Loading...
HomeMy WebLinkAboutMay 2, 2022 Executive Committee Meeting Agenda May 2, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Ashe For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 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 Members of the public looking to provide a verbal delegation to Members of the Executive Committee may do so either in person, or through an audio telephone connection into the meeting. For more information, and to register as a delegate, visit www.pickering.ca/delegation, and complete the on-line delegation form or email clerks@pickering.ca. The list of delegates who have registered to speak will be called upon one by one by the Chair in the order in which they have registered. A maximum of 10 minutes shall be allotted for each delegation. 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, Corporate Services & City Solicitor, Report CLK 03-22 1 Restricted Acts after Nomination Day (Lame Duck Period) - Delegation of Authority under Section 275 of the Municipal Act Recommendation: 1. That Report CLK 03-22, regarding Restricted Acts after Nomination Day (Lame Duck Period), Delegation of Authority under Section 275 of the Municipal Act, be received; 2. That the draft By-law, included as Attachment #1 to Report CLK 03- 22, be approved and brought forward for enactment at the May 24, 2022 Meeting of Council; and, Executive Committee Meeting Agenda May 2, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Ashe For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this Report. 4.2 Director, Engineering Services, Report ENG 12-22 8 Pine Creek Erosion Assessment Municipal Class EA Study - Consulting and Professional Services Recommendation: 1. That Council approve the hiring of Aquafor Beech Ltd. for consulting and professional services for the preparation of the Pine Creek Erosion Assessment Municipal Class Environmental Assessment (EA) Study, in accordance with Purchasing Policy Item 10.03 (c), as the assignment is above $50,000.00; 2. That the fee proposal submitted by Aquafor Beech Ltd. for consulting and professional services for the preparation of the Pine Creek Erosion Assessment Municipal Class EA Study, in the amount of $84,976.00 (HST included) be accepted; 3. That the total gross project cost of $110,876.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $99,847.00 (net of HST rebate) be approved; 4. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $99,847.00 as follows: a) the sum of $86,867.00 as approved in the 2022 Current Budget, to be funded from Property Taxes; b) the sum of $12,980.00 as approved in the 2022 Current Budget, to be funded by a transfer from the Development Charges Reserve Fund – Stormwater Management; and, 5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.3 Director, Engineering Services, Report ENG 13-22 14 Consulting and Professional Services for the Detailed Design for Maintenance and Retrofit of the Lisgoold Stormwater Management Pond Executive Committee Meeting Agenda May 2, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Ashe For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Recommendation: 1. That Council approve the hiring of TYLin International Canada Inc. for Consulting and Professional Services for the Detailed Design for the Maintenance and Retrofit of the Lisgoold Stormwater Management Pond in accordance with Purchasing Policy 10.03 (c), as the assignment is above $50,000.00; 2. That the fee proposal submitted by TYLin International Canada Inc. for Consulting and Professional Services for the Detailed Design for the Maintenance and Retrofit of the Lisgoold Stormwater Management Pond in the amount of $181,359.35 (HST included) be accepted; 3. That the total gross project cost of $209,440.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $188,607.00 (net of HST rebate) be approved; 4. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $188,607.00 from the Storm Water Management 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. 4.4 Director, Finance & Treasurer, Report FIN 08-22 21 2021 Year End Audit (Interim) Consultant Delegation Lilian Cheung, Partner, Deloitte, on Report FIN 08-22. Recommendation: It is recommended that the Audit Service Plan as submitted by Deloitte LLP, set out in Attachment 1 to this report, be received for information. 4.5 Fire Chief, Report FIR 01-22 41 Community Emergency Management Program (CEMP) and Community Emergency Management Plan Executive Committee Meeting Agenda May 2, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Ashe For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca - Proposed Housekeeping Amendments Recommendation: 1. That Report FIR 01-22 of the Fire Chief be received; 2. That the Mayor and Council hereby appoint Deputy Fire Chief Steve Boyd, Community Emergency Management Coordinator (CEMC) as Chair of the Community Emergency Management Program Committee; 3. That the Mayor and Council hereby adopt the changes reflected in the report below as amended in the attached By-law; 4. That Council approve the attached draft Community Emergency Management Plan that includes the changes above and other minor housekeeping amendments; and, 5. That By-law 7620/18 and By-law 7746/20 be repealed in their entirety and that the attached draft By-law be enacted. 4.6 Director, City Development & CBO, Report PLN 23-22 100 Tree Protection Project - Project Findings Recommendation: 1. That Report PLN 23-22 of the Director, City Development & CBO, on the results of staff’s investigation into the implementation of a by-law for the protection of trees, and which responds to Item 2(c) of Council Resolution #428/20, be received for information; and, 2. That Council authorize staff to undertake a process to amend the existing Tree Protection By-law 6108/03, as amended, to afford greater protection to more trees within the City of Pickering, and which will include a public engagement process, and report back to Council. 5. Other Business Executive Committee Meeting Agenda May 2, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Ashe For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 6. Adjournment Report to Executive Committee Report Number: CLK 03-22 Date: May 2, 2022 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: Restricted Acts after Nomination Day (Lame Duck Period) -Delegation of Authority under Section 275 of the Municipal Act -File: A-1440 Recommendation: 1.That Report CLK 03-22, regarding Restricted Acts after Nomination Day (Lame Duck Period), Delegation of Authority under Section 275 of the Municipal Act, be received; 2.That the draft By-law, included as Attachment #1 to Report CLK 03-22, be approved and brought forward for enactment at the May 24, 2022 Meeting of Council; and, 3.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this Report. Executive Summary: Section 275 of the Municipal Act, 2001, S.O. 2001, c. 25, (the “Act”), provides for restrictions on the actions that municipal councils can take, in the period leading up to an election, when it can be ascertained that the new incoming council will include less than three-quarters of the members of the outgoing council. This is commonly referred to as the “Lame Duck Period”. The lame duck determination is made in two different scenarios during the election period: 1.After nomination day (August 19, 2022), but before voting day (October 24, 2022), the determination shall be based on the nominations to the new council that have been certified and any acclamations made to the new council; and, 2.After voting day, the determination shall be based on the declaration of the results of the election including declarations of election by acclamation. If it is determined that Council is in a Lame Duck Period, for the remainder of the term of Council, Pickering City Council will be restricted from certain acts as set out in Section 275 of the Act. To that end, staff are seeking approval of a By-law to give delegated authority to the Chief Administrative Officer (CAO) for some of these restricted acts. Financial Implications: There are no financial implications associated with this Report, however, the exercise of the delegated authority described in the attached By-law will have financial implications as described in the Discussion section of this Report. -aft;of- Pl(KERJNG - 1 - CLK 03-22 May 2, 2022 Subject: Restricted Acts after Nomination Day (Lame Duck Period) Page 2 Discussion: City of Pickering Council is comprised of seven Members, and the new incoming Council for the 2022-2026 Term will also consist of seven Members. As noted above, Section 275 of the Act states that the authority of the current Council will be subject to certain restrictions if the new incoming council will include less than three-quarters of the Members of the outgoing Council. Three-quarters of the City’s seven Member Council equals six. On Nomination Day (August 19, 2022), if it can be determined with certainty, based on the certified nominations and any acclamations to the new Council, that less than six of the outgoing Members will be returning, the restricted acts under Section 275 of the Act will apply. This could also be the case after Election Day (October 24, 2022) when, based on the election results, it is certain that less than six of the outgoing Members will be returning. (Note: This situation will have fewer implications, as there are no Council meetings scheduled after Voting Day until the inaugural meeting of the new Council, which is scheduled for November 21, 2022). Restricted Acts under Section 275 of the Municipal Act The following are the four restricted acts during a Lame Duck Period: a)the appointment or removal from office of any officer of the municipality; b)the hiring or dismissal of any employee of the municipality; c)the disposition of any real or personal property of the municipality which has a value exceeding $50,000 at the time of disposal; and, d)making any expenditures or incurring any other liability which exceeds $50,000. Section 275(4) of the Act provide that clauses c) and d) do not apply if the disposition or liability was included in the most recent budget adopted by Council before Nomination Day in the Election. Section 275(4.1) states that nothing prevents a municipality taking any action in the event of an emergency (emergency meaning that as defined under the Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9). Section 275(6) states that nothing prevents any person or body exercising any authority of a municipality that is delegated to the person or body prior to Nomination Day for the election of the new council. Delegated Authority for Restricted Acts during a Lame Duck Period This report is presented to Council to seek approval of delegated authority for the CAO for the disposition of real or personal property, and for certain expenditures outside those already approved in the 2022 Current and Capital Budgets should a Lame Duck Period be in effect. Delegation of authority during a Lame Duck Period is a common practice among municipalities in Ontario, and is put in place to ensure business continuity, efficient management, and the ability to respond to urgent situations, where additional expenditures not approved in the most recent budget, may be required. As outlined in the attached draft By-law (Attachment #1), the - 2 - CLK 03-22 May 2, 2022 Subject: Restricted Acts after Nomination Day (Lame Duck Period) Page 3 proposed delegation of authority is subject to certain limitations in that expenditures for the disposition of land and any other expenditures or liabilities not included in the 2022 Budget are subject to a limit of $500,000 per expenditure. It should also be noted that the proposed delegation of authority only comes into effect once a Lame Duck Period has been ascertained by the City Clerk and Council has been notified of same. The delegation of authority would end when the Council-elect is deemed to be organized at the November 21, 2022 Inaugural Meeting. Where no Lame Duck Period exists, the By-law would have no effect. At the time of writing this report, the Town of Whitby and the Region of Durham already have lame duck delegation by-laws or policies in place, and Clarington, Oshawa, and Ajax are all considering the delegation of authority to their CAO’s should a Lame Duck Period come into effect in those municipalities for the 2022 Municipal Election. Several other municipalities in the Greater Toronto Area and beyond had already enacted delegation By-laws prior to the 2018 municipal election, and these were all reviewed as part of the research undertaken for this Report. Of the restricted acts outlined in Section 275 of the Act, only those acts in clauses c) and d) require the delegation of authority to the CAO. The following provides an overview of each of the restricted acts and the provisions that will be needed should a Lame Duck Period be in effect: a)the appointment or removal from office of any officer of the municipality: The appointment or removal from office of any officer of the municipality applies only to statutory positions (Clerk, Fire Chief, Chief Building Official and Treasurer). Section 23.3(1) of the Act, prohibits the delegation of the power to appoint or remove from office an officer of the municipality and therefore, this is not a restricted act that can be delegated. Should a statutory position be vacated during a Lame Duck Period, Council would be prohibited from appointing an individual to such position. That said, the statutory positions of Clerk, Fire Chief, Chief Building Official, and the Treasurer, have Deputies already appointed to act in their place should a vacancy occur. b)the hiring or dismissal of any employee of the municipality: Under By-law 7780/20, a By-law outlining the duties and responsibilities of the CAO, the CAO has the authority to hire and discharge all employees, except for the above-noted statutory positions. As a consequence, no delegation of authority is required for this restricted act. c)the disposition of any real or personal property of the municipality which has a value exceeding $50,000 at the time of disposal: Most dispositions of real or personal property require Council approval. Real estate transactions sometimes arise throughout the year, and cannot all be anticipated when the annual budget is approved. It is therefore recommended the CAO be delegated authority to approve such dispositions, on an as needed basis, with a limit of $500,000 per occurrence. Dispositions of real or personal property exceeding $500,000 will not be possible during the Lame Duck Period. - 3 - CLK 03-22 May 2, 2022 Subject: Restricted Acts after Nomination Day (Lame Duck Period) Page 4 d)making any expenditures or incurring any other liability which exceeds $50,000: Any expenditures that have not been approved in the 2022 Budget, and need to be incurred during the Lame Duck Period, could not be approved by Council if the expenditure or liability exceeds $50,000. It is therefore recommended that the CAO be delegated the authority to approve such transactions, on an as needed basis, with a limit of $500,000 per occurrence. Some examples of unexpected expenditures could include, but are not limited to: i.approval of additional/overage costs associated with a construction project award already approved by Council; ii.the approval of a transfer of funds from reserves for project overages in accordance with the Financial Control Policy, in conjunction with the Treasurer; or, iii.unexpected expenditures of an urgent nature, such as due to a major storm event, that have not been included in the 2022 Budget. Staff recommend a limit of the delegated authority to $500,000 per expenditure/liability based on the delegation by-laws of several other municipalities. It should be noted, however, that some municipalities have chosen to give their CAOs unlimited delegated authority for Lame Duck Periods. The attached draft By-law contains a provision requiring the CAO to notify the current Council, on an ongoing basis, in writing, of any exercise of the delegated authority. The By-law also requires the CAO to report to the new Council within the first quarter of the first year of the new term, on all uses of the delegated authority. Staff recommend that Council enact the attached By-law to facilitate ongoing operation and administration of the City during a possible Lame Duck Period. Attachments: 1.Draft By-law to authorize the delegation of authority to the CAO for certain acts during a Lame Duck Period for the 2022 Municipal Election. Prepared By: Approved/Endorsed By: Susan Cassel Paul Bigioni City Clerk Director, Corporate Services & City Solicitor Original Signed By:Original Signed By: - 4 - CLK 03-22 May 2, 2022 Subject: Restricted Acts after Nomination Day (Lame Duck Period) Page 5 Approved/Endorsed By: Original Signed By: Stan Karwowski Director, Finance & Treasurer SC:sc Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 5 - The Corporation of the City of Pickering By-law No. XXXX/22 Being a by-law to authorize the delegation of authority to the Chief Administrative Officer for certain acts during a “Lame Duck Period” for the 2022 Municipal Election Whereas Section 275 of the Municipal Act, 2001 S.O. 2001, c.25, as amended, (the “Act”), restricts Council from undertaking certain acts after either nomination day, or after the last voting day, based on the criteria as set out in Section 275 of the Act, once it can be determined that the new council will include less than three-quarters of the members of the outgoing council; And Whereas, the period in which the acts of council are restricted (“Lame Duck Period”) ends on the day the Council-elect takes office and is deemed organized in accordance with the Act; And Whereas, Section 275(6) of the Act provides that nothing in Section 275 prevents any person or body exercising any authority of a municipality that is delegated to the person or body prior to Nomination Day for the election of the new council; And Whereas, pursuant to Section 23.1 of the Act, a municipality is authorized to delegate its powers and duties under the Act or any other Act to a person or body, subject to the restrictions set out in the Act; And Whereas, to ensure the efficient and effective management of The Corporation of the City of Pickering (the “City”), during a Lame Duck Period, it is prudent that Council delegates certain authority to the Chief Administrative Officer for that period of time; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1.The Chief Administrative Officer is hereby delegated Council’s authority, for the period following Nomination Day, or Voting Day, in the year of the election when it has been determined that a Lame Duck Period is in effect, for approval of the following matters: a.the disposition of any real or personal property of the municipality which has a value exceeding $50,000 at the time of disposal, provided such disposition shall not exceed $500,000 per occurrence; b.in addition to the authority described in Section 1. a. above, making any expenditures or incurring any other liability that exceeds $50,000, except in those cases where the liability was included in the most recent budget adopted by Council before Nomination Day, provided that such expenditure or liability shall not exceed $500,000 per occurrence and the appropriate funds are available for the expenditure which shall be determined by the Treasurer and CAO in accordance with the Financial Control Policy; 2.The Chief Administrative Officer shall notify Council in writing, for their information, on an ongoing basis, of any exercise of delegated authority pursuant to this By-law; Attachment #1 to Report CLK 03-22 - 6 - By-law No. XXXX/22 Page 2 3. The Chief Administrative Officer shall provide an information report to the new Council, in the first quarter of the year following the election, setting out each use of delegated authority pursuant to this By-law; and, 4. The authority delegated pursuant to this By-law shall only be in effect during the Lame Duck Period. By-law passed this 24th day of May, 2022. ________________________________ David Ryan, Mayor ________________________________ Susan Cassel, City Clerk - 7 - Report to Executive Committee Report Number: ENG 12-22 Date: May 2, 2022 From: Richard Holborn Director, Engineering Services Subject: Pine Creek Erosion Assessment Municipal Class EA Study - Consulting and Professional Services - File: A-1440 Recommendation: 1.That Council approve the hiring of Aquafor Beech Ltd. for consulting and professional services for the preparation of the Pine Creek Erosion Assessment Municipal Class Environmental Assessment (EA) Study, in accordance with Purchasing Policy Item 10.03 (c), as the assignment is above $50,000.00; 2.That the fee proposal submitted by Aquafor Beech Ltd. for consulting and professional services for the preparation of the Pine Creek Erosion Assessment Municipal Class EA Study, in the amount of $84,976.00 (HST included) be accepted; 3.That the total gross project cost of $110,876.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $99,847.00 (net of HST rebate) be approved; 4.That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $99,847.00 as follows: a)the sum of $86,867.00 as approved in the 2022 Current Budget, to be funded from Property Taxes; b)the sum of $12,980.00 as approved in the 2022 Current Budget, to be funded by a transfer from the Development Charges Reserve Fund – Stormwater Management; and, 5.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The Frenchman’s Bay Stormwater Management Master Plan (Master Plan) dated April 2009 identified several erosion control projects to address long- standing concerns, regarding the ongoing decline in the water quality in Frenchman’s Bay and its tributary watersheds. The only erosion control project, identified in the Master Plan for the Pine Creek watershed that required restoration works, was the Pine Creek Outfall Channel Restoration project. In 2015, following recommendations provided in the Master Plan, the design for the channel restoration project was awarded to Aquafor Beech Ltd., through the Request for Proposal (RFP) evaluation and selection process, for Consulting and Professional - 8 - ENG 12-22 May 2, 2022 Subject: Pine Creek Erosion Assessment Municipal Class EA Study - Consulting and Professional Services Page 2 Services. The project was completed in accordance with the requirements for Schedule B projects, as per the Municipal Class EA process. The restoration works were completed in 2017. Since the completion of the outfall channel restoration works along the Mountcastle Castle tributary, some residents whose properties are adjacent to the main tributary of the Pine Creek valley, have contacted City staff with their concerns related to the erosion along the creek banks. Through site visits, the City staff observed undermining and erosion of the creek channel, upstream and downstream of the recently restored channel. It appears that the stability and erosion conditions of the creek banks have declined since the initial erosion assessment, completed as a part of the Master Plan in 2009. The Pine Creek Erosion Assessment Study is required to complete a geomorphic assessment of the creek and to provide a rehabilitation works plan for a long-term stability of the channel corridors. Engineering Services Department staff requested a fee proposal from Aquafor Beech Ltd. for the Pine Creek Erosion Assessment Study due to their project history with the Pine Creek Outfall Channel Restoration project, their knowledge and expertise, and on the basis that good value would be achieved since they have all the background information from the previous assignment. In accordance with Purchasing Policy 10.03 (c), where the project or annual cost of a consulting or professional service assignment is expected to be more than $50,000.00 and the initiating Director intends to acquire the services without obtaining written proposals, the Director shall submit a Report to Council to obtain approval to engage the services of a particular consultant. Staff are recommending Council approval of the fee proposal submitted by Aquafor Beech Ltd. for Consulting and Professional Services for the Pine Creek Erosion Assessment Municipal Class EA Study, in the amount $84,976.00 (HST included). Financial Implications: 1. Proposal Amount Aquafor Beech Ltd. Fee Proposal $75,200.00 HST (13%) 9,776.00 Total Gross Proposal Amount $84,976.00 - 9 - ENG 12-22 May 2, 2022 Subject: Pine Creek Erosion Assessment Municipal Class EA Study - Consulting and Professional Services Page 3 2. Estimated Project Cost Summary Aquafor Beech Ltd. Fee Proposal $75,200.00 Associated Costs Miscellaneous and TRCA fees 14,000.00 Contingency (10%) 8,920.00 Sub Total – Costs $98,120.00 HST (13%) 12,756.00 Total Gross Project Cost $110,876.00 HST Rebate (11.24%) (11,029.00) Total Net Project Costs $99,847.00 3. Approved Source of Funds – 2022 Current Budget Expense Code Source of Funds Budget Required 502230.10510 502230.10510 Property Taxes DC – Stormwater Management Reserve Fund $87,000.00 13,000.00 $86,867.00 12,980.00 Total $100,000.00 $99,847.00 Net Project Cost under (over) Approved Funds $153.00 The Pine Creek Erosion Assessment was approved in the Water Resources & Development Services 2022 Current Budget Consulting & Professional account 502230.10510, in the amount of $100,000.00. Discussion: On April 19, 2010, Council endorsed the Frenchman’s Bay Stormwater Management Master Plan (Master Plan) dated April 2009 and authorized City staff to implement the recommendations of the Master Plan, subject to budget and further Council approval for individual projects (Resolution #72/10). The overall goal of the Master Plan is as follows: “To address long-standing concerns regarding the ongoing decline in the quality of the Frenchman’s Bay ecosystem by seeking means to control the quantity