutting Pilot Project Report
Prepared By:
Original Signed By:
Brian Duffield
Director, Operations
Approved/Endorsed By:
Original Signed By:
Richard Holborn, P. Eng.
Director, Engineering Services
Original Signed By:
Stan Karwowski, MBA, CPA, CMA
Director, Finance & Treasure
BD:nm
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
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Executive Offices
591 LIVERPOOL ROAD
PICKERING, ONTARIO L 1 W 1R1Associate Company
Telephone (905) 839-5036 FRENCHMAN'S BAY HARBOUR
Fax(905)839-4380& MARINE SERVICE CO. LIMITED
Attachment #1 to Report OPS 01-22
info@frenchmansbaymarina.com
QUOTE FOR WEED CUTTING PILOT PROJECT IN
FRENCHMAN'S BAY
REVISION #2 AUGUST 31, 2021
To: The City of Pickering
One The Esplanade S.
Pickering, ON
LIV 6K7
PILOT PROJECT GOALS
To create navigable corridors or channels in Frenchman's Bay for The City of Pickering
residents , and the general public, to better use the Bay for recreational boating during the 2021
season. This will involve cutting through aquatic weed beds that are an obstruction to navigation.
PHC also wishes to establish a collaborative working relationship between ourselves and City of
Pickering, in a manner that best serves our respective interests , inclusive of public enjoyment of
the Bay.
DESCRIPTION OF SERVICES TO BE PERFORMED
Pickering Harbour Company Ltd. (PHC) will be sub-contracting Richardson Workboats Inc. to
perform weed cutting in Frenchman ' s Bay , as a pilot project for The City of Pickering in 2021.
This work will be carried out under the authority of PH C ' s special powers, relating to ownership
and management of Frenchman 's Bay , as provided in a Federal Act of 1853, making it a Special
Act Corporation . The city solicitor obtained a copy of this Special Act documentation in the
early ?O 's.
Please be advised that this work will be done under the advisement of the Environmental
Consultant firm of Tarandus Associates Limited, paying strict attention to the various provincial
and federal agencies requirements and advisements regarding the protection of fish and fish
habitat. Tarandus Associates Limited has also advised that the emulsification used by our Vendor
of Record , Richardson Workboats Inc. will not lead to any significant increase in the propagation
of the nuisance aquatic plants .
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The work will be can-ied out using an IMS WeedMaster Cutterhead and will be conducted
outside of the Ontario Restricted Activity timing window for the protection of fish and fish
habitat , and will be concluded no later than September 30 , 2021. The purpose of this pilot project
is to remove the top 1.0 to 1.5 m of the vegetation that is impacting the navigational chmmels m1d
recreational areas of Frenchman 's Bay. Subject to water depth, the presence of obstacles located
on the waterbed , and /or time/budget/weather constraints, the depth of the cut will be increased to
2 metre s or more . The bottom of the bay will not be disturbed and submergent vegetation will
remain intact. The WeedMaster will be using a cutting tool that will mulch the cuttings , whereby
the y will be dropping to the bottom of the bay. Therefore no off-site disposal of weeds will be
require d.
PH C ass umes all risks related to the cost variances that could negatively impact this budget ,
including for example: inclement weather, equipment failure or any other unforeseen service
interruptions. The project will also include a pre -launch, on-site meeting between PHC staff and
City staff to review the project plan and discuss any specific details which could require
confirmation or clarification. The location of the actual weed cutting will be recorded by
Richardson Workboats Inc., using the company's Trimble GeoExplorer technology m1d will be
submitted to City personnel upon completion of the cutting . City staff will be welcome to
monitor and inspect the harvesting process and inspect the final result using a workboat provided
by PHC , subject to coordinating this process with PHC staff in advance.
The proposed areas to be cut are as follows:
• For Bruce Hanscombe Memorial Park (West)-Commencing as close to the shore as
possible , from the tree line that divides Essa Crescent and Elvira Collli in the north and
extending south to Mink Street, where it meets Breezy Drive (i.e. joining up with the existing
cut zone in the navigable channel that provides ingress and egress to Frenchn1an 's Bay Yacht
Club to and from the harbour entrance). We are proposing to cut an area of 560m in length x
20m wide , which is approximately 11 ,200 sq m
• For Progress Frenchmans Bay East Park (East) -Commencing from Commerce Street in the
north , and extending south to join up with the navigational channel area that has already been
harvested leading from the Frenclunan's Bay Marina to the harbour entrance. We are
proposing to cut an area of 400m in length x 20m wide , which is approximately 8,000 sq m.