and quality of storm runoff entering the local creeks and the Bay itself.” The recommended Master Plan consists of a suite of projects, programs and policies designed to address issues related to flooding, erosion and poor water quality in Frenchman’s Bay and its’ tributary watersheds. The Master Plan identified an erosion control project within the Pine Creek watershed requiring restoration of the outfall channel at the Mountcastle Crescent tributary of Pine Creek. - 10 - ENG 12-22 May 2, 2022 Subject: Pine Creek Erosion Assessment Municipal Class EA Study - Consulting and Professional Services Page 4 In 2015 the Pine Creek Outfall Channel Restoration project was awarded to Aquafor Beech Ltd., through the Request for Proposal (RFP) evaluation and selection process, for Consulting and Professional Services. The project was completed in accordance with the requirements for Schedule B projects, as per the Municipal Class EA process. The restoration works were completed in 2017. Since the completion of the outfall channel restoration works along the Mountcastle Crescent tributary, some residents, including property owners whose properties are adjacent to the main tributary of the Pine Creek valley, have contacted City staff with their concerns related to the erosion along the creek banks. Through site visits, the City staff observed undermining and erosion of the creek channel, upstream and downstream of the recently restored channel. It appears that the stability and erosion conditions of the creek banks has declined since the initial erosion assessment, completed as a part of the Master Plan in 2009. The Pine Creek Erosion Assessment Study is required to complete a geomorphic assessment of the creek and provide a rehabilitation works plan for a long-term stability of the channel corridors. The Pine Creek Erosion Assessment Study will be undertaken as a Schedule B project, in accordance with the Municipal Class EA process, including the completion of the Phases 1 and 2 of the planning processes. Aquafor Beech Ltd. is recommended to complete the Pine Creek Erosion Assessment Study Aquafor Beech Ltd. and its team of sub-consultants were previously hired by the City to undertake the Pine Creek Outfall Channel Restoration Municipal Class EA project and the Amberlea Creek Erosion Control project, which included geomorphic assessment of creek channels and detailed design of restoration works. City staff had an excellent experience with Aquafor Beech Ltd. throughout both projects, which were completed within the expected timelines and under budget. The hiring of Aquafor Beech Ltd. and its team of sub-consultants, represents good value as they have the necessary project history, their knowledge and expertise. In accordance with Purchasing Policy Item 10.03 (c), the Manager may obtain the services of a particular consultant selected by the initiating Director without going through a competitive process. Where the funds are available in the approved budget and the project or annual cost of a consulting or professional service assignment is expected to be: (c) above $50,000 is subject to the additional approval of Council. The initiating Director shall submit the Report to Council to obtain approval. Staff are recommending approval of the fee proposal submitted by Aquafor Beech Ltd. for Consulting and Professional Services for the Pine Creek Erosion Assessment Municipal Class EA Study in the amount $$84,976.00 (HST included). It is also recommended that the total gross project cost of $110,876.00 (HST included) which includes the consulting fees and other associated costs, and a net project cost of $99,847.00 (net of HST rebate) be approved. - 11 - ENG 12-22 May 2, 2022 Subject: Pine Creek Erosion Assessment Municipal Class EA Study - Consulting and Professional Services Page 5 Attachment: 1. Location Map Prepared By: Approved/Endorsed By: Original Signed by: Original Signed by: Irina Marouchko, P.Eng. Richard Holborn, P.Eng. Senior Water Resources Engineer Director, Engineering Services Original Signed by: Original signed by: Cathy Bazinet Stan Karwowski, MBA, CPA, CMA Manager, Procurement Director, Finance & Treasurer IM:mjh Recommended for the consideration of Pickering City Council Original signed by: Marisa Carpino, M.A. Chief Administrative Officer - 12 - - 13 - Report to Executive Committee Report Number: ENG 13-22 Date: May 2, 2022 From: Richard Holborn Director, Engineering Services Subject: Consulting and Professional Services for the Detailed Design for Maintenance and Retrofit of the Lisgoold Stormwater Management Pond - File: A-1440 Recommendation: 1.That Council approve the hiring of TYLin International Canada Inc. for Consulting and Professional Services for the Detailed Design for the Maintenance and Retrofit of the Lisgoold Stormwater Management Pond in accordance with Purchasing Policy 10.03 (c), as the assignment is above $50,000.00; 2.That the fee proposal submitted by TYLin International Canada Inc. for Consulting and Professional Services for the Detailed Design for the Maintenance and Retrofit of the Lisgoold Stormwater Management Pond in the amount of $181,359.35 (HST included) be accepted; 3.That the total gross project cost of $209,440.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $188,607.00 (net of HST rebate) be approved; 4.That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $188,607.00 from the Storm Water Management 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: The City of Pickering hired TYLin International Canada Inc., formerly known as The Municipal Infrastructure Group Ltd., in June 2019 to undertake the Stormwater Management Facilities Asset Management Plan (AMP). The AMP was completed and endorsed by Council in July 2020. The AMP has identified the Lisgoold Stormwater Management (SWM) Pond as the first priority for the City’s capital works plan and, based on the pond’s current state and a cost analysis, the AMP has recommended a retrofit option. The Lisgoold SWM Pond was constructed in 1999 to service Lisgoold and Grand Oak Homes subdivisions located in the Brock Ridge Neighbourhood. Currently, the permanent pool storage portion of the Lisgoold SWM Pond contains a significant amount of accumulated sediment and requires a cleanout. The Lisgoold SWM Pond does not meet current minimum water quality objectives, according to the Ministry of the Environment, Conservation and Parks (MECP) guidelines, and the City of Pickering’s Stormwater Management Design Guidelines. - 14 - ENG 13-22 May 2, 2022 Subject: Consulting and Professional Services for the Detailed Design for the Maintenance and Retrofit of the Lisgoold Stormwater Management Pond Page 2 Recognizing the Lisgoold SWM Pond requires maintenance and that the existing level of service provided by this facility is low, in light of current standards, a detailed design for the maintenance and retrofit of the Lisgoold SWM Pond to improve its overall performance and functionality is required. In accordance with Purchasing Policy 10.03 (c) where the professional service assignment is expected to be above $50,000.00 and the initiating Director intends to acquire the services without going through a competitive process, Council approval is required to engage an engineering consultant for a professional services assignment. Staff are recommending approval of the fee proposal submitted by TYLin International Canada Inc. for Consulting and Professional Services for the Detailed Design for the Maintenance and Retrofit for the Lisgoold SWM Pond in the amount $181,359.35 (HST included), and are recommending that a net project cost of $188,607.00 (net of HST rebate) be approved. Financial Implications: 1. Quoted Amount TYLin International Canada Inc. Fee Proposal $160,495.00 HST (13%) 20,864.35 Total Gross Quoted Amount $181,359.35 2.Estimated Project Cost Summary TYLin International Canada Inc. Fee Proposal $160,495.00 Associated Costs TRCA Fees 8,000.00 Contingency (10%) 16,850.00 Sub Total – Costs $185,345.00 HST (13%) 24,095.00 Total Gross Project Cost $209,440.00 HST Rebate (11.24%) (20,833.00) Total Net Project Costs $188,607.00 - 15 - ENG 13-22 May 2, 2022 Subject: Consulting and Professional Services for the Detailed Design for the Maintenance and Retrofit of the Lisgoold Stormwater Management Pond Page 3 3.Approved Source of Funds Expense Code Source of Funds Budget Required 504550.C10525.2203 SWM Reserve Fund $860,000.00 $188,607.00 Total Funds $860,000.00 $188,607.00 Net Project Cost under (over) Approved Funds $671,393.00 The 2022 Capital Budget included $860,000.00 for the design, approvals and construction of Lisgoold SWM Pond Retrofit. The amount of $671,393.00 that remains available in account C10525.2203 will be required for the construction component of the project, which is expected to commence in 2023. Discussion: I.Council endorsed the Stormwater Management Facilities Asset Management Plan The City of Pickering hired TYLin International Canada Inc. (formerly known as The Municipal Infrastructure Group Ltd.) in June 2019 to undertake the Stormwater Management Facilities Asset Management Plan (AMP). The project was awarded through the RFP evaluation and selection process for Consulting and Professional Services. On December 18, 2020, Council endorsed the Stormwater Management Facilities Asset Management Plan through Report ENG 11-20 and authorized City staff to implement the recommendations of the AMP, subject to budget and further Council approval for individual projects (Resolution #482/20). The AMP has identified the Lisgoold SWM Pond as the first priority for the City’s capital works plan and, based on the pond’s deterioration state and a cost analysis, the AMP has recommended a retrofit option for the Lisgoold SWM Pond restoration. Staff recommended the Lisgoold SWM Pond Retrofit project in the 2022 Capital Budget, with the intent of proceeding with design and approvals in 2022, followed by construction in 2023. The Lisgoold SWM Pond was designed in 1993 to provide water quality and erosion control for a 19 hectare drainage area, according to the applicable criteria at the time. The Lisgoold SWM Pond was constructed in 1999 to service the Lisgoold and Grand Oak Homes subdivisions located in the Brock Ridge Neighbourhood. The Lisgoold SWM Pond is approximately located southwest of Brock Road and Third Concession Road, as shown on the Location Map (Attachment 1). Currently, the permanent pool storage portion of the Lisgoold SWM Pond is full of accumulated sediment and requires cleanout. Additionally, the AMP identifies several issues with the current - 16 - ENG 13-22 May 2, 2022 Subject: Consulting and Professional Services for the Detailed Design for the Maintenance and Retrofit of the Lisgoold Stormwater Management Pond Page 4 state of the Lisgoold SWM Pond including a degraded west inlet channel, clogged hickenbottom outlet structure, reduced active storage, overgrown vegetation and a high susceptibility to further deterioration. The Lisgoold SWM Pond no longer meets the minimum water quality objectives according to the Ministry of the Environment, Conservation and Parks guidelines, and the City of Pickering’s Stormwater Management Design Guidelines. Recognizing the Lisgoold SWM Pond was identified in the AMP as a first priority for maintenance and retrofit, a detailed design for the maintenance and retrofit of the existing pond to improve its overall performance and functionality is required. The project is classified as a Schedule A/A+ project within the wastewater projects category, according to the Municipal Class Environmental Assessment document, meaning an Environmental Assessment is not required, as this project is pre-approved. II.TYLin International Canada Inc. is recommended to complete the Detailed Design for the Maintenance and Retrofit of the Lisgoold SWM Pond TYLin International Canada Inc. and its team of sub-consultants were previously hired by the City to undertake the Detailed Design of Abbott Pond Retrofit project in 2017 and the Stormwater Management Facilities Asset Management Plan in 2019. City staff have had an excellent experience with TYLin International Canada Inc. throughout these projects, which were completed within the expected timelines and within budget. The hiring of TYLin International Canada Inc. and its team of sub-consultants, represents good value as they have the necessary project history, specifically the technical and existing conditions information of the Lisgoold SWM Pond, knowledge and expertise. In accordance with Purchasing Policy Item 10.03, the Manager may obtain the services of a particular consultant selected by the initiating Director without going through a competitive process. Where the funds are available in the approved budget and the project or annual cost of a consulting or professional service assignment is expected to be: (c) above $50,000 is subject to the additional approval of Council. The initiating Director shall submit the Report to Council to obtain approval. Staff are recommending approval of the fee proposal submitted by TYLin International Canada Inc. for Consulting and Professional Services for the Detailed Design for the Maintenance and Retrofit of the Lisgoold SWM Pond in the amount $181,359.35 (HST included). It is also recommended that the total gross project cost of $209,440.00 (HST included) which includes the consulting fees and other associated costs, and a net project cost of $188,607.00 (net of HST rebate) be approved. Attachments: 1.Location Map – Lisgoold SWM Pond 2.Resolution 482/20 - 17 - ENG 13-22 May 2, 2022 Subject: Consulting and Professional Services for the Detailed Design for the Maintenance and Retrofit of the Lisgoold Stormwater Management Pond Page 5 Prepared By: Approved/Endorsed By: Original signed by: Original signed by: Irina Marouchko, P.Eng. Richard Holborn, P.Eng. Senior Water Resources Engineer Director, Engineering Services Original signed by: Original signed by: Cathy Bazinet Stan Karwowski, MBA, CPA, CMA Manager, Procurement Director, Finance & Treasurer IM:mjh Recommended for the consideration of Pickering City Council Original signed by: Marisa Carpino, M.A. Chief Administrative Officer - 18 - - 19 - Attachment #2 to Report #ENG 13-22Legislative Services Division Clerk’s Office Directive Memorandum December 18, 2020 To: Richard Holborn Director, Engineering Services From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on December 14, 2020 Director, Engineering Services, Report ENG 11-20 Stormwater Management Facilities Asset Management Plan -Final Report July 2020 Council Decision Resolution #482/20 Please take any action deemed necessary. Susan Cassel Copy: Interim Chief Administrative Officer Director, Finance & Treasurer 1.That the Stormwater Management Facilities Asset Management Plan, Final Report July 2020, prepared by The Municipal Infrastructure Group Ltd. a T.Y. LIN International Company be received for information; 2.That Council endorse the Stormwater Management Facilities Asset Management Plan to be used by staff as a resource document for identifying and planning maintenance projects for the Stormwater Management Facilities under the jurisdiction of the City of Pickering; 3.That staff be authorized to implement the recommendations within the Stormwater Management Facilities Asset Management Plan, subject to budget and further Council approval for the individual projects; and, 4.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. - 20 - Report to Executive Committee Report Number: FIN 08-22 Date: May 2, 2022 From: Stan Karwowski Director, Finance & Treasurer Subject: 2021 Year End Audit (Interim) File: F-3300-001 Recommendation: It is recommended that the Audit Service Plan as submitted by Deloitte LLP, set out in Attachment 1 to this report, be received for information. Executive Summary: In accordance with generally accepted auditing standards, the Audit Service Plan is prepared to communicate the auditor’s approach and reporting responsibilities to the Executive Committee, who has oversight responsibility for the financial reporting process . This plan is submitted at the commencement of the year end audit. Financial Implications: The base audit fee for City and Library is estimated at $70,000 . This is the same fee as in the previous year. Discussion: In the Committee’s role as the body responsible for oversight of the financial reporting process, it must review the Audit Service Plan for the 2021 year end audit. The Audit Service Plan includes the scope of the audit services to be provided, the auditor’s reporting responsibilities and an outline of the audit approach. It is included as Attachment 1 to this report. Attachment: 1. 2021 Audit Service Plan - 21 - FIN 08-22 May 2, 2022 Subject: 2021 Year End Audit (Interim) Page 2 Prepared By: Approved/Endorsed By: Kristine Senior, CPA, CA Stan Karwowski, MBA, CPA, CMA Manager, Accounting Services Director, Finance & Treasurer Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By Original Signed By: Original Signed By: - 22 - 00 The Corporation of the City of Pickering 2021 Audit service plan For the year ended December 31, 2021 Attachment #1 to Report #FIN 08-22 - 23 - Dear Executive Committee Members: We are pleased to provide you with our audit service plan for The Corporation of the City of Pickering (the “City”), for the year ended December 31, 2021. This document describes the key features of our plan including our audit scope and approach, our planned communications with you, and our team. Our audits will include: An audit of the City of Pickering’s consolidated financial statements (the “Financial Statements”) for the year ended December 31, 2021 prepared in accordance with Canadian Public Sector Accounting Standards (“PSAS”) An audit of the City of Pickering Public Library Board’s financial statements for the year ended December 31, 2021 prepared in accordance with Canadian PSAS, and An audit of the Trust Funds of the City of Pickering’s financial statements for the year ended December 31, 2021 prepared in accordance with Canadian Accounting Standards for Not-for-Profit Organizations. Our commitment to you is straightforward: we will provide you with outstanding professional services delivered by an experienced and dedicated team of professionals. Our professionals will continue providing you with best practices and insights to face the increasingly complex array of issues and challenges encountered by the City. This report has been provided to the Executive Committee (the “Committee”) on a confidential basis. It is intended solely for the use of the Committee to assist you in discharging your responsibilities with respect to the various financial statement audits enumerated above and is not intended for any other purpose. We look forward to discussing our audit service plan with you and answering any questions you may have. Yours truly, Chartered Professional Accountants Licensed Public Accountants Deloitte LLP Bay Adelaide East 8 Adelaide Street West Suite 200 Toronto ON M5H 0A9 Canada Tel: 416-601-6150 Fax: 416-601-6610 www.deloitte.ca April 8, 2022 Private and confidential To the Members of the Executive Committee of The Corporation of the City of Pickering 1 The Esplanade Pickering ON L1V 6K7 2021 Audit service plan Original signed by Deloitte LLP - 24 - The Corporation of the City of Pickering | Table of contents i © Deloitte LLP and affiliated entities Table of contents Executive summary 1 Deloitte’s Next Normal 3 Audit risks 5 Appendix 1 – Audit approach 8 Appendix 2 – Communication requirements 12 Appendix 3 – New and revised public sector accounting standards 14 Appendix 4 – Deloitte resources a click away 15 - 25 - The Corporation of the City of Pickering | Executive summary 1 © Deloitte LLP and affiliated entities Executive summary 1 Revenue recognition 2 Management override of controls 3 Management judgments and accounting estimates 4 Implementation of new financial system 5 Preparation for new PSAS accounting standards 5% of materiality We are responsible for providing reasonable assurance that your financial statements as a whole are free from material misstatement. Materiality (for consolidated City audit) 3% of expenses Preliminary materiality Clearly trivial threshold Audit scope and terms of engagement We have been engaged to perform an audit of the City, Library and Trust Funds’ Financial Statements, as at, and for the year ended, December 31, 2021 (the “Financial Statements”) prepared in accordance with Canadian Public Sector Accounting Standards (“PSAS”) for the City and the Library Board, and Canadian Accounting Standards for Not-For-Profit Organizations for the Trust Funds. Our audit will be conducted in accordance with Canadian generally accepted auditing standards (“Canadian GAAS”). The terms and conditions of our engagement are described in the Master Services Agreement for Professional Services dated October 17, 2019, and Confirmation of Changes letter dated November 2, 2020, which have been signed on behalf of the Committee and management,. Audit risks Our materiality levels are based on professional judgment and will be determined using total expenses or fund balances as a reference point for the ultimate determination of materiality as follows: Consolidated financial statements for the City – approximately 3% of expenses City of Pickering Public Library Board – approximately 3% of expenses, and City of Pickering Trust Funds – approximately 3% of fund balances We will inform the Executive Committee of all uncorrected misstatements greater than a clearly trivial amount (5% of materiality) and any misstatements that are, in our judgment, qualitatively material. In accordance with Canadian GAAS, we will ask that any misstatements be corrected. - 26 - The Corporation of the City of Pickering | Executive summary 2 © Deloitte LLP and affiliated entities Fraud risk We will develop our audit strategy to address the assessed risks of material misstatement due to fraud. Determining this strategy will involve: 1. Enquiry of those involved in the financial reporting process about inappropriate or unusual activity. 2. Testing a sample of journal entries throughout the period as well as adjustments made at the end of the reporting period. 3. Identifying and obtaining an understanding of the business rationale for significant or unusual transactions that are outside the normal course of business. 4. Evaluating whether your accounting policies may be indicative of fraudulent financial reporting resulting from management’s effort to manage earnings. 