Within the hash-marked area triangle, we will cut .3 acres to a depth of 1 to 1.5 metres. If we
are able to increase the above-mentioned cut m·eas , we will. This decision is at the sole
discretion of PHC and is dependant upon the smne constraints that apply to the depth of the
cuts. This is the area that the City staff have prioritized as the most impo1iant harvest zone
beyond the solid harvest corridor marked in yellow on the project map attached.
• A map is attached to this quote that shows the navigational channels already cut by
Richardson Workboats Inc., as well as the areas cut around PHC 's mm·ina slips.
• A site meeting will take place at PHC Marina and related harbour locations on Tuesday
A ugust 17 , 2021 commencing at 7:30 am. PHC will develop a work-back schedule over the
next 10 days .
- 56 -
• Upon completion, PHC will provide The City of Pickering with a completed report, outlining
all of the areas cut and the depths at which they were cut. This report will also recommend
best practices gleaned from this pilot project for future weed harvesting. PHC requests that
there be a post-project in -person review with the san1e City personnel that have participated
in this negotiation.
This is a fixed cost quotation* in the amount of $44,050.00 + $5,726.50 (HST)= $49,776.50.
* PHC is committed to completing the entire project by September 30, 2021. If there are any
delays beyond our control; i.e. weather, debris in the bay, etc. that delay completion beyond
September 30 , the final cost will be pro-rated to the actual area of weeds that have been cut.
In this instance PHC will be afforded the latitude to discuss completion of the full 5 acres
within the first 15 days of October 2021 , to achieve the full cut quota noted for full
compensation.
AMENDMENT RE AQUATIC WEED HARVESTING METHODOLOGY
PHC will be using the weed cutting equipment as specified in the original proposal to cut the
designated cut zones. As Stephen Richardson is awaiting paiis for an equipment repair that
occurred just prior to commencing this work, PHC has elected to engage a second weed
harvesting contractor to commence work immediately ; rather than be delayed until Stephen
Richardson receives the replacement parts. Due to the urgency on the city's part to begin this
work as quickly as possible, PHC felt this was the prudent alternative rather than delaying the
harvesting process until after Labour Day. This solution will clear some of the weeds in the
designated cut area prior to the Labour Day weekend to the benefit of local residents with small
watercraft.
This alternative weed harvester (Aqua Master) will haul the cut weeds to a designated area in the
bay which will be subsequently emulsified by Stephen Richai·dson's equipment (Weed
Harvester) using the cutting methodology originally specified in the proposal. Stephen
Richardson will then complete the full five acre cut using the technology specified in the original
proposal.
41¢/ffe
Harold Hough
Managing Direct
Pickering Harbour Company Ltd.
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1 | P a g e
Attachment #2 to Report OPS 01-22
Report Re: Weed Cutting Trial Project in Frenchman’s Bay for 2021
Executive Overview
The Board and Management of the Pickering Harbour Company (PHC) welcomes the
initiative taken by the City of Pickering to fund this pilot weed harvesting project in
Frenchman’s Bay. The proliferation of dense week growth throughout the Bay has had a
catastrophic impact on the use of Frenchman’s Bay, both in terms of its environmental
health and its value as a recreational resource for the residents of Pickering. The dense
weed population prevents safe navigation by watercraft anywhere in the Bay, with the
exception of the navigation channels dredged by PHC.
This weed infestation is the direct result of stormwater and catchment practices
managed by the City of Pickering over several decades, much of which is well
documented through evidenced-based academic research studies and media reports. It
is the hope of PHC Management that this trial harvesting initiative by the City will spawn
a strategic effort to reverse the environmental damage done to the Bay; restoring the
Bay to its vital role as a focal point for recreational, lifestyle and commercial activity. To
this end this report distills out the most salient observations, findings and
recommendations generated through this pilot project to realize this outcome.
Of greatest importance, the extensive presence and rapid regrowth of weeds throughout
the Bay severely restricts and/or eliminates recreational use of the Bay by boaters and
presents serious safety concerns for anyone attempting to use the Bay for recreational
purposes. This weed infestation is harming the Bay ecologically, endangering the lives
of those who venture on to the Bay and preventing any meaningful recreational use
thereof. This pilot project has demonstrated that:
•It is essential to cut at least 160+acres of the Bay to provide a meaningful
improvement in access for recreational usage.
•Eliminating this weed infestation through weed harvesting methods will cost the city
of Pickering over $1.9M+ per year, in perpetuity.
•There are better strategic long-term solutions to eliminating/minimizing the weed
problem that need to be discussed in preparation for the 2022 season.
•The Bay can serve as a highly valued driver of economic development for
Pickering if the weed infestation is addressed with strategic foresight, sound
environmental practices and a vision for the true potential of this natural resource.
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2 | P a g e
While short term recommendations focus on ways to improve the efficacy of the
harvesting process, this report strongly recommends that there are alterative,
systemic solutions that will either eliminate or minimize the need to harvest weeds,
thereby reducing the cost and restoring the Bay to its full potential. We appreciate the
opportunity to work with City staff on this initiative and genuinely hope that this project
marks the beginning of the Bay’s restoration.
With respect
Barry Pettit, M.Ed. Harold Hough
President Managing Director
Pickering Harbour Company Pickering Harbour Company
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3 | P a g e
Project Objectives
• To create navigable corridors aligned with the East and West shore of Frenchman’s
Bay that enable local boaters to launch their watercraft from the Progress
Frenchman’s Bay East Park and Bruce Handscomb Memorial Parks and reach the
East/West navigation channel that connects the Bay to Lake Ontario.
• Gather information that will advise City staff relevant to repeating/expanding this
project in subsequent years.
The Need
• The need for this intervention/pilot project centers on the reality that heavy weed
growth is choking the Bay. The Bay is in fact becoming a giant, 195+ acre weed
farm, with the exception of navigation channels, which Pickering Harbour Company
has dredged. Sailboats, flat water craft and power boats all find it impossible to use
the Bay outside of the limited navigation zones. Please see the quotation from
Messrs. Dixon and Murray, expressing this need.
• In addition to the navigational impediment which this weed forest creates for any
kind of water craft, this situation endangers the public by:
o Limiting the ability of rescue watercraft from reaching boaters
o Entangling swimmers/boaters who inadvertently find themselves overboard
o Damaging the engines and propellers of any powered craft
Quotation from Glen Dixon, Commodore of the Frenchman’s Bay Yacht Club
“I've been involved in various attempts to control the weeds on Frenchman's Bay
for over 10 years now, from when they first started to be an issue. In that time,
we've gone from a fairly clear bay where it was actually possible for sailboats to
race inside the harbour, to a body of water that in peak season is 90% choked
off. I want to make sure Council understands that whatever tactic or solution is
chosen to tackle the problem, from this day forward it becomes an ongoing
solution. There doesn't seem to be an easy way (short of mass chemical
exposure) to eradicate the problem, so we will always be treating the situation.
These weeds grow back some 6" per day! Our experience is that a 4' cut
provides temporary relief, but in approx. 6 weeks the area treated is again
choked off. I don't know if that's due to the limited cutting and spraying we have
been able to do, or if it's simply because the nature of the weed is to propagate
and spread, but 6 weeks is the maximum we've seen until the problem is again
unbearable.
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4 | P a g e
Going forward, efforts will have to be made to conduct 2 minimum, and 3
hopefully, cuts from July through September to keep the bay useable, and this
will have to be maintained year over year. There is no short term fix without
massive dredging or chemical treatment to get to the roots. However, without
something being done soon, someone is going to be hurt. This summer, 3 of our
members had to rush to the aid of canoeists at the north end who had fallen out
of their boat and were caught in weeds. Multiple times boats had their engines
plugged with weeds and they simply drifted deeper until hopelessly stuck.
Dragon boats and kayaks train and practice in the Yacht Clubs only channel out
to the bay, which we pay to maintain, and refuse to move out of the way
regardless of the danger they are putting powered boats into by having to move
outside the channel to avoid a collision. We were told early in 2021 that monies
were in place to begin a clearing project. Photo ops were certainly taken with
Council members about the weed cutting project that was about to begin, yet all I
saw was some pilot cutting.”