5. Evaluating whether the judgements and decisions related to management estimates indicate a possible bias. 6. Incorporating an element of unpredictability in selecting our audit procedures. We will ask the Committee for their views about the risk of fraud, whether they know of any actual or suspected fraud affecting the City and their role in the oversight of management’s antifraud programs. If we suspect fraud involving management, we will immediately inform the Committee of our suspicions and discuss the nature, timing, and extent of audit procedures necessary to complete the audit. Use of the work of specialists We intend to rely on the work of the following expert during our audit: Deloitte Risk Advisory We intend to use our own IT specialists to assess the design and implementation of general computer controls as well as testing of any systems conversion processes (if applicable). If our assessment does not provide us with sufficient, appropriate audit evidence, we will need to perform additional audit procedures to address the risks of material misstatements in the Financial Statements. - 27 - The Corporation of the City of Pickering | Deloitte’s next normal 3 © Deloitte LLP and affiliated entities Deloitte’s next normal The Way We Work. The Work We Do. Reinvented. Deloitte’s Next Normal is a reimagined, flexible way of working that enables us to create value together with our clients by making purposeful choices about where and how we work and how we will define and measure success. We imagine a world which is neither all-virtual, nor all-face-to-face. It will be a world in which agility, versatility and the ability to create delightful, blended experiences for our people and clients will be a differentiator. We will work with each client to determine the best combination of virtual and in person settings to complete our audits while continuing to deliver value and insights. Our Next Normal is... Flexible. It allows each of us to make intentional choices about where and how we work so we can show up as our best and most productive selves. Iterative. We will continuously adapt our ways of working as we test and learn with our teams and our clients. Different. It will require each of us to lean into the challenge of embracing new routines. Below are some of the resources we have developed to assist with this Next Normal. Using Spotlight’s data analytics capabilities, we’re able to be laser-focused on transactions that are out of the norm. This means less burden on you and your team providing audit support, more relevant and smarter questions, and less time wasted on immaterial issues. Spotlight - 28 - The Corporation of the City of Pickering | Deloitte’s next normal 4 © Deloitte LLP and affiliated entities A secure web-based application for preparing, sending, receiving and managing confirmations. We’re able to automatically create confirmations, have you apply your signature to the entire batch, and send them electronically rather than by mail. This approach also provides much better visibility into the status of all of the confirms with a clear real-time dashboard. iConfirm - 29 - The Corporation of the City of Pickering | Audit risks 5 © Deloitte LLP and affiliated entities Audit risks The following tables set out the audit risks that we identified during our preliminary planning activities, including our proposed response to each risk. Our planned audit response is based on our assessment of the likelihood of a risk’s occurrence, the significance should a misstatement occur, our determination of materiality and our prior knowledge of the City. Revenue recognition* Significant Audit risk Our proposed audit response Under Canadian GAAS, we are required to evaluate the risk of fraud in revenue recognition. For municipalities, there is a risk around the occurrence, completeness and accuracy of revenue, deferred revenue, and classification of recognition related to government transfer/grants. We recognize that as a result of COVID-19 there may be certain changes in volume of other revenue streams (i.e. recreation, permits and fees, etc.), and additional grants funding received which may have performance conditions. These changes to revenue will be captured as part of our audit response. Certain revenue streams are presumed areas of significant audit risk. We will test the design and implementation of controls in significant revenue streams, perform substantive analytic procedures and/or detailed testing in these areas (including testing of manual journal entries), and Substantive testing to determine if restricted contribtions (i.e. development charges), and government transfers/grants have been recognized appropriately (revenue vs. deferred revenue). Management override of controls* * Area of Significant Risk Significant Audit risk Our proposed audit response Under Canadian Auditing Standards, it is the responsibility of the management, with the oversight of those charged with governance to place a strong emphasis on fraud prevention and detection. Oversight by those charged with governance includes considering the potential for override of controls or other inappropriate influence over the financial reporting process. Management override of controls is present in all entities. It is a risk of material misstatement resulting from fraud and therefore is considered as a significant risk. Our audit tests the appropriateness of journal entries recorded in the general ledger and other adjustments made in the preparation of financial statements We obtain an understanding of the business rationale for significant transactions that we become aware of that are outside of the normal course of business, or that otherwise appear to be unusual given our understanding of the City and its environment We review accounting estimates for bias and evaluate whether the circumstances producing the bias, if any, represent a risk of material misstatement In addition, experienced Deloitte personnel are assigned to the testing and review of journal entries and areas of estimates, and Professional skepticism will be maintained throughout the audit. - 30 - The Corporation of the City of Pickering | Audit risks 6 © Deloitte LLP and affiliated entities Areas of Special Audit Consideration During our risk assessment, we identified some areas of audit risk that will require special audit consideration. These areas of risk, together with our planned responses, are described below: Management judgments and accounting estimates Implementation of new financial system Audit risk Our proposed audit response Management judgments and accounting estimates may be subject to estimation uncertainty. Significant judgements and estimates Accounts involving significant estimates include allowance for doubtful accounts, certain accrued liabilities, post-employment benefits liability, WSIB liabilities and estimates relating to the useful lives of tangible capital assets. Understand how management makes the accounting estimates and the underlying data on which those estimates are based. Review support for significant assumptions made by management. (i.e., third party source data). Evaluate whether the significant assumptions made by management provide a reasonable basis for the accounting estimate, whether and how management considered alternative assumptions or outcomes, and why they have rejected them. Review transactions and events occurring subsequent to year-end to determine the reasonableness of estimates made at year-end. Review the consistency of assumptions made by management. Audit risk Our proposed audit response The City implemented a new financial system, SAP, during fiscal 2021. Given the complexity associated with such a significant undertaking and the impact on numerous City departments, our audit focus will be on assessing the internal controls over the change management process (both during and post-implementation), as well as the accuracy and completeness of financial data converted and migrated to SAP. We will obtain an understanding of the project scope for the systems implementation through discussion with Finance and IT management to assess the implications on our audit strategy. We will obtain an understanding of the City’s data conversion and migration from the old system to the new system, including testing plan followed by the City, to assess the impact on the extent of testing required for audit purposes. We will then perform testing on the data migrated to SAP to ensure it is accurate and complete, and that the opening trial balance in SAP is accurate. We will discuss with management to understand the internal controls implemented through the implementation process, including internal controls over project decision approvals, pre-conversion testing, project governance, access provisioning in the new system, among others. We will also test the design and implementation of key controls within this process. - 31 - The Corporation of the City of Pickering | Audit risks 7 © Deloitte LLP and affiliated entities Preparation for new PSAS accounting standards Audit risk Our proposed audit response In fiscal 2023, two new significant accounting standards, PS 3280 Asset retirement obligations, and PS 3450 Financial instruments, will come in effect. Both standards will require early preparation by the City, including development of accounting policies, information gathering with various City departments, engagement of external consultants to assist with valuation, and development of go-forward processes for policy maintenance. We will discuss with management their implementation plan for the new standards. We will share with management any materials we have available to guide in their adoption of the standards. Through the implementation and information gathering process, we will connect with management to monitor status and ensure implementation decisions are reasonable and judgments are properly documented and substantiated. We will provide input as requested by management. - 32 - The Corporation of the City of Pickering | Appendix 1 – Audit approach 8 © Deloitte LLP and affiliated entities Appendix 1 – Audit approach Deloitte’s audit approach is a systematic methodology that enables us to tailor our audit scope and plan to address the unique issues facing the City Focus area Risk based audit Deliver a customized risk assessment, focusing our attention and resources on the audit areas that are most relevant to the City. Confidential Information Protecting the privacy and confidentiality of our clients and the firm is a cornerstone of the professional standards every Deloitte partner and practitioner commits to upholding every day. Deloitte employs technical, physical, and procedural safeguards, including our Confidential Information Program, to appropriately safeguard your data before, during, and after the course of the engagement. Professional skepticism Obtain a thorough understanding of the relevant facts and information, analyze reasonable alternatives, apply a questioning mindset and challenge management’s assumptions. Perform a more rigorous review of potential contradictory evidence. Consultations Involve additional resource or consult with technical resources concerning the significant or unusual events. Understanding your current business and its structure Understanding your accounting processes and internal controls Understanding your IT systems Identifying potential engagement risks and planning control testing and substantive procedures directly related to the risks Consideration of the risk of fraud Inquiring directly of the Committee about fraud risk Assessing risks and controls relating to information technology Incorporate an element of unpredictability when selecting the nature, timing and extent of our audit procedures. Evaluating the design and determining the implementation of internal controls relevant to the audit Performing substantive audit procedures Prior to rendering our report, we will conclude whether: o The scope of the audit was sufficient to support our opinion, and o The misstatements identified during the audit do not result in the financial statements being materially misstated. Reconfirming our independence Delivering professional excellence Assesssing and responding to engagement risk Developing and executing the audit plan Reporting and assessing performance Initial Planning - 33 - The Corporation of the City of Pickering | Appendix 1 – Audit approach 9 © Deloitte LLP and affiliated entities When general IT controls (GITCs) may be relevant? For example: A billing system that performs many functions (such as processing orders, generating invoices, and tracking financial balances) and it processes and houses data. The entity relies on the functionality and the data processed by the system. Additionally, the volume and complexity of transactions processed by system is considered high. Therefore the billing system is relevant to the audit. Factor #1 Data For example: •3-way match of the purchase order, goods receipt and invoice prior to payment •The calculation of depreciation expense •Access is restricted to update inventory quantity Factor #2 Automated Controls For example, a system- generated A/R aging report from the financial reporting application is used to determine the allowance for doubtful accounts. Factor #3: System Generated Reports For example, a telecommunications company uses its application system to create a log of the services provided to its customers, to initiate and process its billings for the services, and to automatically record such amounts in the general ledger. It is a highly automated environment and therefore most of the audit evidence is maintained in the application system itself. The team has concluded that substantive procedures alone would not be sufficient to address certain risks of material misstatements. Therefore, the application system is relevant for the audit. Factor #4: Substantive Procedures The determination of which IT system aspects are relevant to our audit is based on the four factors. - 34 - The Corporation of the City of Pickering | Appendix 1 – Audit approach 10 © Deloitte LLP and affiliated entities Focus area Audit technology Deloitte Connect – Use Deloitte’s secure, online collaboration site to facilitate a two-way dialogue between the Deloitte team and the City team to effectively manage engagement coordination and provide greater transparency allowing both management and auditor visibility over client request status. Deloitte Spotlight - Gather data and test journal entries, identify risks and anomalies more quickly, and generate meaningful insights through data visualization. Argus – Use Deloitte’s artificial intelligence tool to analyze the population of contracts or other documents to identify variations, potential risks and hone in on items of interest. Innovating our audit approach Use of Innovation Audit Analytics Argus Excel analytics Deloitte Spotlight Deloitte Signal Deloitte Connect Deloitte Signal delivers a comprehensive, customized, and flexible data analysis using trends, metrics, and ratios from coordinated external and internal resources. Deloitte’s artificial intelligence tool that extracts analytics across an entire population of documents and highlights variations that can help us identify risks. Deloitte’s proprietary tool, focuses testing on high-risk transactions and streamline common audit test procedures. We are leveraging specialists and technology-powered solutions in our audit delivery model to transform the way we plan and execute our audits. Deloitte Spotlight mines journal entry data to test 100 percent of select populations in a matter of minutes, identifies risks and anomalies more quickly, and generates meaningful insights through data visualization. Deloitte’s secure, online collaboration site that facilitates a two-way dialogue between the Deloitte team and client team to effectively manage engagement coordination. - 35 - The Corporation of the City of Pickering | Appendix 1 – Audit approach 11 © Deloitte LLP and affiliated entities Focus area Processes Project management - Enhance project management oversight and effective communications between the audit team and management. - 36 - The Corporation of the City of Pickering | Appendix 2 – Communication requirements 12 © Deloitte LLP and affiliated entities Appendix 2 – Communication requirements Required communication Reference Audit Service Plan 1. Our responsibilities under Canadian GAAS, including forming and expressing an opinion on the financial statements CAS1 260.14 2. An overview of the overall audit strategy, addressing: a. Timing of the audit b. Significant risks, including fraud risks CAS 260.15 3. Significant transactions outside of the normal course of business, including related party transactions CAS 260 App. 2, CAS 550.27 Enquiries of those charged with governance 4. How those charged with governance exercise oversight over management’s process for identifying and responding to the risk of fraud and the internal control that management has established to mitigate these risks CAS 240.21 5. Any known suspected or alleged fraud affecting the City CAS 240.22 6. Whether the City is in compliance with laws and regulations CAS 250.15 Year-end communication 7. Modification to our audit plan and strategy CAS 260.A26 8. Fraud or possible fraud identified through the audit process CAS 240.40-.42 9. Significant accounting policies, practices, unusual transactions, and our related conclusions CAS 260.16 a. 10. Alternative treatments for accounting policies and practices that have been discussed with management during the current audit period CAS 260.16 a. 11. Matters related to going concern CAS 570.25 12. Management judgments and accounting estimates CAS 260.16 a. 13. Significant difficulties, if any, encountered during the audit CAS 260.16 b. 14. Material written communications between management and us, including management representation letters CAS 260.16 c. 15. Circumstances that affect the form and the content of the auditor’s report CAS 260.16d. 16. Modifications to our opinion CAS 260.A21 17. Our views of significant accounting or auditing matters for which management consulted with other accountants and about which we have concerns CAS 260.A22 18. Significant matters discussed with management CAS 260.A.22 1 CAS: Canadian Auditing Standards – CAS are issued by the Auditing and Assurance Standards Board of CPA Canada - 37 - The Corporation of the City of Pickering | Appendix 2 – Communication requirements 13 © Deloitte LLP and affiliated entities Required communication Reference 19. Matters involving non-compliance with laws and regulations that come to our attention, unless prohibited by law or regulation, including illegal or possibly illegal acts that come to our attention CAS 250.23 20. Significant deficiencies in internal control, if any, identified by us in the conduct of the audit of the financial statements CAS 265 21. Uncorrected misstatements and disclosure items CAS 450.12-13, 22. Any significant matters arising during the audit in connection with the City’s related parties CAS 550.27 - 38 - The Corporation of the City of Pickering | Appendix 3 – New and revised public sector accounting standards 14 © Deloitte LLP and affiliated entities Appendix 3 – New and revised public sector accounting standards The following is a summary of certain new or revised Canadian Public Sector Accounting Standards that will become effective in 2022 and beyond. Public Sector Accounting Standards Title Description Effective Date Section PS 3280 – Asset retirement obligations This Section establishes standards on how to account for and report on the legal obligations associated with the retirement of tangible capital assets. Effective April 1, 2022. Earlier adoption is permitted. Section PS 3450 - Financial instruments This Section establishes standards on how to account for and report all types of financial instruments including derivatives. Effective April 1, 2022, earlier adoption is permitted. Section PS 3400 - Revenue This Section establishes standards on how to account for and report on revenue. Specifically, it differentiates between revenue arising from transactions that include performance obligations and transactions that do not have performance obligations. Effective for fiscal years beginning on or after April 1, 2023. Earlier adoption is permitted. This Section may be applied retroactively or prospectively. - 39 - The Corporation of the City of Pickering | Appendix 4 – Deloitte resources a click away 15 © Deloitte LLP and affiliated entities Appendix 4 – Deloitte resources a click away At Deloitte, we are devoted to excellence in the provision of professional services and advice, always focused on client service. We have developed a series of resources, which contain relevant and timely information. See links below to receive practical insights, invitations to Deloitte events/webcasts, and newsletters via email and other electronic channels. You will be able to select business topics and industries that align with your interests. Canada’s Best Managed Companies (www.bestmanagedcompanies.ca) Target audience Directors and CEO/CFO The Canada's Best Managed Companies designation symbolizes Canadian corporate success: companies focused on their core vision, creating stakeholder value and excelling in the global economy. Centre for financial reporting (https://www.iasplus.com/en-ca/standards) Target audience Directors and CEO/CFO Controller and Financial reporting team Web site designed by Deloitte to provide the most comprehensive information on the web about financial reporting frameworks used in Canada. Deloitte Viewpoints (https://www.iasplus.com/en-ca/tag- types/deloitte-viewpoints) Target audience CFO Controller and Financial reporting team Electronic communications that helps you to stay on top of standard-setting initiatives impacting financial reporting in Canada. CFO's corner (https://www.iasplus.com/en-ca/cfos-corner) Target audience CFO and VP Finance Controller and Financial reporting team Editorial providing insights into key trends, developments, issues and challenges executives face, with a Deloitte point of view. Deloitte Dbriefs (https://www.iasplus.com/en- ca/dbriefs/webcasts) Targeted audience CFO and VP Finance Controller and Financial reporting team Learning webcasts offered throughout the year featuring our professionals discussing critical issues that affect your business. Recent publications (ASPE) Revenue (Jan 13, 2020) Accounting for shares issued in tax planning arrangements (ROMRS) (Dec, 18, 2019) Agriculture (Dec 18, 2019) - 40 - Report to Executive Committee Report Number: FIR 01-22 Date: May 2, 2022 From: John Hagg Fire Chief Subject: Community Emergency Management Program (CEMP) and Community Emergency Management Plan -Proposed Housekeeping Amendments -File: A-1440-001-22 Recommendation: 1.That Report FIR 01-22 of the Fire Chief be received; 2.That the Mayor and Council hereby appoint Deputy Fire Chief Steve Boyd, Community Emergency Management Coordinator (CEMC) as Chair of the Community Emergency Management Program Committee; 3.That the Mayor and Council hereby adopt the changes reflected in the report below as amended in the attached By-law; 4.That Council approve the attached draft Community Emergency Management Plan that includes the changes above and other minor housekeeping amendments; and 5.That By-law 7620/18 and By-law 7746/20 be repealed in their entirety and that the attached draft By-law be enacted. Executive Summary: The purpose of the changes indicated within this report is to align our Community Emergency Management Program (CEMP) with the Emergency Management and Civil Protection Act (EMCPA) and its supporting regulations. The EMCPA provides a number of requirements for municipalities. Annually, Emergency Management Ontario (EMO) reviews our Community Emergency Management Plan and our annual emergency exercise, emergency planning tools and our Hazard Identification Risk Assessment document and provides recommendations on improvements and upgrades for consideration. The changes reflected in the attached Community Emergency Management Plan and By-Law reflect those recommended improvements, housekeeping amendments and lessons learned from the COVID-19 pandemic emergency. The housekeeping amendments include changes to reflect internal job titles and positions, as well as updating responsibilities to align with job titles and areas of expertise. They also include changes that reflect lessons learned from our experiences dealing with the COVID emergency. - 41 - FIR 01-22 May 2, 2022 Subject: Community Emergency Management Program (CEMP) and Community Emergency Management Plan Page 2 Financial Implications: There are no direct financial implications arising from this report. Discussion: The purpose of the changes contained in the Draft Community Emergency Management Plan and By-Law is to align our Plan with the Community Emergency Management Program Committee (EMCPA) and its supporting Regulation 380/04 (0 Reg 380/04). During our annual EMO review, the EMO Field Officer suggested that any outside organization that may not be required to sit at our “Emergency Management Control Group” table be moved from assigned membership to a consulting membership role. This advisory/consulting group would include Durham Emergency Management Office – Director of Emergency Management, Durham Regional Police, Region of Durham Paramedic Service, Durham Transit, Durham Health Department, Durham Social Services Department, Elexicon, and other utility companies that may, or may not be required based on the type of emergency and the City’s needs. Other changes to the Plan and By-Law include updates to align position titles and responsibilities throughout the City with the provincial Incident Management System . These changes will ensure that we have the correct staff at the table during an emergency. It is the responsibility of the CEMC and the Community Emergency Management Program Committee to review the Plan annually to ensure that it includes up-to-date information and that the City remains ready to deal with any emergency situation. The pandemic has brought to light many changes, and those lessons learned have been captured in the Plan as well. For example, the Municipal Employees Control Group (MECG) now has the ability to meet virtually instead of face-to-face in the Emergency Operations Centre. In order to ensure that our Plan complies with Provincial legislation, we have consulted and reviewed our Plan with the Director of Durham Emergency Management to ensure that it also dovetails with the Regional Emergency Plans and Procedures. It bears mentioning that the City of Pickering recently received notice from the Province that our Emergency Plans review was compliant for 2021. Attachments: 1. Community Emergency Management Plan Draft By-law. 2. Updated Draft of the City of Pickering Community Emergency Management Plan. - 42 - FIR 01-22 May 2, 2022 Subject: Community Emergency Management Program (CEMP) and Community Emergency Management Plan Page 3 Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Steve Boyd John Hagg Deputy Fire Chief Fire Chief SB:jm Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 43 - Attachment #1 to Report FIR 01-22 The Corporation of the City of Pickering By-law No. XXXX/22 Being a by-law to adopt a Community Emergency Management Program (CEMP) and Community Emergency Management Plan and to meet additional Requirements under the Emergency Management and Civil Protection Act, and protect the health, safety, and welfare of the residents of the City of Pickering. Whereas under the Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9 and Ontario Regulation 380/04 (the “Act”) every municipality in the province is required to: 1. Develop and implement a Community Emergency Management Program (CEMP), which shall consist of: • An emergency plan; • Training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities; • Public education on risks to public safety and on public preparedness for emergencies; and • Any other elements required by the standards for emergency management set under the Act or by Emergency Management Ontario; 2. Designate an employee of the municipality or a member of the council as its community emergency management program coordinator; 3. Establish an emergency management program committee; 4. Establish a municipal emergency control group; 5. Establish an emergency operations centre to be used by the municipal emergency control group in an emergency; and 6. Designate an employee of the municipality as its emergency information officer; Whereas it is prudent that the community emergency management program developed under the Act be in accordance with international best practices, including the five core components of emergency management; prevention, mitigation, preparedness, response and recovery; And whereas the purpose of such a program is to help protect public safety, p ublic health, the environment, critical infrastructure and property during an emergency and to promote economic stability and a disaster resilient community; - 44 - By-law No. "[Click here and type By-law #]" Page 2 Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: Definitions 1. Act – The Emergency Management and Civil Protection Act, or any successor legislation. 