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5 | P a g e
Letter from Scott Murray, President Alkame Dragon Boat Services
Dear Pickering Harbour Company,
Frenchman’s Bay is in peril. Our paddling community is devastated at the current state
of Frenchman’s Bay. We must do something to save this jewel of the paddling
community and we must act soon. We are aware the solution is going to take time and
resources and we are here to advocate and support those solutions in every way we
can.
For the past 20 years, our organizations have specialized in providing world-class
dragon boat services to individuals and groups in Durham Region, The Greater
Toronto Area, Ontario, Canada and beyond.
Evidence of our success toward this goal includes providing a safe and healthy
recreational on-water experience to hundreds of participants every year, becoming
one of the most successful dragon boat clubs in the world and by receiving The Key to
The City. The health of Frenchman’s Bay has been central to the enjoyment and
success so many have had during this time.
Eurasian Watermilfoil first started to impact our paddling experiences in 2012, leading
to the 2013 Pickering Dragon Boat Festival being relocated to Marilyn Bell Park in
Toronto due to concerns over race course quality, and a loss of tourism opportunity for
the local Pickering community. We have been fortunate to host this event in Pickering
ever since only because it is early enough in the racing calendar (first weekend in
June). Any later date and this event would be impossible due to weed growth.
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6 | P a g e
The most recent Pickering Dragon Boat Festival was hosted in June 2019 due to
Covid-19 and since that time Frenchman’s Bay has deteriorated rapidly. It has
reached the point in which no recreational watercrafts can safely enjoy paddling in the
Bay. The northern 70% of Frenchman’s Bay is covered with weeds and unnavigable.
The channel created and designed for sailboat passage from Frenchman’s Bay Yacht
Club to Lake Ontario is the only portion of Frenchman’s Bay in which dragon boats
(or any sport or pleasure craft) can navigate. This has created additional danger as
many vessels must pass each other in a very narrow course.
To describe in words the challenges of paddling on Frenchman’s Bay is futile. One
must see photos to properly grasp the scope of the issue. I can’t properly describe the
impact this has had on our paddling community. From introducing new members to
sustaining fun and enjoyment of existing members to our reputation in the larger
community, Pickering is now known more for weeds than its accomplishments and
positive community contributions.
The Pickering Dragon Boat Club and Alkame Dragon Boat Services passionately
support any and every investment of resources towards the saving of Frenchman’s
Bay.
Sincerely,
Scott Murray
President, Head Coach,
Alkame Dragon Boat Services Pickering Dragon Boat Club
416-561-9089 416-561-9089
scott.murray@alkame.ca scott.murray@pdbc.ca
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7 | P a g e
Methodology
• PHC was contracted by The City of Pickering to cut the top portion of the weeds
within the designated 5-acre area as shown in Figure 3, inclusive of two cut zones
located in close proximity to Progress Frenchman’s Bay East Park and Bruce
Handscomb Memorial Park.
• The depth of this cut was to range from a minimum of 1 to 1.5 metres, subject to
depth and obstacle restrictions.
• The method of harvesting
recommended by PHC was the IMS
WeedMaster Cutterhead, which
emulsifies the weed cuttings (pictured
to the right) vs. the AquaMaster weed
cutting equipment. The AquaMaster
clips the weeds using serrated blades,
the weeds then drop onto a conveyor
and are stored for disposal, followed
by the necessary deposit of the weed
cuttings at a location that will require
the weeds to be trucked to an
appropriate disposal location.
Figure 1: WeedMaster Harvester being launched
into Frenchman’s Bay by PHC
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8 | P a g e
Figure 2: Stephen Richardson at the helm of the WeedMaster, accompanied by
Rob Burlie, P. Eng., Manager, Public Works
• The cut area was modified, as requested by City staff, and is reflected in the actual
GPS pictorial view of this final cut zone. See Figure 2 for a map illustrating these
zones. Shallow water depth (5 feet and less) at the north end of the west cut zone
bordering Bruce Handscomb Memorial Park limited the ability to harvest weeds as
far north in this zone as first requested. This limitation was more than offset by
widening the cut zone on both the West and Wast sides of the Bay.
• It was agreed that while the intended cut areas were marked on the project map,
flexibility would be allowed to modify this cut area dependent on depth and unknown
obstructions on the lakebed. The potential equipment damage and delays caused by
hitting underwater objects made it necessary to limit cut depth in shallow water
(i.e., where water depth was less than six feet).
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9 | P a g e
• Supply chain delays in the provision of repair parts for the IMS WeedMaster made it
necessary to commence this harvesting operation by using the AquaMaster
equipment in order to start this work in advance of the Labour Day Weekend, out of
respect for The City of Pickering Management’s desire to complete this process as
quickly as possible during the boating season. The work done on this project using
the AquaMaster was subsequently redone using the more superior WeedMaster
equipment, inclusive of emulsifying the weed material deposited near shore by the
AquaMaster.
• The cut zones were initially marked out with buoys in advance of weed cutting. The
actual cut areas are displayed on the attached GPS printout.
• The additional cost of using the AquaMaster was absorbed by PHC within the
approved budget, as was the increase in cut area from 5 to 6 acres.
Project Process
• Through a series of project meetings from August 30 to October 4, 2021, as noted
on the project schedule provided to The City. (The details of this project were
planned and implemented in close co-operation City staff, Rob Burlie, Manager of
Public Works and Rob Gagen, Supervisor, Parks & Property, in particular).
• Bi-weekly meetings, including PHC, contractor and City staff were convened to keep
the project on track, within scope and on target for achieving the stated objectives.
• At critical points in the project process PHC provided watercraft and staff necessary
for City personnel and City Councilors to inspect the site and cutting process.
Obstacles to anticipate and mitigate in future weed harvesting projects
• Members of the public repeatedly removed markers placed in the Bay in advance of
the actual weed harvesting operation to demarcate the cut zones (for City approval
and staff approval of cut zones). In future years, signage placed at water access
points in both parks will minimize this vandalism.
• It became clear during this project that the depth of the Bay is problematic in some
areas because:
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o The time of year affects water depth, with depth being less in September than it
will be in June because the water depth naturally drops as the season
progresses. The shallower areas (i.e., less than 6 feet) are both more difficult to
cut and the weeds grow back more quickly in response to increased sunlight.
o Faster regrowth appeared to happen in close proximity to the City’s storm
management runoff outlets into the Bay adjacent to both park locations.
o Sedimentation from City runoff and catchment area practices have exacerbated
the natural sedimentation that happens over time, creating shallower areas in
some areas of the cut zone.
o The location of various other hazards such as cement blocks on the bottom of
the waterbed.
Quality Control, Quality Assurance and Project Efficacy
• Richardson Workboats Inc. increased the 5-acre zone to 6 acres, without any
increase to the approved budget, noted on the attached cut zone schematic. Please
see Figure 4 to reference the location and size of the harvest cut zones (actual vs.
proposed).
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Figure 3: Proposed cut zone (from PHC’s quote)
Legend:
City requested cut zones:
Navigational channel cut
zones cleared previously by PHC:
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Figure 4: Actual vs. Requested (by The City) harvest cut zones
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Figure 5: GPS Trimble printout of actual West Shore cut zone
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Figure 6: GPS Trimble printout of Actual East Shore Cut Zone
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Figure 7: GPS printout of Emulsification Location for Weeds Deposited
by the AquaMaster Harvester
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• PHC managed to mitigate equipment delays caused by supply chain issues for parts
repairs required to maintain the harvesting equipment, delivering the project in scope
and on time.
• The communication with City staff was helpful in meeting with the PHC project team
and managing the process in accordance with the city’s expectations.
Quality Control during the project was ensured by:
• A pre-cut site inspection on the water site was completed with City staff to clarify cut
zones.
• Use of Richardson Workboats handheld GPS technology to mark out the cut zones
in advance of the actual cut.
• Use of the onboard GPS Trimble system to monitor and guide in real time the
actual harvesting process (on the WeedMaster).
• Provision of an accurate, GPS enabled aerial map of the cut zone at the conclusion
of the harvesting process to measure and display the area of the Bay in which
weeds were harvested.
• Real time visual inspection of the cut zones 30 days after the completion of the
harvesting process to verify that the weeds had been cut and to also evaluate the
rate of weed regeneration in the interim.
Quality Assurance
• Detailed GPS-enabled monitoring in real time of the cut zone onboard the
WeedMaster Harvester allowed the operator, Stephen Richardson, to accurately cut
the desired harvest zones designed by City staff.
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Figure 8: Captain
Steve Richardson
at the helm of the
WeedMaster,
monitoring the
GPS tracking
system in real
time.