2. Emergency – A situation or an impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease, an accident or other health risk or an act, whether intentional or otherwise or an emergency as otherwise defined in the Act from time to time. 3. Emergency Management – The process for planning, decision-making and assigning resources for mitigation, preparation, response and recovery from emergencies. 4. Mitigation – Activities and practices designed to prevent or avoid an emergency or to minimize its impact. 5. Municipal Emergency Control Group (MECG) – is comprised of the Mayor or Deputy Mayor plus senior City and outside agency staff. At any time, the Mayor or Deputy Mayor may request assistance from the Regional Municipality of Durham by c ontacting the Regional Chair. 6. Plan – A plan governing the provision of necessary services during an emergency and the procedures under, and the manner in which, employees of the City of Pickering and other persons respond to the emergency and which meets all requirements for a plan as identified in the Act. Community Emergency Management Program (CEMP) 1. A Community Emergency Management Program (CEMP) for the municipality will be developed and reviewed annually by the Community Emergency Management Program Committee (CEMPC). The program will be consistent with, and in accordance with the Act and international best practices including the five core components of emergency management, namely: prevention, mitigation, preparedness, response and recovery, and such program shall include: a. training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities; b. public education on risks to public safety and on public preparedness for emergencies; and c. any other elements required by the standards for emergency management set under the Act or by Emergency Management Ontario. 2. The CEMP shall be consistent with the objectives of protecting public safety, pub lic health, the environment, critical infrastructure and property and to promote economic stability and a disaster-resilient community. - 45 - By-law No. "[Click here and type By-law #]" Page 3 Community Emergency Management Plan 1. The Community Emergency Management Plan, which has been developed in accordance with the requirements of the Act and international best practices, and which is attached hereto as Schedule “A” is hereby adopted (the “Plan”). 2. The Plan shall be reviewed annually by the Community Emergency Mana gement Coordinator (CEMC) and the City’s Community Emergency Management Program Committee. The CEMC is authorized to make such administrative changes to the Plan as appropriate to keep the Plan current, such as personnel, organizational and contact information updates. Any significant revision to the body of the Plan shall be presented to Council for approval. 3. When an emergency exists but has not yet been declared to exist, City employees and the Emergency Control Group may take such action under the Plan as may be required to protect property and the health, safety and welfare of the inhabitants of the City. 4. This By-law, in accordance with prevailing legislation, designates all City employees as emergency workers in the event a community emergency is declar ed and therefore all employees may be called out and assigned responsibilities to assist in the implementation of the Community Emergency Management Plan. Community Emergency Management Coordinator (CEMC) 1. The Fire Chief, is hereby appointed as the primary community emergency management coordinator (the “CEMC”) responsible for the emergency management program for the City including maintenance of the Plan, training, exercises, public education and such other duties and responsibilities as outlined in the Act. 2. The Deputy Fire Chief(s), are hereby appointed as alternate CEMCs to act in place of the primary CEMC in his/her absence. Emergency Information Officer (EIO) The City’s Coordinator, Corporate Communications & Community Engagement is hereby appointed as the Emergency Information Officer for the municipality to act as the primary media and public contact for the municipality in an emergency. It is important to note that the Division Head, Public Affairs & Corporate Communications is designated as the Emerge ncy Information Officer. The EIO will control all communications, press releases issued, and social media messaging. However, the Mayor or his designate will conduct press conferences and briefings. Community Emergency Management Program Committee (CEMPC) 1. The CEMPC and its chair are appointed by Council. 2. The Fire Chief is hereby appointed as chair of the Community Emergency Management Program Committee. - 46 - By-law No. "[Click here and type By-law #]" Page 4 3. The persons from time to time holding the following positions in the municipality, or their designates, shall be members of the Community Emergency Management Program Committee: a) Chief Administrative Officer (CAO) b) CEMC c) Alternate CEMC d) Director, Community Services e) Director, Human Resources f) Director, Operations g) Fire Chief h) Division Head, Information Technology i) Division Head, Public Affairs & Corporate Communications 4. The Community Emergency Management Program Committee shall advise Council on the development and implementation of the City’s Emergency Management Program and shall review the program annually. Municipal Emergency Control Group (MECG) Composition The persons from time to time holding the following positions in the municipality, or their designate(s), shall be members of the Municipal Emergency Control Group (MECG): a) Head of Council – Mayor, Deputy Mayor b) MECG Manager (EOC Director) – Chief Administrative Officer c) MECG Advisor – Fire Chief, CEMC d) Emergency Information Officer (Designated EIO) – Coordinator, Corporate Communications & Community Engagement e) Finance Officer – Director, Finance & Treasurer f) Fire Services Officer – Fire Chief or Deputy Fire Chief g) IT Officer – Division Head, Information Technology h) Logistics Officer (Facilities) – Director, Community Services i) Logistics Officer (Staffing) – Director, Human Resources j) Operations Officer – Director, Operations k) Planning Officer – Director, Corporate Services & City Solicitor l) Administrative Support Coordinator – Supervisor, Administrative Services, Office of the CAO m) Administrative Support – Administrative Assistant Depending on the nature of the emergency and any expertise required, additional persons from other internal and external departments or organizations may be consulted from time to time by the MECG. - 47 - By-law No. "[Click here and type By-law #]" Page 5 Examples of Internal Resources: a) Director, Economic Development & Strategic Projects b) Director, Engineering Services c) Director, City Development & Chief Building Official d) City Clerk Examples of External Resources: a) Canadian National Railway – CN b) Durham Emergency Management Office (DEMO) c) Durham Region d) Durham Regional Police Service (DRPS) e) Durham Region Transit f) Elexicon Energy g) Enbridge h) Emergency Management Ontario i) Metrolinx j) Ontario Power Generation (OPG) k) Region of Durham Paramedic Service (RDPS) l) Toronto and Region Conservation Authority (TRCA) Emergency Operations Centre (EOC) The Emergency Control Group has established a primary and an alternate Emergency Operations Centre for use in an emergency and with the appropriate technological and telecommunications systems to ensure effective communication in an emergency. The locations of the Emergency Operations Centres are identified in the Plan. Virtual Electronic Meetings Depending on the nature of the emergency, meetings may be held through telephone, virtual/electronic applications or other communication means that permit all persons participating in the meeting to communicate with each other simultaneously and instantaneously. Administration 1. The Plan shall be made available to the public for inspection on the City’s website. A hard copy can be made by request at City Hall, One the Esplanade, Pickering, Ontario during regular business hours. 2. The Plan, or any amendments to the Plan, shall be submitted to the Chief, Emergency Management Ontario identified in the Act. - 48 - By-law No. "[Click here and type By-law #]" Page 6 3. By-law 7620/18 and By-law 7746/20 are hereby repealed. 4. The provisions of this By-law shall come in to effect on the date of its passing. By-law passed this [Click here and type Day] day of [Click here and type Month], 2022. ________________________________ David Ryan, Mayor ________________________________ Susan Cassel, City Clerk - 49 - Attachment #2 to Report FIR 01-22 Community Emergency Management Plan Revised: September 21, 2015 (approved By-law 7440/15) Revised: May 14, 2018 (approved By-law 7620/18) Revised: Month XX, 2022 (approved By-law XXXX/22) - 50 - Table of Contents Page Section 1 ........................................................................................................................ 4 Executive Summary ..................................................................................................... 4 Section 2 ........................................................................................................................ 8 Plan Development Administration ................................................................................ 8 Section 3 ...................................................................................................................... 13 Municipal Emergency Control Group (MECG) ........................................................... 13 Section 4 ...................................................................................................................... 16 Emergency Levels, Notification Procedure, Plan Activation ...................................... 16 Section 5 ...................................................................................................................... 20 Municipal Emergency Operations Centre (MEOC) .................................................... 20 Section 6 ...................................................................................................................... 22 Declaration and Termination of an Emergency .......................................................... 22 Section 7 ...................................................................................................................... 24 Incident Management System (IMS).......................................................................... 24 Section 8 ...................................................................................................................... 31 Emergency Information Management ........................................................................ 31 Section 9 ...................................................................................................................... 33 Nuclear Emergency Management ............................................................................. 33 Section 10 .................................................................................................................... 36 Human Resource Management ................................................................................. 36 Section 11 .................................................................................................................... 39 Emergency Management and Other Organizations ................................................... 39 Section 12 .................................................................................................................... 42 Evacuation and Transit .............................................................................................. 42 Section 13 .................................................................................................................... 44 Recovery Operations ................................................................................................. 44 Section 14 .................................................................................................................... 46 Business Continuity and Recovery ............................................................................ 46 Section 15 .................................................................................................................... 48 Emergency Financial Management ........................................................................... 48 Appendix A .................................................................................................................. 49 - 51 - Plan Distribution......................................................................................................... 49 Appendix B .................................................................................................................. 50 Record of Amendments ............................................................................................. 50 - 52 - Section 1 Executive Summary Page 4 of 50 Section 1 Executive Summary Highlights of the Plan This Plan is a component of the City of Pickering’s Community Emergency Management Program, and provides key City of Pickering staff and external officials, who serve as the Municipal Emergency Control Group (MECG), with a prescribed management process to guide the governance of community emergencies or crises. It specifically provides details on how the City’s Municipal Emergency Control Group, the Emergency Operation Centre and the Emergency Site Management Team will function during a community emergency or major crisis. The City is responsible for overseeing and supplying initial and ongoing community emergency management functions for large-scale events. The exception to this process is a nuclear emergency. The Province is immediately in charge, followed by the Region of Durham and the City would receive direction from the Region. Upon warning of an impending situation, or notification of an ongoing community emergency, the Fire Chief or Community Emergency Management Coordinator, in consultation with the Chief Administrative Officer and the Mayor, may request that Fire Services Dispatch activate the Municipal Emergency Control Group Notification Procedure. An emergency may result from an existing danger or it may be a threat of an impending situation abnormally affecting property or the health, safet y and welfare of the community. Its nature and magnitude requires a controlled and coordinated response by a number of agencies, both governmental and private, under the direction of the Municipal Emergency Control Group, as distinct from routine operations carried out by an agency or agencies, e.g., firefighting, police activities, normal hospital routines. - 53 - Section 1 Executive Summary Page 5 of 50 Goal and Objectives of the Plan The aim of the City of Pickering’s Community Emergency Management Plan is to provide the framework within which extraordinary arrangements and measures can be taken to protect the health, safety, and welfare of the inhabitants of the City of Pickerin g when faced with an emergency. The plan unifies the efforts of City Departm ents for a comprehensive and effective approach for responding to and reducing the impacts of a public emergency. It is intended to increase the emergency response capability of the City of Pickering by establishing a plan of action to efficiently and effectively deploy emergency services. This will help to ensure the provision of response and mitigated actions to achieve the following objectives:  protect and preserve life, property, economy, and the environment  minimize the effects of the emergency on the City of Pickering, including its inhabitants, property and natural environment  restore essential services  manage the Recovery Phase  assist other Durham area municipalities as requested in responding to their emergencies or crises  provide resources to other communities outside the Region, as requested This Plan is a resource document that is accompanied by a variety of supporting plans, procedures and other documents such as the set of Checklists of Duties and Responsibilities. Plan is for use as a resource during municipal emergencies as well as for education and training for emergency preparedness. Checklists and supporting documents are best used during an emergency because they are condensed forms of information from the Plan which can be easily used to guide and document the actions of the officials who are managing and responding to an emergency. Other Components such as the supporting internal and external documents provide additional and specific details on managing community eme rgencies and major crises that may occur within the City of Pickering. For example:  Municipal Emergency Control Group (MECG) Notification Procedure  The City of Pickering Emergency Contact Directory - 54 - Section 1 Executive Summary Page 6 of 50 Goal and Objectives of the Plan (continued) Introduction to the Plan The Pickering Community Emergency Management Program is applied during the following five phases of emergency management: 1. Prevention 2. Mitigation 3. Preparedness 4. Emergency Management/Response 5. Recovery This Plan is intended to address the last two phases, but has evolved specifically out of work that was conducted during the Preparedness Phase. By addressing those phases, the Plan will have achieved a large number of the components of the Community Emergency Management Program Incident Management System (IMS) – The Incident Management System (IMS) is a process that governs how all emergencies should be managed to ensure an effective and efficient utilization of emergency resources. During a community emergency event, management occurs on -scene by the Emergency Site Management Team (usually Fire Services, Durham Police and/or Durham Emergency Medical Service) and off-site by the Municipal Emergency Control Group. The role of the MEOC is to serve as an established and recognized point of authority for the coordinated management of resources, personnel and incident information a s it relates to the emergency. The MEOC does not replace the need for a sound command structure at the Site level but, rather, complements it with further coordination, resource management, information management and overall Site support. The MEOC operates under the principles of the Incident Management System (IMS) and is organized around the same five major functions found at the Incident Site: Command, Operations, Planning, Logistics and Finance & Administration. The following Sections provide an overview of important background information and some of the highlights of this Plan. - 55 - Section 1 Executive Summary Page 7 of 50 Legal Authority Legislation under which the municipality, its’ employees and agents are authorized to respond to an emergency are as follows: Provincial Emergency Management and Civil Protection Act (EMCPA). Section 2.1 of the Act requires municipalities to develop and implement an emergency management program and adopt it by by-law. An emergency management program must consist of: a) an emergency plan; b) training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities; c) public education on risks to public safety and on public preparedness for emergencies; and d) any other element required by the standards for emergency management programs set under section 14. 2002, c. 14, s. 4. In developing the emergency management program, the municipality must identify and assess various hazards and risks to public safety that could give rise to emergencies and identify the facilities and other elements of the infrastructure that are at risk of being affected by emergencies. Each municipality must conduct training programs and exercises to ensure the readiness of employees of the municipality and other persons to act under the emergency plan. Each municipality shall review and, if necessary, revise its emergency plan on an annual basis. The Minister of Community Safety and Correctional Services can establish standards for development and implementation of emergency management programs and for the formulation and implementation of emergency plans. Plan Approval This Plan was enacted by Pickering City Council via By-law Number XXXX/22 as required by the Emergency Management and Civil Protection Act. - 56 - Section 2 Plan Development Administration Page 8 of 50 Section 2 Plan Development Administration Planning & Emergency Management Assumptions This Plan is only intended to coordinate events that have been classified as community emergencies. Therefore, routine emergencies are managed by response agencies using their normal operating procedures. With the exception of nuclear emergencies, health emergencies, and other provincially declared emergencies, the City shall retain overall control of an emergency event that occurs within its jurisdiction. As indicated in the Ontario Emergency Management and Civil Protection Act, the “Head of Council,” which for the City of Pickering is the Mayor or a Member of Council who was appointed by Council to act as the Mayor, assumes executive authority of a community emergency. As a member of the Municipal Emergency Control Group (MECG), the Head of Council works with the MECG to strategically direct emergency functions that occur within the City and coordinates resource acquisitions and allocations to the site of an emergency or other locations. On-scene emergency management is conducted, in consultation with the MECG, by an Emergency Site Management Team comprised of senior emergency response officers. The Emergency Operations Centre ensures that the Municipal Emergency Control Group can uphold core functions of the Community Emergency Management Plan, including:  effective policy and strategic direction to the emergency  maintain and support emergency operations at the site(s)  consequence management  resource management to support the emergency site(s)  coordination of management links to other Command/Departmental Operations Centres (DOCs), Municipal and Regional EOCs, external agencies and the Provincial Emergency Operations Centre (PEOC)  provide information to the public and the news media  maintain and support business continuity for the rest of the City During a community emergency, the City may request assistance from the Region of Durham and/or other Durham local municipalities. Assistance from beyond the jurisdiction of the Regional Municipality of Durham may be request ed and obtained, but coordinated through the Region. - 57 - Section 2 Plan Development Administration Page 9 of 50 Hazard Identification and Risk Analysis As required by the Emergency Management and Civil Protection Act, the City annually conducts a process of Hazard Identification and Risk Analysis (HIRA) as a basis to develop its Community Emergency Management Program. Community emergencies are those events that would adversely affect lives, property, economy and the natural environment of the community. Nuclear Emergencies - Although a nuclear emergency is considered to be highly unlikely, the potential impact may be greater than other types of community emergencies. Therefore, from a risk management perspective using HIRA, a nuclear emergency is specifically addressed by supporting plans (Durham Nuclear Emergency Response Plan and Ontario Provincial Nuclear Emergency Response Plan) that governs the unique aspects of such an event. There are three major categories of hazards that may pose a threat to the City of Pickering:  Natural Hazards – severe weather, floods, blizzards, tornadoes, food or human health emergencies i.e., pandemic;  Human-caused Hazards – incidents intended to do harm to public safety and security, civil disorder, war, bomb threats, improvised explosive devices and improvised dispersal devices. Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) agents may be used on their own or in comb ination with these devices;  Technological Hazards – incidents involving hazardous materials, utility and power failures, transportation accidents, aircraft accidents, water supply failures, building or structural collapse, critical resource shortages, or computer-related incidents, such as cyber attacks. Critical Infrastructure Identification From a municipal perspective, critical infrastructure is simply defined as: Physical resources and systems that a community is reliant upon to ensure that:  human needs are met  public safety and security are maintained  local government can continue to function - 58 - Section 2 Plan Development Administration Page 10 of 50 As required by the Emergency Management and Civil Protection Act, the City annually maintains a list of Pickering’s critical infrastructure, and prioritizes each on a scale from one to five, with one being the most critical to be used for emergency planning an d incident management purposes. Plan Maintenance Roles in accordance with the Community Emergency Management By-law: The CEMPC and its chair are appointed by Council. The CEMPC consists of the following staff: a) Chief Administrative Officer (CAO) b) CEMC c) Alternate CEMC d) Director, Community Services e) Director, Human Resources f) Director, Operations g) Fire Chief h) Division Head, Information Technology i) Division Head, Public Affairs & Corporate Communications The committee is chaired by the Community Emergency Management Coordinator (CEMC) and the role of the CEMPC is to review the community and emergency management plan and program according to a preparedness cycle that includes four phases: Plan, Operate, Evaluate, and Corrective Action. Participation of the Pickering Area of Authority Role Chief Administrative Officer Approve minor changes to the plan Community Emergency Management Coordinator Maintain the plan Community Emergency Management Program Committee Review and recommend amendments to the plan Council Approve the Plan and major amendments Community Emergency Management Program Committee (CEMPC) Composition - 59 - Section 2 Plan Development Administration Page 11 of 50 Community Emergency Management Program Committee during all phases of this cycle ensures that the plan reflects the current policies, organizational structures, and methodologies utilized by the City of Pickering. Testing the Plan - In accordance with the Emergency Management and Civil Protection Act, this Plan will be annually tested when exercises are conducted to ensure that it is current and functional. Conformance with Regional Emergency Plan In accordance with the Emergency Management and Civil Protection Act, this Plan was written to conform to the Durham Region Emergency Master Plan and its associated plans and procedures. Distribution Copies of this Plan are stored at the Municipal Emergency Operations Centre (MEOC) and Alternate MEOC along with a full set of supporting plans, procedures and other community emergency documents. Emergency Management Ontario, Durham Emergency Management Office, and the Pickering Library shall receive a copy of this Plan and any amendments. The Plan is also maintained in electronic form on the City’s Website. - 60 - Section 2 Plan Development Administration Page 12 of 50 Plan Maintenance (continued) All members of the Municipal Emergency Control Group and Support Staff will receive electronic copies of this Plan (in PDF form and updated files after amendments are completed and approved). See Appendix A for the Distribution List. Access to the Plan The Community Emergency Management Plan is a public document and can be viewed at any time by members of the public. Copies of the Plan can be viewed at Pickering Public Library Branches or online at www.pickering.ca Appendices The appendices of this Plan form part of the Plan to provide additional information and details on specific matters. - 61 - Section 3 Municipal Emergency Control Group (MECG) Page 13 of 50 Section 3 Municipal Emergency Control Group (MECG) In accordance with the Emergency Management and Civil Protection Act, the following depicts key roles and responsibilities: Municipal Emergency Control Group (MECG) is comprised of the Mayor or Deputy Mayor plus senior City and outside agency staff. At any time, the Mayor or Deputy Mayor may request assistance from the Regional Municipality of Durham by contacting the Regional Chair. Provincial assistance can also be obtained by contacting the Provincial Emergency Operations Centre (PEOC). This Plan can be fully or partially implemented with or without the declaration of an emergency by the Head of Council. Mayor or Deputy Mayor, as Head of Council is ultimately in-charge and responsible for the City’s management and response to a community emergency. Chief Administrative Officer or alternate serves as the Municipal Emergency Control Group Manager to provide overall leadership to the MECG. Municipal Emergency Control Group (MECG) Composition The MECG for the City of Pickering is comprised of persons holding the positions described below, or their appropriate alternates who attend at the MEOC to strategically manage a community emergency or major crisis at the discretion of the Chief Administrative Officer who serves as the MECG Manager (EOC Director). Each position has a unique Checklist of Duties and Responsibilities. A list of the assigned members and their contact information, plus the personnel that are designated as Support Staff, is published in the Emergency Contact Directory and regularly updated. It is important to note that the Coordinator, Corporate Communications & Community Engagement is designated as the Emergency Information Officer (EIO). The EIO will control all communications, press releases issued, and social media messaging. However, the Mayor or his designate will conduct press conferences and briefings. Municipal Emergency Control Group (MECG) Composition a) Head of Council – Mayor b) MECG Manager (EOC Director) – Chief Administrative Officer c) MECG Advisor – Fire Chief, CEMC - 62 - Section 3 Municipal Emergency Control Group (MECG) Page 14 of 50 Municipal Emergency Control Group (MECG) Composition (continued) d) Emergency Information Officer (Designated EIO) – Coordinator, Corporate Communications & Community Engagement e) Finance Officer – Director, Finance & Treasurer f) Fire Services Officer – Fire Chief or Deputy Fire Chief g) IT Officer – Division Head, Information Technology h) Logistics Officer (Facilities) – Director, Community Services i) Logistics Officer (Staffing) – Director, Human Resources j) Operations Officer – Director, Operations k) Planning Officer – Director, Corporate Services & City Solicitor l) Administrative Support Coordinator – Supervisor, Administrative Services, Office of the CAO m) Administrative Support – Administrative Assistant Depending on the nature of the emergency and any expertise required additional persons from other internal and external departments or organizations may be consulted from time to time by the MECG. Examples of Internal Resources: a) Director, Economic Development & Strategic Projects b) Director, Engineering Services c) Director, City Development & Chief Building Official d) City Clerk Examples of External Resources are outlined in Section 11 Roles & Responsibilities Each MECG position also maintains a list of internal and external resources that are incorporated into the Emergency Contact Directory. This list will contain the contact information for any contact that may be required in an emergency. This listing will be kept current and updated semi-annually. Each member of the Municipal Emergency Control Group should designate at least one or two persons, from their own department to act as a scribe during the emergency. The Municipal Emergency Control Group provides the City with an effective structure for developing and maintaining a comprehensive emergency management program, as defined under the Emergency Management and Civil Protection Act, and to manage emergency management response and recovery activities, which will ensure : - 63 - Section 3 Municipal Emergency Control Group (MECG) Page 15 of 50  mitigation, preparedness, response & recovery  support of emergency operations at the site(s)  overall strategic management of the emergency  risk identification, critical infrastructure protection  mobilization of all municipal, voluntary, and other agencies required  prevention of further injury, loss of life, property damage  alternate accommodation for evacuated persons The MECG may function with only a limited number of persons depending upon the emergency. Members of Council The Mayor or Deputy Mayor assumes the position of Head of Council in accordance with the Ontario Emergency Management and Civil Protection Act. Members of Council are not members of the Municipal Emergency Control Group, and therefore are not present in the MEOC. The Head of Council is responsible to keep Council up-to-date on the emergency, and the decisions that are being made to manage it. - 64 - Section 4 Emergency Classifications, Notification Procedure & Plan Activation Page 16 of 50 Section 4 Emergency Levels, Notification Procedure, Plan Activation Emergency Levels Most emergencies are managed at the scene by Emergency Services and are considered routine operations. Emergencies of greater magnitude do happen from time to time, and require an emergency management response structure beyond normal daily operations. The response required must be appropriate to the magnitude of the incident as defined in the Emergency Levels classification. Levels Operational Implications On-Call Senior Officer (OSO) Support EOC Notification Level 0 Normal  Business as usual  Normal operations  Business as usual  Normal operations  Operationally ready  No notification required Level 1 Incident  Site: Managed by Emergency Services/Divisions  OSO support available 24/7  Operationally ready  No notification required Level 2 Municipal Advisory Event & Significant Event  Site: Managed by Emergency Services/Divisions  Site: Site Incident Commander may request support from OSO  Site: May request the activation of the EOC  EOC: May be activated At the Request of the Site Incident Commander OSO has the ability to:  facilitate access to City Divisions/External Agencies and/or  facilitate integration of City Divisions/External Agencies into IMS structure and/or  Attend Site as a Liaison Officer  Operationally ready  OSO may monitor  OSO may initiate Primary Notification  EOC may be activated Primary Notification:  MECG Manager and Alternate  Head of Council, and Deputy Mayor  MECG Advisor, Alternate MECG Advisor and Fire Services Officer Primary Notification Group may determine to activate Secondary Notification Level 3 Municipal Emergency& Regional Emergency  EOC: Is activated Emergency poses a danger of major proportions to life and property, and/or OSO may remain on scene as Emergency Site Manager.  EOC activated Primary Notification:  MECG Manager - 65 - Section 4 Emergency Classifications, Notification Procedure & Plan Activation Page 17 of 50 threatens social order and ability to govern, and/or a declaration of an emergency by another level of government. and Alternate  Head of Council, and Deputy Mayor  MECG Advisor, Alternate MECG Advisor and Fire Services Officer  Primary Notification Group will activate Secondary Notification - 66 - Section 4 Emergency Classifications, Notification Procedure & Plan Activation Page 18 of 50 Municipal Emergency Control Group Notification The means by which MECG members are notified of an emergency or pending emergency is outlined in the Municipal Emergency Control Group Notification Procedure. The procedure is primarily utilized by Fire Services Dispatchers and is used to notify members of the MECG of a need to respond to the Municipal Emergency Operations Centre (MEOC) or a need to remain on-call for potential response to the MEOC. It is based on Provincial and Regional Notification Procedures and emergency event classifications that are prescribed by the Province and Region. The Procedure applies to all types of emergencies including those involving the Pickering Nuclear Generating Station. The emergency classifications are grouped as:  Community Emergencies  Nuclear Emergencies  Nuclear Liquid (radioactive) Emissions Each includes sub-classifications that specify the level of action that is to be taken by members of the MECG. Classification details are contained in this Procedure. There are two levels of notifications. 1. Primary Notification consists of the MECG Manager (EOC Director), the Head of Council, the MECG Advisor and the Fire Services Officer. 2. Secondary Notification includes all other MECG Officers and the Administrative Support Coordinator. Plan Activation While any member of the Municipal Emergency Control Group has the authority and responsibility to request an activation of the MEOC and otherwise initiate the implementation of the Community Emergency Management Plan, it is generally the decision of the Mayor in consultation with the CAO. Requests to activate the MEOC are directed to either the CAO or the Fire Chief/Community Emergency Management Coordinator (CEMC). The Emergency Level Chart identifies the criteria which will trigger the Municipal Emergency Operations Centre (MEOC) to be activated. 1. During a "Level 2 – Municipal Advisory Event or Significant Event", the Site Incident Commander may request support from the CEMC or Fire Chief, including requesting the activation of the MEOC. - 67 - Section 4 Emergency Classifications, Notification Procedure & Plan Activation Page 19 of 50 Plan Activation (continued) 2. During a “Level 3 – Municipal Emergency or Regional Emergency”, the Fire Chief or CEMC will activate the MEOC. Criteria and triggers for activating the MEOC are based on the Emergency Levels Chart and a culmination of the following decision factor guidelines contributing to heightened media attention:  Public Health & Safety (Actual or Potential)  Essential Lifelines (Critical Infrastructure)  Municipal Services Continuity  Operational Efficiency The MEOC may be activated with or without a Declaration of an Emergency or Provincial Emergency; however, it will be activated once a Declaration has been made. - 68 - Section 5 Municipal Emergency Operations Centre (MEOC) Page 20 of 50 Section 5 Municipal Emergency Operations Centre (MEOC) In the event of a community emergency or major crisis, the MEOC or Alternate MEOC will be opened. The MECG and Support Staff will assemble and work together at the MEOC to make decisions, share information and provide strategic “off scene” emergency management as required to mitigate the effects of the emergency. The Chief Administrative Officer serves as the MECG Manager (EOC Director) and is responsible for the co-ordination of all actions within the MEOC. MEOC (Primary) The Facility The Main Committee Room (Meeting Room 1), at City Hall serves as the Primary MEOC. This room is not dedicated to this emergency management function, and must be set-up if required. The CAO Boardroom (Meeting Room 2) also serves as breakout meeting room. Remaining areas at City Hall such as the Council Chambers and Main Lobby are ideal for media briefings and Council meetings. Equipment The MEOC is equipped with the following resources:  individual laptop computers for each MECG position  resource binders for each MECG position including a Checklist of Duties and Responsibilities, blank Activity Log Sheets, plus internal and external contact information  telephone  combination fax/scanner/copier/printer  Wireless High-speed Internet Service  full set of documents that include copies of internal and external emergency management laws, plans, procedures, guides, etc.  forms binder containing a blank copy of all forms required  variety of hard copy maps of the City and Region  standby diesel powered electrical generator  microwave oven, kettle, coffee maker, and basic refreshment supplies - 69 - Section 5 Municipal Emergency Operations Centre (MEOC) Page 21 of 50 MEOC Set-up The MECG Advisor shall coordinate set-up of the facility under the direction of the IT support staff in accordance with the MEOC Set-up Procedure, which includes a floor plan. Alternate Community Municipal Emergency Operations Centre The Facility The alternate Municipal Emergency Operations Centre for Pickering is located at the Claremont Fire Hall. This room is not dedicated to this emergency management function, and must be set-up if required. The attached Claremont Community Centre includes areas that are suitable to complement the MEOC such as a commercial kitchen, large foyer area, gymnasium, and ample parking for vehicles. The Alternate MEOC is an ideal setting to manage a major crisis or community emergency that impacts the area surrounding City Hall. If a Media Briefing Room, Media Centre, or Council Meeting Room is required, there are several good options available. The set-up of these areas is to be coordinated by the MECG Advisor. Equipment and Resources The Alternate MEOC is equipped with the same resources and equipment that the MEOC has. Those items are stored in a large Box within the MEOC. Alternate MEOC Set-up The MECG Advisor shall coordinate set-up of the facility under the direction of the IT support staff in accordance with the MEOC Set-up Procedure, which includes a floor plan. Virtual Electronic Meetings Depending on the nature of the emergency, meetings may be held through telephone, virtual/electronic applications or other communication means that permit all persons participating in the meeting to communicate with each other simultaneously and instantaneously. - 70 - Section 6 Declaration and Termination of an Emergency Page 22 of 50 Section 6 Declaration and Termination of an Emergency Action Prior to Declaration When an emergency exists, but has not yet formally been declared, in accordance with the Pickering Community Emergency Management By-law, municipal employees may take such action(s) under this Community Emergency Management Plan as may be necessary to protect the lives, property, and environment of the inhabitants of the City of Pickering. Declaration of Municipal Emergency In accordance with the Emergency Management and Civil Protection Act, only the Head of the Council is able and responsible for declaring that a municipal emergency exists within the boundaries of the City of Pickering. In accordance with the Pickering Community Emergency Management By-law, the Head of Council position can only be occupied by the Mayor or Deputy Mayor. The decision to declare an emergency is usually made in consultation with other members of the Municipal Emergency Control Group and must include a statement of the level of Plan activation. To determine if a declaration is warranted, see the “Province of Ontario Checklist For Declaring An Emergency” document. A declaration is produced using the “Declaration of a State of Emergency Form”. The declaration of an emergency is outlined in the Head of Council Checklist of Duties and Responsibilities. A declaration of an emergency allows the Head of Council to “take such action and make such orders as he or she considers necessary and are not contrary to law to implement the emergency plan of the municipality and to protect property and health, safety and welfare of the inhabitants of the emergency area.” R.S.O 1990, c.E.9, s. 4 (1). Upon such declaration, the following must be promptly notified: 1. The Durham Regional Chair through the Durham Emergency Management Office. 2. All Members of Council. 3. Neighbouring municipal heads of council through their Community Emergency Management Coordinators or via DEMO. Immediately after the declaration notifications are completed, a media release must be prepared and circulated to media outlets. - 71 - Section 6 Declaration and Termination of an Emergency Page 23 of 50 Declaration and Termination of an Emergency (continued) When the resources of the City of Pickering are deemed insufficient to effectively control the emergency, or the service required falls under Region’s responsibilities, the Head of Council may request assistance from the Regional Municipality of Durham by contacting the Regional Chair. Termination of a Municipal Emergency An “Emergency Termination Form” must be completed, signed by the Head of Council and distributed. 1. In accordance with the Emergency Management and Civil Protection Act, a Municipal Emergency may be declared terminated at any time by: a) The Head of Council, or b) The Municipal Council, or c) The Premier of Ontario 2. Upon termination of a Municipal Emergency, the Head of Council must ensure that the following are notified: a) The Regional Chair b) All members of Council c) The Minister of Community Safety and Correctional Services d) The Heads of Council in the neighbouring municipalities e) The Public via the Media - 72 - Section 7 Incident Management System (IMS) Page 24 of 50 Section 7 Incident Management System (IMS) The Community Emergency Management Plan adopts the principles of an existing Incident Management System (IMS). The Incident Management System can be used in any size or type of emergency to manage response personnel, facilities and equipment. IMS is a standardized model used to manage resources during a response to emergency incidents, planned or unplanned. It provides a flexible response structure that is common to all emergency operations centres including the Provincial, Regional, Department and Municipal Emergency Operations Centres. The five major sections of the Incident Management System (Command, Operations, Planning, Logistics and Finance & Administration) can be expanded or contracted to. The IMS chart below contains all the sections and units in a fully expanded EOC. The goal of the Incident Management System is to provide an effective, flexible, and consistent structure and process that is scalable to manage incidents by all levels of government, emergency response organizations, communities, ministries, non - government organizations (NGOs), and the private sector. As a major function within the IMS, it is essential that the MECG members meet on a regular basis to share information, identify actions, make decisions, and set priorities. Meetings should be scheduled by the Administrative staff in consultation with the MECG Manager (EOC Director) on a regular rotation, allowing time between meetings for MECG members to deal with their individual responsibilities as listed in the MECG Checklists of Duties and Responsibilities. As an incident escalates, the MECG Advisor will be responsible for directing the evolution of the MECG into this standardized IMS structure. - 73 - Section 7 Incident Management System (IMS) Page 25 of 50 Incident Management Systems (IMS) (continued) The EOC Management Team consists of the MECG Manager (EOC Director), Emergency Information Officer and all the Section Officers. The EOC Director is responsible for managing the response to the incident, determining the strategies, objectives and priorities, assessing and reassessing the situation, and ensuring the health and safety of all staff. It is important to note that not all positions are required for all emergencies and in some cases, one person may carry out the responsibilities of more than one position. Only those functions/positions that are needed to effectively handle the emergency should be activated. More information on each of the functions is provided in the following EOC IMS Positions at a Glance chart. EOC IMS Positions at a Glance EOC Function IMS Role Management  Manages the EOC’s overall response.  Coordinates public information and media relations.  Liaises with outside agencies and levels of government (i.e., Establish communication with Region of Durham).  Ensures corporate health and safety policies and procedures are adhered to.  Provides emergency policy direction and interpretation, and risk management direction as required.  Confer with the Fire Chief and establish level of MECG notification.  Notifies the Mayor and confirms attendance at the MEOC. Operations Officer  Maintains communication links between the EOC, relevant Departmental Operations Centres (DOCs) and site for situational awareness and coordinating resource requests.  Implements the Incident Action Plan (IAP).  Confirm/establish communications with all Engineering Services staff (i.e., Supervisors, Administrative Assistant, etc.).  Confirm communications with the Regional Operations Centre staff (Durham Works Department). Planning Officer  Leads the development of the IAP in Planning Cycle meetings. - 74 - Section 7 Incident Management System (IMS) Page 26 of 50  Collects, organizes, analyzes and disseminates incident information.  Conducts long-range and/or contingency planning.  Develops demobilization plans. Logistics Officer  Coordinates the provision of resources requested to support the EOC and/or the site including meals, facilities, services, personnel, equipment and materials.  Works with Finance and Administration to ensure all resources are recorded and tracked.  Logistics Officer (Facilities) – Director, Community Services  Logistics Officer (Staffing) – Director, Human Resources. Finance & Administration Officiers  Provides financial and cost analysis support.  Provides information and advice on financial matters and information systems as they relate to the emergency.  Liaise, if necessary, with Treasurers from neighbouring municipalities.  Manage emergency procurement according to purchasing by-laws  Tracks, reports, monitors and records expenditures during the event.  Procure appropriate sources of funding for the emergency such as the Ontario Disaster Relief Assistance Program (ODRAP)  Contract implementation and/or negotiation.  Works with Logistics to ensure all resources are accounted for. - 75 - Section 7 Incident Management System (IMS) Page 27 of 50 Emergency Site Management (ESM) This Plan has remained consistent with the key point in Emergency Site Management, that an Emergency Site Manager (ESM) shall be appointed by the MECG Manager (EOC Director) to coordinate on-scene emergency management and response activities. The ESM is not a “commander” in the sense that he or she is directing orders to the members of the Emergency Site Management Team. Rather, in a form of joint command, the Team makes the major collective decisions, while individual response agency decisions are separately made by the agency commanders. Guiding Principles Each site shall operate under the following conventions: 1. Be generally controlled by one person who is referred to as the Emergency Site Manager (ESM). In some situations, it may be necessary for two or more ESM if there are several distinct sites, or if situations exist where one person cannot handle an entire scene. 2. Have an ESM, which may be a senior officer from any one of the primary response agencies, who will act as the "on-site general manager" of all functions of all agencies. If the MECG has assembled, the ESM shall answer directly to the MEOC Manager. 3. At larger incidents, the appointed ESM will leave the specific command of his/her agency to another officer from his/her respective agency. During smaller incidents, the ESM may be an officer from one of the emergency response agencies who will then play a dual role as ESM and Commander of the agency that he or she represents. 4. Have a separate commander for each agency. The Agency Commander shall work with and respond directly to the ESM. The Agency Commander shall at all times maintain control over his/her own people and resources . 