Figure 9: The GPS tracking
units installed on the
WeedMaster harvest monitors
17 satellites to transect the
coordinates necessary to guide
the harvesting process
accurately.
• This same GPS monitoring device onboard the WeedMaster for live tracking of
the cut zone was also used to review the cut zones with city staff during the
post-cutting site inspection and to output the attached cut zone visual reports of
work completed.
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Figure 10: Rob Burlie
inspects the GPS tracking
system in progress
• Daily reporting (submitted by 9:30 a.m. daily) of harvesting activities, enabled the
City staff to conduct spot checks on the harvesting process in progress at any point
during the harvesting process.
• On-site inspection by City of Pickering Councilor Pickles and Councilor Cummings
during the actual harvesting operation, followed in turn by a separate on-site
observation of the harvesting process by city staff from the PHC workboat.
• Visual inspection one week after the cutting process by PHC staff.
• Site inspection by City staff on October 27/28 from the PHC workboat, followed in
turn by a comprehensive site inspection of the cut zones by City staff aboard the
Richardson Workboats WeedMaster, inclusive of detailed review of the Trimble GPS
screen tracking, in real time of the cut zones delineated on this GPS system.
• Please note that the four-week gap between the completion of the harvesting
process and the visual inspection may have some effect on the visibility of weeds
below the surface. This four week gap was due to the unavailability of PHC
watercraft due to their busy haul out schedule.
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• Final site inspection by City staff including on-the-water visual inspection of the
entire cut zones completed onboard by Messrs. Burlie, Gagen, Pettit and
Vijaysegaram. Stephen Richardson demonstrated to City personnel through a live
demonstration on the weed harvester (Nov. 1, 2021 during on-site inspection) how
he could physically monitor the depth of the cutting head to ensure the cut depth at
1.5 meters (subject shallow waters and/or obstructions on the Bay bottom requiring
a lesser depth).
Figure 11: Rob Burlie of The City of Pickering inspects harvest cut zones.
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Figure 12: Rob Gagen, Supervisor, Parks & Property inspecting the weed cut results
from the bow of the WeedMaster as it replicates the edge of the weed cut zone near
Bruce Handscomb Park. The uncut weed zone is clearly visible to this right.
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Project Outcomes
• The project objectives were achieved.
o Navigable cut zones were cleared to provide access by boaters from the park
areas to the main navigation channel that runs East/West across the Bay.
o Important information was gathered specific to how this harvesting process can
be completed at a larger scale in the future.
o The City staff and PHC staff have forged a healthy working relationship that will
both inform and contribute to short and long-term solutions that address weed
infestation in the Bay.
o The limited capacity of weed harvesting to address the larger systemic
constraints that limit the use and value of Frenchman’s Bay to the public have
been highlighted in a manner that will advance strategic long term planning on
systemic solutions for restoration of the Bay.
• The project was completed on budget and on time:
o $44,050.00 + $5,762.50 (HST), for a total of $49,776.50
• The actual harvesting operation was completed by September 24, 2021, followed in
turn by a site inspection conducted by City staff on November 1, 2021.
• There was clear evidence that the weeds had been cut in the harvest cut zone,
leading to:
o An absence of weeds in deeper sections of the cut zones.
o The regrowth of weeds in some portions of the cut zone in close proximity to
shore, where water levels were considerably shallower (6 feet or less).
o The rapid regrowth of weeds, particularly in shallower areas (example around the
dock area located at Progress Frenchman’s Bay East Park) was somewhat
surprising.
o Further investigating indicated that the milfoil weed can grow as much as 2” per
day in warm waters.
• The use of both the AquaMaster and WeedMaster technologies demonstrated
convincingly that the WeedMaster was far superior to the AquaMaster harvesting
technology for the following reasons:
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o The AquaMaster left long strands of weeds at the water surface, creating
ongoing frustration for the Frenchman’s Bay Yacht Club. (The subsequent pass
over this same area by the WeedMaster eliminated this problem).
o In total the WeedMaster completed the actual cutting operation in five days. This
duration does not include the necessary time required to prepare for and manage
this process.
o The horsepower difference (WeedMaster at 400 hp) and AquaMaster at 25hp
directly benefits the time to completion and efficacy of the equipment to complete
this job.
o The use of the WeedMaster eliminated the need to truck away cuttings waste.
o The accuracy of the cut was assured by the onboard computer GPS Trimble
system.