5. Have an Incident Command Post (ICP) established during the initial sta ges of the incident and subsequently conduct Emergency Site Management activities at that location. ESM Selection The ESM shall be selected by the MECG and officially appointed by the MECG Manager. The incident type and the following factors should be considered during this process:  availability and approval from the person’s home agency to perform the ESM role - 76 - Section 7 Incident Management System (IMS) Page 28 of 50  education, training, and field experience that is commensurate with the duties and responsibilities  knowledge of the responding agencies’ responsibilities and resources Emergency Site Management Team The members of the Emergency Site Management Team provide on-scene management while communicating with their respective member of the MECG. The Emergency Site Management Team is comprised of persons holding the following positions or their appropriate alternates: 1. Emergency Site Manager when appointed by the Municipal Emergency Control Group Manager 2. Fire Commander (e.g., Deputy Fire Chief, Platoon Chief) 3. Police Commander, (e.g., Duty Inspector, Patrol Sergeant) 4. Emergency Medical Service Commander, (e.g., Shift Manager) 5. Site Media Coordinator Additional personnel called in or added to the Emergency Site Management Team may include any other officials, experts or representatives deemed necessary by the ESM in consultation with the MECG (e.g., CN Rail Manager, Ministry of Transportation Supervisor, Elexicon Supervisor). Upon notification that this Plan is to be implemented, members of the Emergency Site Management Team shall: 1. Assemble at the Incident Command Post, which should be located at, or as near the site of the emergency as is practical (note that this group of emergency response managers might have already assembled during the initial stages of the emergency and could be informally managing the event). 2. Direct the response activities of members of their own respective services in accordance with the strategic and tactical decisions made by the Emergency Site Management Team (ESMT). 3. Assist the ESM in fulfilling his/her responsibilities when required. 4. Establish and maintain contact with their respective supervisor at the MEOC. Operational Conventions The following emergency management operational conventions shall be utilized in conjunction with this Plan and are consistence with conventions used by the Province and Region: - 77 - Section 7 Incident Management System (IMS) Page 29 of 50 Operational Conventions (continued) a) Time – shall be local time and expressed as a 24-hour clock starting with zero at midnight. b) Location – shall be expressed in urban areas by referencing streets, roads, highways, creeks or other significant landmarks. c) Wind – shall always be referred to by the following three parameters: i. The direction in degrees the wind is blowing from. ii. The direction in degrees the wind is blowing to. iii. The wind is expressed in speed expressed in km/hr. Communications Effective and regular communications among and between the emergency managers and emergency responders is vital. For example, within the MEOC, staff must ensure that they convey and obtain information that is necessary to effectively manage the emergency. Members of the MECG and the Emergency Site Management Team must likewise be routinely sharing information. Additionally, if the event involves a need for assistance from beyond the City, then communications is required with others like the Regional Control Group. Group meetings and person-to-person exchanges in the Incident Command Post or at the MEOC are the common means of conveying and receiving information. The telephone system, including cellular service, is the most common means of externally communicating. Two-way radio service is also used for on-scene/off-scene communications by emergency response staff. With the advent of new technology, virtual meetings allow people to share information and data in real -time without being physically on-scene/off-scene. Lastly, Fax and email information exchanging is used between emergency operations centres such as the City, Region, Province and other municipalities. Technical Failures and Alternatives The loss of communications capability would have a significant impact on managing a community emergency. Therefore, provisions have been made to ensure that on -scene and off-scene communications options are available. Instructions on the use of those services are maintained at each location. Portable two-way services may also be used if telephone service is disabled. The Police Services Officer and the Fire Services Officer will have a radio device that permits direct communication with on-scene DRPS staff and Pickering Fire Services staff. - 78 - Section 7 Incident Management System (IMS) Page 30 of 50 Technical Failures and Alternatives (continued) Basic two-way radio service is available through the volunteer services of Durham Region Amateur Radio Emergency Services (DRARES). That assistance can be obtained by contacting the Durham Emergency Management Office. Record Keeping Each member of the MECG is assigned a Resource Binder that contains copies of Activity Log Forms, electronic versions may also be available. Those Logs must be kept current to record details of the major decisions and actions that occur. When a person hands off his/her responsibilities to an alternate, the completed Logs must be reviewed with the person who is taking over and then forwarde d to the administrative support staff for filing. On an ongoing basis, a collective log is kept by one of the Administrative Support staff members in the form of an electronic Event Status Log. Information for that Log is obtained from business meetings and when significant events occur or new information is received from external sources. The laptop computer can be connected to a projector to display the current Log information at all times in the MEOC. Copies of the Event Status Log can also be printed or when appropriate, emailed to other emergency operations centres. - 79 - Section 8 Emergency Information Management Page 31 of 50 Section 8 Emergency Information Management This Section is intended to provide an overview of Emergency Information Management. Emergency Information Management is the responsibility of the Emergency Information Officer (EIO) who is a member of the Municipal Emergency Control Group. The EIO works under the supervision of the MECG Manager (EOC Director). The EIO supports the Public Inquiry Centre as per the EIO’s Checklist of Duties and Responsibilities, the primary tasks are to gather information about the community emergency, prepare media releases and other documents such as speaking notes for the Head of Council or other MECG members, distribute emergency information, and to arrange for media briefings that could occur on -scene and/or off- scene. There are four primary means of conveying information to the public:  via the City’s Website (pickering.ca)  through social media (Twitter, Facebook)  through the Media (radio, television, newspapers)  from the Public Inquiry Centre (Customer Care Centre) Examples of Emergency Information  that an emergency has occurred and/or that the Head of Council has declared the emergency in accordance with the Emergency Management and Civil Protection Act  the level of risk that exists  what the City and others are doing to respond and manage the emergen cy  what the public should immediately do, such as; evacuate, shelter, wait for additional information and instructions, etc.  where and when additional information can be obtained Public Alerting Public alerting is a process of initially conveying emergency information to the public. Its primary purpose is to notify the public that something has happened and to provide brief information on what to do and where to obtain additional information. Public alerting is also used to subsequently communicate with citizens when an escalation of the emergency has occurred. It is conducted when follow-up information is urgently needed to inform people of new information such as the requirement for the expansion of an evacuation area, etc. - 80 - Section 8 Emergency Information Management Page 32 of 50 Public Alerting (continued) Current public alerting in Pickering consists of sirens and a telephone-based system that is accessed by the Region of Durham for nuclear emergencies only in the Primary Zone. Additionally, the city’s website and social media accounts may be used to disseminate information to the public. As well, emergency personnel may be called upon to go do-to-door or use their vehicle public address systems to notify the public of a threatening event of any type. During large scale events, especially for example a nuclear emergency, the public would be urged to tune into television and radio stations to obtain specific information about the situation and what protective actions to take. Media Monitoring The EIO should arrange for a support staff member to monitor the med ia to ensure that the emergency information is being conveyed in a timely and accurate manner. The MEOC and Alternate MEOC have Cable television service for monitoring television broadcast – both locations have television sets available for viewing. Both emergency operations centres also have portable am/fm radio receivers for radio broadcast monitoring. It is important that Social Media is monitored as well. Public Inquiry Centre The City’s Customer Care Centre shall be the Public Inquiry Centre (PIC) during an emergency, and will provide information to residents during a community emergency. The PIC will receive information from the EIO and the Municipal Emergency Control Group, which can be conveyed to members of the public. City Website The City’s main web page can be altered to provide current emergency information to the public as per arrangements found in the Website Emergency Information Procedure. This process is supervised by the MECG Manager (EOC Director). - 81 - Section 9 Nuclear Emergency Management Page 33 of 50 Section 9 Nuclear Emergency Management Nuclear Emergency Management is based on the same concepts that are contained in this Plan. However, nuclear events vary from other community emergencies because from the commencement of a situation, a nuclear event is under the control of the Province of Ontario. The Province then directs the Region of Durham, who in turn directs the City of Pickering in the provision of local emergency services . Nuclear Emergency Management is governed by the following nuclear specific plans:  Provincial Nuclear Emergency Response Plan  Durham Nuclear Emergency Response Plan A series of supporting plans and procedures also provide direction such as the Province’s Joint Traffic Control Plan, Joint Information Centre Operating Procedures, Radiation Triage Plan, Durham Regional Police Traffic Control Plan, Emergency Worker Protection Plan, etc. and the Region’s Nuclear Emergency Notification Procedure, Emergency Work Centre Procedures, Potassium Iodide Distribution Procedures, etc. Unique Aspects of Nuclear Emergency Management The following is a list of nuclear emergency management characteristics that set it apart from other community emergencies and major crises: 1. Provincial power and control over an event is unprecedented in relation to other community emergencies. 2. Ontario Power Generation, as the facility manager, maintains considerably greater control over its site than in other community emergencies. 3. Regional power and control over an event is unique in comparison to other community emergencies. 4. Off-site responders (Fire, Police, etc.) would have very little ability or opportunity to minimize on-site outcomes in comparison to other community emergencies. 5. The likelihood of a nuclear emergency is considered much lower than that of other emergencies, yet the potential outcome in terms of the impact on people, the environment and economy may be severe and could extend for a longer period of time than other emergency situations. - 82 - Section 9 Nuclear Emergency Management Page 34 of 50 Unique Aspects of Nuclear Emergency Management (continued) 6. Protective actions, like the distribution of Potassium Iodide Pills, are unique to nuclear emergency management. 7. A specific event classification system exists for nuclear emergencies separate from other community emergencies. 8. Other municipalities and agencies beyond the jurisdiction of the City, and in some cases the Region, handle Reception Centre and Evacuee Centre management. Pickering Emergency Management and Civil Protection Activities during a Nuclear Emergency 1. Provide public information in conjunction with the Province, Region, and Ontario Power Generation (citizen enquiry and media information dissemination). 2. Assist citizens with special needs and concerns during sheltering or evacuation conditions (e.g., pet care information/services, property protection). 3. Notify industry and commerce to suspend work and shelter or evacuate. 4. Assist police services with providing road barricades. 5. Assist polices services with traffic control (restricted entry and exit from City). 6. Ensure that all occupants of City facilities are sheltered or evacuated. 7. Schedule City staffing resources and supporting those staff members during the performance of their duties in the field. 8. Support City staff member’s families during the emergency. 9. Assist school boards with sheltering and/or evacuation if required. 10. Distribute Potassium Iodide pills to City staff. 11. Assist Durham Public Health with the distribution of Potassium Iodide pills to citizens. 12. Maintain normal and/or increase demand for fire and emergency response services. 13. Provide services and information that are similar to the above during the recovery phase. - 83 - Section 9 Nuclear Emergency Management Page 35 of 50 Summary of Nuclear Emergency Management In summary, if a nuclear emergency is declared in Pickering it will be managed in accordance with this Plan, the Provincial Nuclear Emergency Response Plan, the Durham Nuclear Emergency Response Plan and the other City supporting plans and procedures. The City of Pickering is subordinate to the Region and Province in terms of major strategic decision-making and public information dissemination. - 84 - Section 10 Human Resource Management Page 36 of 50 Section 10 Human Resource Management Introduction Responding to and managing a community emergency can pose a serious threat to the health and safety of workers at both the scene of the event and off-site involving other staff. Physical risks and emotionally stressful conditions can impair performance and potentially cause injury and death among the people who are mandated with providing services to the community. The welfare of the people who are serving as workers must be treated with a high priority. Therefore, managers and supervisors must consistently view and treat workers and themselves as the City’s most valuable and vulnerable resource. The Director, Human Resources assumes a support role to the Municipal Emergency Control Group. Reporting to the MECG Manager, the Director, Human Resources is responsible to complete the actions that are listed in the position’s Checklist of Duties and Responsibilities including an oversight of all matters related to human reso urces as outlined in this section, including but not limited to monitoring safety condition s and developing safety measures related to the overall health and safety of all employees . In addition to overseeing human resources functions that are associated with City staff, volunteer management is a task that falls within the scope of the Human Res ources. Staffing Issues A shortage of available staff during a community emergency is a distinct possibility, especially if an event extends for many days or weeks. The City of Pickering Community Emergency Management By-law contains the following wording that is intended to help offset some of the staffing challenges that could be experienced: “This By-law, in accordance with prevailing legislation, designates all City employees as emergency workers in the event a community emergency is declared and theref ore all employees may be called out and assigned responsibilities to assist in the implementation of the Community Emergency Management Plan.” - 85 - Section 10 Human Resource Management Page 37 of 50 Staffing Issues (continued) During a community emergency, management and supervisory staff shall retain their responsibility to ensure that a sufficient number of staff members within their own areas (for both on-scene and off-scene functions) are available. The Director, Human Resources’ mandate is to generally oversee those actions and to assist with that work when needed. Health and Safety The health and safety of emergency workers, including volunteers, is a shared responsibility of all who are involved in managing, supervising, and responding to a community emergency. Accountability of emergency staff is another fundamental principle of IMS that must be addressed within the scope of health and safety. This mostly applies to on-scene emergency management/response. However, it can also apply to the off-scene work that is conducted at the MEOC. The IMS principle of “accountability” is a process of tracking where staff are, what they are doing, how long they have been performing their tasks, and when should they be removed from their current tasks so that rest breaks can occur for rehabilitation purposes. As with othe r human resource matters, emergency managers and supervisors are responsible to ensure that accountability actions are taken. General Staffing In addition to ensuring that appropriate levels of staffing are available in the MEOC, the MECG, under the guidance of the Director, Human Resources must also make arrangements to ensure that staffing issues are addressed for other City functions and services during a community emergency. The Employee News Line Procedure outlines a means of helping to keep all employees informed of the event status and any requirements for their services. The City’s Website is also available for staff to view up- to-date information about staffing or closures during an emergency or special circumstances. MECG members are responsible for staffing and scheduling issues within their own service areas during an emergency. Sustenance and Personal Needs It is essential to ensure that drinks, snacks, and meals are provided to all staff that work in the MEOC, on-scene and throughout the community. Arrangements for sustenance and other personal needs for on-scene and off-scene staff is a joint responsibility of the Emergency Site Management Team and the MECG. During a prolonged event, one person may need to be specifically assigned the duties of arranging for sustenance. During extended periods of work, staff members are to be provided with some basic items to fulfil their personal hygiene needs and comforts. - 86 - Section 10 Human Resource Management Page 38 of 50 Sustenance and Personal Needs (continued) The MEOC and Alternate MEOC are equipped with some basic supplies such as toothbrushes and paste, face clothes and towels, deodorant, etc. Stress Management Extreme workloads, short timeframes, closeness of working conditions, and the seriousness of a community emergency or major crisis can place a significant burden on the emotional wellbeing of emergency managers, support staff, and responders. The MECG must routinely monitor its own stress levels and those of other staff and then take the necessary steps to minimize the outcomes. Staff scheduling to arrange for reasonable shift periods and breaks are important measures to facilitate in controlling stress. Family Needs During prolonged events or even short-term situations, when staff members are concerned for their loved ones, especially if they may be in danger, staff may not be able to function as well as needed. In such cases, the MECG should make arrangements to have an individual or a team designated to address issues related to family and friends of those who are managing and responding to the emergency or crisis. This matter is a responsibility of the Director, Human Resources. Record Keeping Detailed records must be maintained to document the names, activities, and amount of time that staff and volunteers commit to working during a community emergency. These actions are vital for WSIB and payroll purposes. Volunteer Recruitment and Management A community emergency or major crisis may prompt a need to recruit non-affiliated volunteers to assist with the provision of services. The Director, Human Resources is responsible for overseeing this process. The Director will therefore need to recruit City staff to manage the recruitment task. Additional assistance can be obtained from the Durham Emergency Management Office who would arrange for help from organizations like the Red Cross, Salvation Army, or other communities. Volunteers must be formally registered with the City via the completion of the Volunteer Registration Form. - 87 - Section 11 Emergency Management and Other Organizations Page 39 of 50 Section 11 Emergency Management and Other Organizations Province of Ontario Provincial Ministries and their various organizational units may be requested to assist the City with emergency management and response – some of those entities have specific pre-assigned duties to perform during emergencies. Requests for assistance from the Province can be made directly by City staff or through the Durham Emergency Management Office and/or by contacting the Provincial Emergency Operations Centre (PEOC). Ontario Fire Marshal Emergency Management (OFMEM) OFMEM operates the Provincial Emergency Operations Centre on a 24/7 basis with at least one Duty Officer available at all times to process requests for information and assistance. Throughout the emergency, the City m ust keep the PEOC up-to-date on the situation by completing and forwarding regular Situation Reports (an OFMEM form). That function is a responsibility of the Administrative Support Coordinator and is listed in that position’s Checklist of Duties and Responsibilities. During an event that is a declared emergency by the Premier, the PEOC is fully opened and staffed by ministerial and other provincial staff. Region of Durham Prior to the Region opening their Regional Emergency Operations Centre (REOC), assistance and coordination from the Region can be obtained by contacting the Durham Emergency Management Office (DEMO) or the 24/7 DEMO Duty Officer. If the REOC is opened, direct contact can be made (all contact numbers are listed in the Emergency Contact Directory). Durham Region may be able to provide resources that are within its direct control or play a coordinating role in situations when outside resources are required – this can occur even if a Regional emergency is not declared or if the REOC is not opened. The resource sourcing and coordination role is especially evident in a situation where surrounding municipalities are offering to assist Pickering or if they too are impacted by the same event that is affecting Pickering. It is most likely that a community emergency in Pickering would initially, and on an ongoing basis, involve Durham Region’s Police Service, Emergency Medical Services, Social Services Department, and Public Works Departments. The Health Department may also become involved in matters involving health issues and in all nuclear events. - 88 - Section 11 Emergency Management and Other Organizations Page 40 of 50 Emergency Management and Other Organizations (continued) Examples of External Resources: a) Canadian National Railway – CN b) Durham Emergency Management Office (DEMO) c) Durham Region d) Durham Regional Police Service (DRPS) e) Durham Region Transit f) Elexicon Energy g) Enbridge h) Emergency Management Ontario i) Metrolinx j) Ontario Power Generation (OPG) k) Region of Durham Paramedic Service (RDPS) l) Toronto and Region Conservation Authority (TRCA) Business Community During a community emergency, local businesses must be as prepared as government to ensure that they are as self-sustained as possible and therefore drawing less on public resources that will be managed by the City of Pickering. The ideal arrangement involves a situation whereby businesses have their own emergency management, business continuity, and business recovery plans to facilitate their ability to cope with the impacts of a community emergency. A further ideal condition involves a level of business emergency preparedness that would allow businesses to also assist the community where possible during a community emergency by supporting other businesses or by providing resources for use throughout the community, etc. The Director, Economic Development & Strategic Projects serves a support role to the MECG. Performing liaison activities between the MECG and business community is a primary responsibility along with other duties that are listed in the Checklist of Duties and Responsibilities. Non-Governmental Organizations (NGO) NGO’s have historically played significant and very successful roles in emergency management and response. They have supported governments by providing human resources from their own complements or through volunteers, expertise in a variety of disciplines, facilities, vehicles, equipment, supplies, counselling services, etc. Assistance from NGO can be obtained through DEMO and may include, but are not limited to the following organizations: St John Ambulance St John Ambulance may provide basic first aid services in support of Durham Region Emergency Medical Services and Pickering Fire Services. Volunteer first aid providers - 89 - Section 11 Emergency Management and Other Organizations Page 41 of 50 and mobile first aid vehicles from within the area and beyond can be requested to attend emergency sites for large-scale events. Canadian Red Cross Canadian Red Cross may provide support in the operation of reception centres and evacuee centres under the direction of City and Regional staff. Registration, ongoing operations, and counselling services are examples of the assistance that can be obtained from Red Cross. Their provincial, national, and international network of resources is extensive and therefore quite suitable to assist with helping to manage the human needs of citizens who are impacted by a community emergency. Red Cross may also provide and/or arrange for outside volunteers to assist. Ontario Volunteer Emergency Response Team (OVERT) OVERT is a Durham based service that provides volunteers to predominately support police services. Search and basic rescue services are their feature offerings. In extreme situations, OVERT may provide some security or traffic control services under police supervision. Salvation Army Salvation Army services include emergency food services and counselling to emergency managers, responders and citizens. Through the provincial network of resources, they are able to dispatch mobile food kitchens that are equipped to provide refreshments and meals at emergency scenes, reception centres, evacuate centres, or the MEOC. Durham Region Amateur Radio Emergency Service (DRARES) DRARES is part of the provincial, national, and international network of volunteers and equipment that can provide emergency communications on-scene and off-scene during emergencies. Their primary purpose during a community emergency is to augment existing back-up communications systems when primary systems failure. Environment Canada During an event that is impacting or potentially impacting Lake Ontario, Environment Canada will provide advisory assistance to emergency responders. Arrangements for this service are coordinated by the MOE. Environment Canada also provides weather forecasting and alerting services via the Internet and through the Weather Radio Service. Weather alerting has been incorporated into the MECG Notification Procedure. Impacted Organization (when applicable) Railway companies (CN Rail, CP Rail), Pipelines (Enbridge, Trans-Canada), chemical manufacturers, electrical utilities (Elexicon), etc. - 90 - Section 12 Evacuation and Transit Page 42 of 50 Section 12 Evacuation and Transit Introduction Evacuation and Transit services are primary function s of emergency management and response that could save many lives and prevent serious injury during events such as situations involving hazardous materials. It consists of the safe and prompt movement of people from areas that are or may be exposed to danger. This Section is intended to provide an overview of the evacuation function. Planning Principles 1. Address evacuation and transit issues as two distinct functions: a) Evacuation begins with public notification and concentrates on traffic management. b) Transit concentrates on the mass movement of people who do not have their own transportation and public who may have their own means of transportation, but are urged not to use it due to traffic congestion . 