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Project Recommendations
1. The five-acre cut zone provided an excellent test case for conducting this
harvesting process but does not address the larger systemic issue experienced
by the public. Safe, meaningful recreational use of Frenchman’s Bay will need
to eliminate weeds on at least 85% of the Bay to allow for meaningful, safe
usage by the diverse set of watercrafts suitable to the Bay (i.e., at least 160
acres). Anything less than this will continue to severely restrict (virtually
eliminate) public access to and enjoyment of the Bay, create severe
environmental problems relative to the ecological health of the Bay, endanger
anyone who ventures on the Bay and waste one of Pickering’s most valuable
economic development drivers.
Sailors, fishermen and flat-water vessel enthusiasts alike must be able to
navigate from one side of the Bay to the other unimpeded; often in a triangular
pattern that traverses the water surface depending on wind and wave action to
enjoy their respective sports. Boaters of all kinds need the wide spans of the
Bay to navigate on this water surface. Anything less than cutting 160+ acres is
prohibitive.
2. It will best serve the residents of Pickering for Municipal leadership to work
closely with PHC to determine a long-term strategy that restores
Frenchman’s Bay to an ecological state of health that benefits all members of
the Pickering community.
3. For future project specifications, PHC needs to factor in the cost of manpower
and equipment necessary to provide City staff with direct, on-the-water
observation at any point in the harvesting process.
4. Signage placed in City parks (where boaters launch their small flat-water craft)
will help minimize vandalism to markers used during the cutting process.
5. The WeedMaster GPS system should be used to delineate the harvesting zones,
inclusive of onboard monitoring by City staff thereof, in advance of the actual
harvesting process vs. using either physical markers or any hand-held GPS
device to delineate the harvesting zone. This will allow for the most accurate
delineation of the harvesting zone using both visual cues gained by City staff
being aboard the harvesting machine.
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6. First cut in June to enable Bay usage for summer months. Second cut in late
August to enable usage through to end of the boating season. This cutting
process will be required twice per season to allow for safe usage of the Bay and
will need to expand the cut zone to 100 acres for this program to effectively
address the needs experienced by the public as outlined on page 1 of this report.
7. The scope of problem is far more severe than City staff and City Councilors may
realize. The Bay has become one large weed farm to the detriment of the
environment and the public. This problem is attributed directly to the City’s
stormwater and catchment basin practices. Any long-term strategy to resolve
this issue will need to encompass systemic solutions that go well beyond the
immediate need to harvest weeds across at least 160 acres of the Bay twice per
season to allow for safe use of water craft.
8. While weed cutting is essential on a yearly basis to provide boating access to
local residents, a strategic discussion with PHC about longer term remedies will
be helpful. PHC recommends that a special project committee (made up of PHC
and City staff) be established to consider alternative solutions to the expense of
clearing the Bay twice per year that will benefit the public and the environment
and be cost effective in the long term. Dredging of the Bay will eliminate weed
growth for at least ten years (if not longer) and enable full utilization of the Bay by
the public. This option will cost less than the harvesting process.
Respectfully,
Barry Pettit, M.Ed.,
President,
Pickering Harbour Company
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APPENDIX A: Research Reference MATERIALS
Environmental Research Related to City Water Management Practices and
Related Impact on health of Frenchman’s Bay
1. Geophysical and sedimentological assessment of urban impacts in a Lake Ontario
watershed and Lagoon: Frenchman's Bay, Pickering, Ontario Geoscience
Canada 30(3):115-128
Geoscientists from the University of Toronto and McMaster University are
working with the City of Pickering, Ontario on remediation of a Lake Ontario
lagoon and urbanized watershed (Frenchman's Bay) experiencing large
stormwater flows and enhanced sediment erosion and transportation.
Throughout the watershed, the hydrological cycle has been dramatically changed
as a result of 'hardening' by roads and buildings - greatly restricting infiltration
and promoting surface runoff. The urban-impacted watershed empties into the
shallow, semi-enclosed coastal lagoon of Frenchman's Bay - serving as a trap for
fine-grained contaminated sediment.
2. Road salt and cars produce extreme water contamination in Frenchman's Bay,
Ontario, Canada
Date: March 3, 2010
Source: University of Toronto
"Our findings are pretty dramatic, and the effects are felt year round," says Eyles.