2. Address the two phases of emergency management: a) The period of time when the on-scene emergency response agencies are managing the event prior to when Municipal Emergency Control Group (MECG) assembles. b) The period of time afterwards which may involve 60 to 90 minutes into the incident when the MECG begins to strategically manage evacuation and transit. 3. Address issues to cover all types of emergencies with specifics noted for nuclear emergencies. 4. Arrange for a variety of options to be used for providing emergency transit services with particular attention paid to ensuring that services are adequately provided to residents with special accessibility requirements such as wheelchair. 5. Ensure consistency with Regional and Provincial Traffic Control Plans. - 91 - Section 12 Evacuation and Transit Page 43 of 50 Evacuation Evacuation is an action that may be required soon afte r an emergency situation occurs. The initial decision to evacuate people is typically one that is made by on -scene commanding officers from fire and police services. The conduct of an initial evacuation is normally completed by Regional and/or Provincial police personnel using their vehicle public address systems for public alerting purposes. As an event grows and time progresses, police resources may be augmented by City staff or community volunteers. In addition to public alerting, police services will manage traffic flows to ensure quicker evacuation from the affected areas of the community. It is important to note that a separate, but similar, process exists for Nuclear Emergencies and can be found in the PNERP and the DNERP. If an emergency event becomes one that warrants off -site emergency management through the processes that are contained in this Plan, the MECG assumes a strategic role in controlling the evacuation activities, but is always managed in conjunction with on-scene commanders who form the Emergency Site Management Team. Transit The provision of transportation for citizens without their own means of travel is provided by Durham Regional Transit. Reception and Evacuee Centres The Community Services Department is responsible for Evacuee and Reception Centre management. Both services are provided with and/or through Durham Region Social Services Department in conjunction with the Canadian Red Cross. During an event, the MECG determines the extent to which such services are required and then formally, through the Head of Council to the Regional Chair, requests assistance from the Region in evacuee and reception centre services. The Region will organize, set up, and manage evacuation and reception centres. - 92 - Section 13 Recovery Operations Page 44 of 50 Section 13 Recovery Operations Introduction Recovery planning ensures there is a one-stop-shop for identification of issues, coordination of resources, accurate reliable information, and that recovery occurs in a timely manner. It allows for an accountable, transparent process to ensure recovery services are accessible and applied in a consistent manner City-wide. Recovery is a coordinated process of supporting affected communities in the reconstruction of the physical infrastructure and restoration of emotional, social, economic and physical well-being. Depending on the type of emergency, the Recovery Operations could be minimal in terms of resources that are required and monies spent or time needed to return the community to its pre-emergency state. However, if casualties, environmental damaged, demolished buildings and/or disrupted public services and infrastructure result from the emergency, the recovery phase may actually impact more on the community than the initial phases of the emergency itself and may be ongoing for many days or weeks. The nature of the emergency and the final authority responsib le will determine who will take the lead role in the Recovery Operations. For example, if the City were responsible for controlling the emergency, the City would also lead the recovery. Similarly, if the emergency were declared at a higher level of governm ent, then that level would take the lead and the City would be subordinate. However, it would still have a significant role to play at the local level. Recovery Operations will be activated at the direction of the Municipal Emergency Control Group, consistent with other Sections of the Community Emergency Management Plan. It will normally occur once the immediate management and response to the emergency has been completed. It is possible to simultaneously conduct emergency response activities and recovery measures. It can therefore be difficult to precisely define where one phase begins and where one ends. Recovery efforts are typically initiated while a state of emergency is still in effect and while it remains in that state until all or most recovery actions are complete. Emergency Information Management will continue during the Recovery Operations to keep the public informed of state of progress that is being made during Recovery. Issues to be addressed fall broadly into three areas: human issues, infrastructure re-establishment, and financial disaster relief. Resolving these issues has obvious financial, economic, social, environmental, and political implications. - 93 - Section 13 Recovery Operations Page 45 of 50 Financial Disaster Relief It is imperative that detailed records are kept to record staff time and damage to City property that occurs as a result of the emergency. Application to the Ontario Disaster Relief Assistance Program (ODRAP) will require details and documents related to all City activities related to the response. ODRAP only applies to natural disasters such as severe winds storms, tornadoes, floods, etc. Application must be completed within fourteen days after the emergency occurs. City Council must pass a resolution to request the Minister of Municipal Affairs and Housing to declare a “disaster area” to qualify for ODRAP assistance. Provincial and Federal Assistance If Federal and Provincial assistance is required on an urgent basis, it should be applied for through the PEOC or via the Region. - 94 - Section 14 Corporate Continuity of Operations and Recovery Page 46 of 50 Section 14 Business Continuity and Recovery Introduction In addition to the City’s role in providing support to the community, as an organization, it must prepare itself to ensure that it can remain in operation during a community emergency and then restore itself and services to pre-emergency conditions. Through its business continuity and recovery actions, the City must ensure that it is able to:  maintain its workforce in terms of sufficient staff availability  health and safety of the employees  provide sufficient physical and financial resources  ensure communications/data infrastructure remains operational This Section shall provide some basic guidelines to follow while ensuring the continuity of City operations. Human Resources The availability of adequate numbers of human resources ranks very high in priority in terms of maintaining continuity of operations for the City. In summary, without its staff, the City of Pickering will not be able to adequately provide its essential emergency related services or its reduced routine services that may be offered during a community emergency. As earlier noted, the Director, Human Resources assumes a support role to the MECG to oversee the Human Resources functions. Communications/Data Resources The maintenance of the City’s communications and data resources such as the telephone and computer systems is vitally important. Retaining the use of the primary systems is essential for emergency management functions and the continuation of normal City services, even under conditions where some eliminat ion of normal services occurs. The Division Head, Information Technology assumes a role on the MECG, and is responsible to ensure that the primary and secondary systems and services are maintained during a community emergency (see Checklist of Duties and Responsibilities). - 95 - Section 14 Corporate Continuity of Operations and Recovery Page 47 of 50 Facilities During a community emergency, City facilities will require special attention due to the limitation of some services and the closure of some buildings. Meanwhile, the maintenance and ongoing operation of other facilities will require more effort. During a power failure, the standby electrical generators will need to be supervised and their fuel supplies maintained. The City facilities that remain open for other use will also require ongoing maintenance and in some cases special set-up arrangements to ready them for use during a community emergency. Financial Resources During a community emergency, some high-level decisions and subsequent actions will be required to ensure that financial matters are being dealt with in an e ffective and efficient manner. The availability of operating funds and other financial functions such as accounting and supply/services is important to ensure that adequate resources are acquired to manage and respond to the emergency and for the purpose of maintaining accurate records of the transactions. Payroll is another example of a service that will need to be addressed as part of managing the financial issues during a community emergency. Ongoing Essential Services During a community emergency a decision will need to be made by the MECG on the continuation of non-essential services such as recreation programs, planning/building, or library services, etc. The continuation and even enhancement of essential services must be a high priority for the MECG. Fire Services and municipal roads maintenance are two matters that must be considered primary services that require continuation and specific actions that will be overseen by the MECG to ensure continuity of services to the community. Corporate Recovery In addition to overseeing community recovery efforts, the City will need to address its own recovery from the emergency to restore its losses and resume the provision of normal services. Based on the type of event and its magnitude, the MECG should develop a recovery action plan to direct the actions of restoring normal City business. - 96 - Section 15 Corporate Continuity of Operations and Recovery Page 48 of 50 Section 15 Emergency Financial Management Introduction During a community emergency, the acquisition of resources and services may be required in large quantities and within short periods of time. Therefore, arrangements may be necessary for the expenditures of large sum s of money under circumstances that normal corporate supply and service procedures do not appropriately address. This Section is intended to briefly outline how financial management should be conducted during a community emergency. The MECG is tasked with sourcing resources that will support the work that is being conducted by the emergency responders and other staff who are minimizing the impacts of the emergency and subsequently working to restore the community to its normal state as part of the Recovery Operations. - 97 - Appendix A Corporate Continuity of Operations and Recovery Page 49 of 50 Appendix A Plan Distribution Recipient Plan Type Copies Pickering Public Library Printed 2 Durham Region Emergency Medical Service Emailed PDF 1 Durham Emergency Management Office Emailed PDF 1 Municipal Emergency Control Group Emailed PDF 13 Municipal Emergency Operations Centre Printed 1 Alternate Municipal Emergency Operations Centre Printed 1 Elexicon Energy Emailed PDF 1 Oshawa Central Ambulance Communications Centre Emailed PDF 1 Red Cross – Ontario Regional Office Emailed PDF 1 Town of Ajax - CEMC Emailed PDF 1 Durham Regional Police Service –. Emergency Plan Officer Emailed PDF 1 Emergency Management Ontario – GTA Field Officer Emailed PDF 1 City of Pickering – Internet and Intranet PDF 2 - 98 - Appendix B Record of Amendments Page 50 of 50 Appendix B Record of Amendments Date Section/Page Item Summary of Changes Approval - 99 - Report to Executive Committee Report Number: PLN 23-22 Date: May 2, 2022 From: Kyle Bentley Director, City Development & CBO Subject: Tree Protection Project - Project Findings - File: D-1100-104 Recommendation: 1. That Report PLN 23-22 of the Director, City Development & CBO, on the results of staff’s investigation into the implementation of a by-law for the protection of trees, and which responds to Item 2(c) of Council Resolution #428/20, be received for information; and 2. That Council authorize staff to undertake a process to amend the existing Tree Protection By-law 6108/03, as amended, to afford greater protection to more trees within the City of Pickering, and which will include a public engagement process, and report back to Council. Executive Summary: Report PLN 23-22 responds to Council’s direction to staff to investigate the implementation of a by-law for the protection of trees and report back to Council (Resolution #428/20). This direction was the result of one of the recommendations of the Infill & Replacement Housing in Established Neighbourhoods Study (Report PLN 18-20). Report PLN 23-22 presents the results of the investigation of the merits of implementing a tree protection by-law, that would apply to trees that are not currently protected by the City’s existing Tree Protection By-law 6108/03, as amended; the Council-adopted Tree Inventory, Preservation, and Removal Compensation Requirements; the Durham Region Woodland By law 30-2020; or, the City’s Ecosystem Compensation Policy in Official Plan Amendment 35 (under appeal). Staff undertook a review of existing policies, guidelines, studies, by-laws, and other legislation in place, or underway, that relate to trees in general, and specifically within the City of Pickering (see Summary of Policy and Legislative Scan in Appendix l of Report PLN 23-22). In addition, staff reviewed tree protection by-laws from other municipalities (see Section 4 of Report PLN 23-22 and Attachment #3, Municipal Scan Summary Chart). Staff also established a Corporate Working Group (CWG), consisting of representation from the Planning & Urban Design Section, Sustainability Section, Municipal Law Enforcement, and the Engineering Services Department. The CWG met regularly to discuss the research and data collected, and the associated implications of implementing a tree protection by-law that would apply to all lands within the City of Pickering. - 100 - Report PLN 23-22 May 2, 2022 Subject: Tree Protection Project Page 2 The City has already undertaken a number of steps to preserve, protect, and replace trees within its jurisdiction. However, the City’s existing Tree Protection By-law, Tree Inventory, Preservation, and Removal Compensation Requirements, and the recently Council approved Memorandum of Understanding for Ecosystem Compensation Implementation, establishes only partial protection for trees in the City. In particular, the City’s Tree Protection By-law Screening Areas cover approximately 38 percent (8,786.85 hectares) of the total land area of the City. Other aspects of the existing by-law should be reviewed for potential areas of improvement. Based on the project findings to date, staff is recommending that Council authorize staff to undertake a process to amend the existing Tree Protection By-law to afford greater protection to more trees within the City of Pickering, which will include a public engagement process, and report back to Council. Financial Implications: The information presented in this report does not present any financial implications to the City of Pickering. Should Council approve staff’s recommendation, staff time and resources required to undertake a process to amend the existing Tree Protection By-law can be accommodated within the City Development departmental budget. Discussion: 1. Purpose The purpose of this report is to present the results of staff’s investigation into the potential implementation of a by-law for the protection of trees within the City of Pickering. 2. Background 2.1 Project Purpose and Initiation On September 28, 2020, following the consideration of Report PLN 18-20 (regarding the Infill and Replacement Housing in Established Neighbourhoods Study), Council directed staff to investigate the implementation of a by-law for the protection of trees and report back to Council (see Resolution #428/20, Attachment #1). The purpose of this project was to investigate the merits of implementing a tree protection by-law, that would apply to trees that are not currently protected by the City’s existing Tree Protection By-law 6108/03, as amended by By-laws 6191/03 and 7007/09, (see Attachment #2); the Council adopted Tree Inventory, Preservation, and Removal Compensation Requirements; the Durham Region Woodland By-law 30-2020; or, the City’s Ecosystem Compensation Policy in Official Plan Amendment 35 (under appeal). 2.2 Project Overview The Tree Protection Project (the Project) included the following elements: • Corporate Working Group Meetings; • Policy and Legislative Scan; and • Municipal Scan. - 101 - Report PLN 23-22 May 2, 2022 Subject: Tree Protection Project Page 3 2.2.1 Corporate Working Group A Corporate Working Group (CWG) was established in December 2021, and consisted of representation from the following branches in the Corporation: Planning & Urban Design Section, Sustainability Section, Municipal Law Enforcement, and the Engineering Services Department. The CWG met regularly since December 2021 to discuss the research and data collected, and the associated implications of implementing a tree protection by-law that could potentially apply to all lands within the City of Pickering. 2.2.2 Policy and Legislative Scan The Policy and Legislative Scan consisted of staff’s review of existing policies, guidelines, studies, by-laws, and other legislation in place, or underway, that relate to trees in general, and specifically within the City of Pickering. An overview of the Policy and Legislative Scan is contained in Appendix l to this Report. The outcome of the Policy and Legislative Scan identified that: 1. Individual trees within Shorelines, Stream Corridors, Wetlands, and Environmentally Significant Areas (as were shown on Schedule lll of the Pickering Official Plan, Edition 5, 2008) and on lands within 30 metres adjacent thereto, are protected by the existing Tree Protection By-law. However, Schedule IIl was amended in subsequent editions of the Pickering Official Plan and therefore, By-law 6108/03, as amended, needs to be updated accordingly; 2. Groups of trees, that are part of an ecosystem feature or function, are protected and/or compensated for through the City’s implementation of the Toronto and Region Conservation Authority’s (TRCA’s) Guideline for Determining Ecosystem Compensation; 3. Trees that are part of a Woodland that is greater than 1 hectare in size, are protected by Durham Region Woodland By-law 30-2020; and 4. Trees that are on lands subject to certain development applications, are protected and/or compensated for (Tree Inventory, Preservation, and Removal Compensation Requirements). Generally, there exists good oversight, protection, and/or compensation for trees within the natural heritage system, or on lands subject to certain development applications. However, approximately 62 percent of the City’s land area outside of the Tree Protection By-law Screening Areas are not protected. Tree Protection By-laws usually require a qualified arborist to review and issue a permit for requests to remove a tree. The City’s current Tree Protection By-law generates approximately 5-6 permit applications a week during the summer season. Any proposed amendments to the existing by-law could have resource implications (additional staff - 102 - Report PLN 23-22 May 2, 2022 Subject: Tree Protection Project Page 4 time, required qualifications, and costs), that need to be considered in concert with any such proposed amendments. Further investigation is required in this regard. In addition, the City’s current by-law does not address reasons for refusal of a tree removal permit application. 2.2.3 Municipal Scan The Municipal Scan consisted of staff’s review of tree protection by-laws for the Town of Richmond Hill, City of London, City of Markham, City of Vaughan, City of Mississauga and City of Toronto. The Municipal Scan Summary Chart contains the key provisions related to the tree protection by-laws reviewed (see Attachment #3). The key takeaways from the Municipal Scan are as follows: 1. The driving force behind the adoption of a tree protection by-law is to support a municipality’s efforts in environmental sustainability, climate change mitigation, heat island effect mitigation, support of a healthy natural environment, and support of an aesthetically pleasing environment, that combined, will contribute to enhancing the lives of the community. 2. Generally speaking, the municipalities reviewed are satisfied with the results of implementing a tree protection by-law. 3. Some suggestions from other municipal experiences are: a. Do not charge a fee for a tree removal permit or require an arborist report, in order to reduce the potential for illegal removal of trees. If it is perceived to be too expensive for a property owner to go through a legislated process to remove a tree, there is a likelihood that the process will be avoided and trees will be removed without permission. b. Ensure a simplified process so that it is not cumbersome for property owners. This includes a cooperative and coordinated approach between City departments. Such an approach could lead to more buy-in from the community for the process. c. Engage the community, including qualified contractors, prior to adopting a private tree protection by-law, to help determine the desire for, and parameters of, a by-law, and the associated process. 4. A concern identified with the potential adoption (or expansion) of a tree protection by-law is the cost of implementation in terms of staff resources. Based on the municipal scan, tree removal permit fees and fines do not appear to cover the staff time associated with implementation. - 103 - Report PLN 23-22 May 2, 2022 Subject: Tree Protection Project Page 5 3. Project Findings The urban forest, and its associated tree canopy, plays an important role in climate change adaption. It cools communities, reduces the heat island effect, reduces the volume of storm water run-off, improves air quality, sequesters carbon, and contributes to an aesthetically pleasing place to live, work, play, and learn. The tree canopy also represents a defining element in neighbourhood character. Staff’s investigation identified limitations when it comes to the protection of trees within the City of Pickering, but outside of the Tree Protection Area, and not considered through draft plan of subdivision, zoning, land division or site plan approval applications, or a TRCA permit process. Any proposed amendments to the existing by-law could have resource implications (additional staff time, required qualifications, and costs), that need to be considered in concert with any such proposed amendments. Other aspects of the existing by-law should be reviewed for potential areas of improvement. To address these limitations, Council could consider adopting amendments to the existing Tree Protection By-law, including expanding the Tree Protection Area to apply to all lands within the City of Pickering. Staff is recommending that Council authorize staff to undertake the process to amend the existing Tree Protection By-law. That process would include drafting a proposed amendment to the Tree Protection By-law, engaging the public and stakeholders, such as arborists and tree removal contractors, for their input, and reporting back to Council on the outcome of the engagement and any additional resources that may be required to implement an expanded Tree Protection By-law. 4. Conclusion and Recommendation At the conclusion of the Infill & Replacement Housing in Established Neighbourhoods Study, staff was directed to investigate the implementation of a by-law for the protection of trees and report back to Council. This Report responds to that direction. The CWG reviewed various policies, legislation, by-laws, and other municipal experiences with the enforcement of tree protection by-laws, and found that the City’s Tree Protection By-law can be improved to afford greater protection to more trees within the City of Pickering. The CWG is recommending that a process be undertaken to amend the existing Tree Protection By-law (By-law 6108/03, as amended), which will include a public engagement process, and report back to Council. Report PLN 23-22 was prepared in consultation with the following branches in the Corporation: Planning & Urban Design Section, Sustainability Section, Municipal Law Enforcement, and the Engineering Services Department. - 104 - Report PLN 23-22 May 2, 2022 Subject: Tree Protection Project Page 6 Appendix: Appendix l – Summary of Policy and Legislative Scan Attachments: 1.Resolution #428/20 2.Pickering Tree Protection By-law (By-law Number 6108/03, as amended) 3.Municipal Scan Summary Chart Prepared By: Original Signed By Margaret Kish, MCIP, RPP Principal Planner, Policy Original Signed By Déan Jacobs, MCIP, RPP Manager, Policy & Geomatics Approved/Endorsed By: Original Signed By Catherine Rose, MCIP, RPP Chief Planner Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO MK:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 105 - Appendix I to Report PLN 23-22 Summary of Policy and Legislative Scan - 106 - 1. Summary of Policy and Legislative Scan 1.1 City of Pickering Tree Protection By-law The City’s Tree Protection By-law 6108/03, as amended by By-laws 6191/03 and 7007/09, was passed by Council on March 17, 2003. The purpose of the Tree Protection By-law is to prohibit and regulate the injuring, destruction or removal of trees in defined areas of the City of Pickering, and establishes a permit fee, and fines for violation of the by-law, and which clearly outlines the limited circumstances and areas where the felling of healthy trees would be permitted. Amending By-laws 6191/03 and 7007/09 address permit fees and the delineation of the Tree Protection Area respectively. The City’s Tree Protection By-law contains a schedule which identifies a Tree Protection Area which includes areas designated as Shorelines and Stream Corridors, Wetlands and Environmentally Significant Areas (identified in Schedule lll of the Pickering Official Plan, Edition 5, 2008), and areas within 30 metres adjacent thereto. The City’s Tree Protection By-law Screening Areas (8,786.85 hectares) cover approximately 38 percent of the total land area of the City (23,205.85 hectares). This leaves approximately 62 percent of the City’s land area outside of the Tree Protection By-law Screening Areas that are not protected. The following are exempt from the City’s Tree Protection By-law: • Areas not within the Tree Protection Area; • Woodlots that are governed by the Regional Municipality of Durham (Regional Woodland By-law 30-2020); • The removal of dead, dangerous, diseased or severely injured trees or stumps, in accordance with good forestry practice; • Trees measuring less than 25 mm diameter at breast height (DBH); • Activities undertaken by the City, the Regional Municipality of Durham, the Conservation Authorities, an electricity transmitter or distributor (for defined purposes), among others; and • Injuring or destruction of trees imposed as a condition to the approval of a site plan, a plan of subdivision, a consent, or a development permit under the Planning Act, or as a requirement of site plan agreement, subdivision agreement, or development permit agreement. Tree Protection By-laws usually require a qualified arborist to review and issue a permit. The City’s current Tree Protection By-law generates approximately 5-6 permit applications a week during the summer season. Any proposed amendments to the existing by-law could have resource implications (staff time, required qualifications, and additional costs), that need to be considered in concert with any such proposed amendments. In addition, the City’s current by-law does not address reasons for refusal of a tree removal permit application. 1.2 Durham Region Woodland By-law 30-2020 The Regional Woodland By-law applies to Woodlands within the region that are 1 hectare (2.5 acres) in size and greater. Areas that are less than 1 hectare are the responsibility of the local area municipalities. The Regional Woodland By-law was passed by Durham Regional Council on July 29, 2020 and is in place to prohibit or regulate the destruction or injury of trees - 107 - within the Woodlands across the Regional Municipality of Durham. The Regional Woodland By-law aims to improve and sustain healthy Woodlands and their related natural habitats and environments. The overall goal is to contribute to ecosystem health, human health, recreation, enjoyment, and quality of life through the maintenance of Woodland cover. Woodlands do not include orchards, tree nurseries, holiday tree plantations, fence rows, or lands previously cleared for agricultural purposes that have become overgrown with scrub and/or small trees, and are intended to be used again for farming. A permit from the Region may be required to cut down or remove trees within a Woodland and any Sensitive Natural Areas. 1.3 Tree Inventory, Preservation, and Removal Compensation Requirements On January 15, 2018, Council adopted Resolution #387/18, which authorizes the collection of fees for tree removal as a condition of a draft plan of subdivision, zoning, land division or site plan approval application. The Council adopted Tree Inventory, Preservation, and Removal Compensation Requirements is referred to here as “Tree Removal Compensation”. Revenue received from Tree Removal Compensation is applied to tree planting programs within the City of Pickering, and reduces the requirement to use other sources of funds for this purpose. As of April 1, 2022, the values for cash-in-lieu for tree removal associated with the Tree Removal Compensation are $550 per tree for all trees that cannot be replanted, with a cap of $3,300 per dwelling unit, and $8,250 per 1,000 square meters floor area, or part thereof, for industrial and commercial developments. Tree Removal Compensation is applied to the removal of all existing live trees with a caliper of 15 centimeters DBH and greater (excluding Ash trees). These fees are reviewed on an annual basis. 1.4 City of Pickering Urban Forest Study The City of Pickering Urban Forest Study, February 2012, was prepared by the Toronto and Region Conservation Authority (TRCA), in partnership with the City of Pickering. The purpose of the Study was to assess the distribution, structure and function of the urban forest, and to provide management recommendations for enhancing the sustainability of both the urban forest and the community as a whole. A suite of tools for analysis were used to quantify the structure and function of the urban forest in the City of Pickering including the following: • Tree Cover and Leaf Area; • Tree and Shrub Cover by Land Use; • Most Common Tree Species by Land Use; • Tree Size; • Structural Value of Trees in Pickering; • Carbon Storage and Sequestration; • Air Pollution Removal; and • Residential Energy Savings. The Study report established that the protection and stewardship of existing trees is the most effective means of achieving greater tree cover and leaf area, and that trees that grow to reach a large mature size provide the highest benefit-cost ratio with respect to - 108 - the provision of ecosystem services. Further, the Study report identified that the City’s existing Tree Protection By-law protects trees in parks and designated Tree Protection Areas and that there is no by-law that regulates the destruction or injury of trees outside of these areas. The Study concluded with 26 recommendations to assist in sustainable urban forest management, and specifically recommended that the City should develop a tree preservation by-law that protects all mature and significant trees located on private property. In addition, the Study report identified that the planting of a replacement tree(s) should be stipulated as a condition of tree removal. The replacement of trees must ensure that there is no net loss in leaf area and no significant loss in associated ecosystem services. 1.5 City of Pickering Official Plan 1.5.1 Official Plan Policies Municipal official plans are the most important vehicle for achieving comprehensive, integrated and long-term land use planning, and guides all of a municipality's land use planning decisions. The City of Pickering Official Plan (POP) provides a vision of the City, identifies how the vision can be reached, and establishes a monitoring program for checking progress and making necessary adjustments. All development in the City must conform to the Council approved official plan. The POP promotes a complete community through policies aimed at sustaining healthy urban, rural and ecological systems, and facilitating beneficial and supportive interactions amongst these systems. Chapter 10, Resource Management, contains policies that address ensuring the protection, conservation and enhancement of the City’s natural heritage features and functions, water, air, energy and other resources, as well as ensuring the protection of people and property from environmental hazards. In particular, POP policy 10.14(c) addresses the importance for Council to consider all tools available to assist with tree preservation, and the implementation of such tools where appropriate. Chapters 9 and 14 in the POP outline detailed policies for addressing Community Design and Detailed Design Considerations to create high quality built and natural environments over the long term growth of the City. The POP supports good community design that encourages development that where possible, is properly integrated and connected to Pickering’s natural features and resources, while preserving and enhancing their integrity. The POP contains policies that encourage the protection of mature trees of aesthetic and heritage value, address increasing the tree canopy through tree planting programs to promote biodiversity, improve air quality, and reduce the urban heat island effect, address the design of streetscapes to include planted boulevards, encourage landscape design that provides shade in the summer and visual interest throughout all seasons, encourage the placement of underground utilities that supports the planting of trees and other large scale plant materials, and encourage the use of trees and shrubs in certain areas to create or reinforce a human scale that is comfortable and friendly to all users. - 109 - 1.5.2 Ecosystem Compensation Policies On February 28, 2022, Council approved Official Plan Amendment 35 (OPA 35) and the draft Memorandum of Understanding Ecosystem Compensation Implementation between the City of Pickering and the TRCA. OPA 35 added new policies to, and changed existing policies in the Pickering Official Plan with regard to ecosystem loss and compensation due to development impacts on a City-wide basis. Embedding the principle of ecosystem compensation, where all options for protection have been exhausted, in the Pickering Official Plan provides a stronger basis for collaboration between parties and achieves a consistent and transparent approach to compensation through the implementation of approved development proposals. OPA 35 has been appealed to the Ontario Land Tribunal and no date has yet been set for the hearing. The Memorandum of Understanding for Ecosystem Compensation Implementation (Ecosystem Compensation MOU) is to administer and collect fees, and provide technical guidance regarding the interpretation and calculation of ecosystem compensation. The compensation collected will enable the replanting, restoration and/or enhancement of the natural heritage system. Table 1 of the Ecosystem Compensation MOU clarifies the application of TRCA’s Guideline for Determining Ecosystem Compensation, dated June 2018, in relation to the City’s Tree Removal Compensation (previously described in subsection 1.3 above), and outlines which agency collects and administers the Ecosystem Compensation Fee by type and location of features to be removed. In particular, Table 1 ensures that there will be no overlap between the City and TRCA in the collection of compensation fees for the removal of ecosystem features or functions. Table1 also establishes that the implementing mechanisms for the collection of compensation fees will depend on the location (within the City of Pickering and inside or outside the TRCA regulated area), and be through a TRCA permit process, a condition of site plan approval, draft plan of subdivision, zoning, or land division. 1.6 Sustainability Strategic Initiatives 1.6.1 City of Pickering Tree Planting Efforts To contribute towards a healthy environment, the City has implemented a series of initiatives to help restore and enhance the health of its urban tree canopy. These efforts are reflected through ongoing City-led programs, events, restoration projects and community partnerships. To encourage residents to help enhance the tree canopy the City offers a Backyard Tree Planting Program in partnership with Local Enhancement and Appreciation of Forests (LEAF) and the Region of Durham, which provides residents the opportunity to add native trees or shrubs to their property at a discounted rate. The City also hosts annual tree planting events in its parks and natural areas for members of the community, as well as free native tree/shrub giveaways for residents to plant in their own backyard. - 110 - Each year, in consultation with the TRCA, the City identifies high priority planting areas within its natural areas that have been negatively impacted by invasive species, wildlife, natural degradation, and other factors. Planting efforts are then prioritized and undertaken in these areas. The City also partners with local businesses, organizations and other community groups to help enhance and restore these high-priority areas through tree/shrub plantings. These restoration efforts are in addition to the City’s annual tree planting program whereby trees and shrubs are added to the City’s parks and boulevards to help increase tree canopy and shade opportunities around play-units and walkways, and to address the impact of invasive species. 1.6.2 Pickering’s Sustainable Development Guidelines and Integrated Sustainable Design Standards The City’s current draft Sustainability Guidelines, adopted in 2007, and Seaton Sustainable Placemaking Guidelines, incorporate optional measures to address tree preservation and protection through the development and re-development application process. The City of Pickering is developing new Integrated Sustainable Design Standards for all new development in the city to replace the 2007 Sustainable Development Guidelines. Developing a new set of standards will allow the City to review development through a lens that includes modern green best practices and technology. A recent survey that was conducted as part of the update process for these guidelines found that trees emerged as one of the top three priorities for Pickering’s residents. The new Integrated Sustainable Design Standard, anticipated to be brought forward to Planning and Development Committee and Council in June 2022, is expected to maintain or further enhance existing provisions related to trees, and support or align with the other ways in which the City addresses tree protection. However, this anticipated support would be limited to review through planning application processes. 1.7 Infill & Replacement Housing in Established Neighbourhoods Study 1.7.1 Infill Study Background In September 2017, Council directed staff to undertake an Infill & Replacement Housing in Established Neighbourhoods Study (the Infill Study). The Infill Study recommendations provided direction on the future evolution of the City’s identified Established Neighbourhood Precincts so that neighbourhood precinct character is properly considered through the development and building approval processes for infill and replacement housing. Following the conclusion of the Infill Study in September 2020, Council authorized staff to initiate the Official Plan and Zoning By-law Amendment processes (Files: OPA 20-006/P and A 11/20) to implement the recommendations of the Infill Study, adopted Urban Design Guidelines for Infill & Replacement Housing in Established Neighbourhood Precincts, and directed staff to investigate the implementation of a by-law for the protection of trees on private property and report back to Council (see Resolution #428/20, Attachment #1 to Report PLN 23-22). - 111 - The Official Plan and Zoning By-law Amendment processes related to the Infill Study were completed with Council’s adoption of Official Plan Amendment 40 (OPA 40) and Zoning By-laws 7872/21, 7873/21, and 7874/21, which were further amended through Zoning By-laws 7900/22, 7901/22, and 7902/22 (File: A 12/21). OPA 40 and all associated Zoning By-laws have been appealed to the Ontario Land Tribunal. No hearing dates have yet been set by the Ontario Land Tribunal for these appeals. OPA 40 strengthens policies for established neighbourhood in the Pickering Official Plan including the requirement that new development complements and is compatible with the character of the Established Neighbourhood Precinct, and encourages the preservation of existing mature trees (OPA 40, policy 3.9 (f)(vii)). A recurring theme of the feedback received throughout the Infill Study, and prior to the Infill Study during the Focus Group Sessions held with the public in May 2017, related to the loss of mature trees as a result of new infill and replacement dwelling construction. Comments from the May 2017 Focus Group Sessions included the following: • Tree-lined streets add to the character of neighbourhoods; • Mature trees should be protected; and • Mature trees, natural areas and spaces between houses are important. The Infill Study feedback supported the protection of trees on private property. 1.7.2 Infill & Replacement Housing in Established Neighbourhoods Urban Design Guidelines Urban design guidelines provide detailed design direction that implements a municipality’s vision of the community, or a neighbourhood, as directed by the policies in an official plan and the performance standards in a zoning by-law. Urban design guidelines are intended to help refine the sense and character of a place through design principles. Urban Design Guidelines are not intended to be prescriptive or site-specific, and are not a requirement for development approval. On October 25, 2021, Council adopted the Urban Design Guidelines for Infill & Replacement Housing in Established Neighbourhood Precincts, August 2021 (Infill UDGs). These Infill UDGs are consistent with OPA 40, Informational Revision 28, and the associated Infill Study Zoning By-law Amendments to By-laws 2511, 2520, and 3036. The Infill UDGs address elements in the public realm that contribute to neighbourhood character. In the case of the City’s established neighbourhoods, private landscaping in front yards including mature trees, and street trees, contribute to the overall character of the neighbourhoods. In order to help maintain and enhance the character of the public realm, landscaping, preservation of existing trees, and tree planting are encouraged. In particular Section 4.1 of the Infill UDGs states that existing mature trees should be preserved whenever possible, and that native tree species that are drought and salt tolerant and disease resistant should be chosen. - 112 - Attachment #1 to Report #PLN 23-22 Legislative Services Division Clerk’s Office Directive Memorandum October 2, 2020 To: Kyle Bentley Director, City Development & Chief Building Official From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on September 28, 2020 Director, City Development & CBO, Report PLN 18-20 Infill and Replacement Housing in Established Neighbourhoods Study -Planning Recommendations Report (Phase 3 Report) Council Decision Resolution #428/20 1.That the Infill and Replacement Housing in Established Neighbourhoods, Planning Recommendations Report, prepared by SGL Planning & Design Inc., dated August 2020, as contained in Attachment #1 to Report 18 -20, be endorsed; 2.That, in accordance with the recommendations in the Infill and Replacement Housing in Established Neighbourhoods, Planning Recommendations Report, prepared by SGL Planning & Design Inc., dated August 2020, City staff; a)be authorized to initiate the recommended Official Plan and Zoning By-law Amendment processes; b)be authorized to undertake the necessary steps to implement the recommended by-law to restrict the width of driveways in the public right-of- way; and, c)be directed to investigate the implementation of a by-law for the protection of trees on private property and report back to Council in mid 2021. 3.That Council adopt the Urban Design Guidelines for Infill and Replacement Housing in Established Neighbourhood Precincts contained in Appendix B of the Infill and Replacement Housing in Established Neighbourhoods, Planning Recommendations Report, prepared by SGL Planning & Design Inc., dated August 2020. Please take any action deemed necessary. Susan Cassel Copy: Interim Chief Administrative Officer - 113 - Attachment #2 to Report #PLN 23-22 Appendix E OFFICE CONSOLIDATION TREE PROTECTION BY-LAW BY-LAW NUMBER 6108/03 Passed by Council on March 17, 2003 Amendments: By-law 6191 /03 October 14, 2003 Section 4(b) -Fees By-law 7007 /09 Dec.21,2009 Section 1 ( e) Schedule "A" THE CORPORATION OF THE CITY OF PICKERING BY-LAW NUMBER 6108/03 Being a by-law to prohibit and regulate the injuring, destruction or removal of trees in defined areas of the City of Pickering. WHEREAS pursuant to Section 135(1) of the Municipal Act, 2001, S.O 2001, c. 25, as amended, a local municipality may prohibit or regulate the destruction or injuring of trees; and WHEREAS the Council of the Corporation of the City of Pickering passed Resolution #125/02 on November 4, 2002 that directs staff to prepare a by-law that would require residents backing onto watercourse ravine areas to obtain a permit for felling healthy trees and that said by-law include a permit fee and fines for violation of the by-law and that the by-law clearly outline very limited circumstances where the felling of healthy trees would be permitted; and - 114 - - 115 - - 116 - - 117 - - 118 - - 119 - Tree Protection By-law Municipal Scan Summary Chart File: J:\Documents\Development\D-1100\D-1100-104\Background\Municipal Scan-Summary Chart v1 Last Updated: 4/12/2022 10:10 AM Attachment #3 to Report #PLN 23-22 Municipality Richmond Hill London Markham Vaughan Mississauga Toronto Date By-law Adopted Mar. 19, 2007 Aug. 30, 2016 Jun. 24, 2008 Apr. 6, 2018 Dec. 12, 2012 Feb. 21, 2005 Last Amended Under Review Dec. 21, 2021 May 9, 2017 Nov. 17, 2020 Mar. 1, 2013 Dec. 10, 2015 Staff Resources 1 1 ISA2/TRAQ 3 1 MLEO4 2 ISA 1 Forest Planner 2 ISA/TRAQ 1 MLEO 3 ISA/TRAQ 1 ISA/TRAQ 2 MLEO 10 ISA/TRAQ 6 MLEO Application Fee $160 + HST $0 $0 $70 + HST $375 + HST $100 + HST Number of Applications 5 (2021) 490 458 723 406 Not Available 2,840 Number of Permits Granted6 (2021) 317 432 486 332 Not Available 2,272 Fines($/tree)7 $300-$100,000 $500-$100,000 $300-$100,000 $250-$100,000 $2,500-$100,000 $500-$100,000 Replanting/Cash-in-lieu ($/tree)8 $547.00 $350.00 $600.00 $550.00 $589.44 $583.00 Arborist Report Required 9 Yes Yes No Yes Yes Yes Size of Regulated Tree (DBH-cm)10 20+ cm 50+ cm 20+ cm 20+ cm 15+ cm 30+ cm 1 “Staff Resources” refers to the number of full time staff dedicated to enforcing the tree by-law 2 “ISA” stands for International Society of Arboriculture 3 “TRAQ” stands for Tree Removal Assessment Qualification 4 “MLEO” stands for Municipal Law Enforcement Officer 5 “Number of Applications” refers to the number of tree removal applications received in 2021 6 “Number of Permits Granted” refers to the number of permits granted to remove trees in (year) 7 “Fines” refers to the dollar amount of fines established in the tree by-law for illegal removal of one tree 8 “Replanting/Cash-in-lieu ($/tree)” refers to whether or not a municipality has a requirement in their by-law to replace a removed tree, or provide cash-in-lieu of replacing a removed tree, and how much the cash-in-lieu of replanting is in dollars per tree 9 “Arborist Report” refers to whether or not the municipal by-law and permitting process requires the submission of an Arborist Report for review by the municipality. The cost of an arborist report can range from $250+HST to $10,000+HST or more depending on the scope of work 10 “Size of Regulated Tree (DBH)” refers to the size of the trees that are regulated based on the diameter at breast height (DBH) in centimeters (cm) - 120 -