"This is a really bad news story about the relentless chemical assault on a
watershed, with bleak implications that go far beyond the lagoon itself. We now
know that 3,600 tonnes of road salt end up in that small lagoon every winter from
direct runoff in creeks and effectively poison it for the rest of the year. The future
of Frenchman's Bay is not bright, but this also affects the Great Lakes."
The researchers conducted an extensive study of streams and groundwater
entering Frenchman's Bay over a five-year period using sophisticated field testing
and groundwater modeling methods. Some 7,600 tonnes of de-icing salt are
applied to nearby roads each year, with more than half of it accumulating in
groundwater and returning as brackish (salinated) baseflow into creeks year
round, they note. "The remainder is rapidly delivered by surface runoff to
Frenchman's Bay, where chloride contents are more than double the average
values in waters across the Great Lakes," the report states. "Highway 401 is the
largest single source of salt contamination to the lagoon, which receives 26 per
cent of all road salt applied to the watershed but covers just 1.3 per cent of its
area."
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The authors also found that levels of other urban contaminants such as metals,
E. coli and coliform were all elevated well above Canadian water quality
standards. A decline in ecosystem diversity in Frenchman's Bay is also noted in
the report, reflected in the absence of fish in creeks, significant changes in the
age structure of fish populations and a much lowered diversity of aquatic species.
The report highlights the loss of wetlands by urban runoff.
3. How Does Road Salt Affect the Environment?
February 4th, 2019
Topics: Pond Management Best Practices Seasonal Pond Tips
Written by Industry Expert Emily Mayer, Aquatic Biologist
https://www.solitudelakemanagement.com/blog/how-does-road-salt-affect-the-
environment/
When salt enters our waterbodies, it can also have a negative effect on the
natural mixing of the water column. In some cases, salinization can alter
parameters such as temperature, sediment concentrations and dissolved oxygen
levels, and prevent vertical mixing in the water column—a phenomenon
called stratification. If persistent stratification occurs, this can increase the
availability of undesirable nutrients to fuel nuisance aquatic weeds and algae.
This, in turn, can deplete oxygen, causing insufficient habitat conditions for native
aquatic life. Put simply, the occurrences of invasive species infestations, fish kills,
and poor water quality may be greater when road salt enters freshwater
resources.
4. Tarandus Associates Limited, Environmental Consultants Report: August 10, 2021
“The high densities of aquatic macrophytes in Frenchman’s bay are most likely
due to high levels of nutrients, particularly phosphorous, which are almost
certainly attributable to stormwater discharged the bay and to its tributaries”.
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APPENDIX B: Media Coverage
'You’d think it’s alive': Pickering’s Frenchman’s Bay overrun by weeds
(durhamregion.com)
Pickering group fights Frenchman’s Bay water weed (durhamregion.com)
Weeds in Frenchman's Bay 2 - YouTube
Pickering waging war on invasive 'Zombie Plant' in Frenchman's Bay (insauga.com)
Pickering to tackle invasive weeds taking over Frenchman's Bay | The Star
Invasive milfoil weed in Pickering on its way out | NiagaraFallsReview.ca
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APPENDIX C: PROJECT SCHEDULE
Quote Date
Revised Quote Sent 8-16-2021
LOI Received from City 8-16-2021
Revision #2 Quote Sent 8-31-2021
Meetings
Virtual Teams Meeting - 1st initial Meeting to discuss weed
harvesting 6-11-2021
Virtual Teams Meeting - 2nd Meeting to discuss weed harvesting 7-23-2021
Virtual Teams Meeting - 3rd Meeting to discuss weed
harvesting 8-11-2021
Virtual Teams Meeting - 4th Meeting to discuss weed
harvesting to finalize quote 8-16-2021
Site Meeting at PHC 8-17-21
Pre-Construction Meeting 8-30-2021
Progress Meeting #1 - Held Virtually 9-13-2021
Progress Meeting #2 - Held at The Lakehouse 9-20-2021
Progress Meeting #3 - Held at The Lakehouse 10-4-2021
QC Check on Bay in Boat with Ian 10-27-2021
Final QC Check on Bay in WeedMaster 11-01-21
Weed Cutting
East Shore Cutting (Harry) 8-31-2021 to 9-1-2021
East & West Shore Cutting & Weed Off Cut Emulsification
(Stephen) 9-20-2021 to 9-24-21
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