HomeMy WebLinkAboutMarch 6, 2023Executive Committee
Meeting Agenda
March 6, 2023
Hybrid Electronic Meeting – 2:00 pm
Council Chambers
Chair: Councillor Robinson
For information related to accessibility requirements please contact:
Committee Coordinator
905.420.4611
clerks@pickering.ca
Members of the public may attend the meeting in person, or 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 a virtual 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.
3.1 Simon Gill, Director, Economic Development and Tourism, Regional Municipality
of Durham (In Person)
Re: Durham Region’s New Economic Development Strategy & Action Plan
-Ready Set Future - A PLACE Blueprint for Durham
3.2 Lynn Jeffs, Gems for Gems Hope's Cradle (In Person)
Re: Request for a Hope’s Cradle Safe Baby Surrender System to be Incorporated
into Fire Hall No. 2
4.Matters for Consideration
4.1 Director, Corporate Services & City Solicitor, Report BYL 02-23 1
Waterfront Permit Parking Review
Recommendation:
Executive Committee
Meeting Agenda
March 6, 2023
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1.That Report BYL 02-23 regarding the Waterfront Permit Parking
Review be received;
2.That the streets outlined on the attached map (Attachment 1) be
approved as the waterfront permit parking area effective May 1,
2023, and that Traffic and Parking By-law 6604/05 be amended
accordingly;
3.That the waterfront permit parking hourly rate be changed from
$5.00 to $2.50 per hour, Monday to Friday, 9:00 am to 5:00 pm, and
that General Municipal Fee By-law 6191/03 be amended
accordingly;
4.That, in addition to the two hour free parking already allowed in the
Liverpool Road lay-by spaces, two hour free parking be allowed
Monday to Friday from 9:00 am to 5:00 pm within the waterfront
permit parking area except for Beachpoint Promenade, Front Street
and the municipally operated waterfront parking lots;
5.That Council direct staff to implement a free digital guest parking
pass system for residents parking in the waterfront permit parking
area;
6.That free resident waterfront parking permits issued after the date
of this Report be valid for a period of two years;
7.That a non-resident senior (age 65 years and older) waterfront
parking permit be introduced for a fee of $80.00 per year plus HST,
and that the General Municipal Fee By-law 6191/03 be amended
accordingly;
8.That Council direct staff to implement a physical free parking pass
to be provided to resident seniors (age 65 years and older) who do
not own or operate a vehicle, to allow them to be driven to the
waterfront without incurring parking costs;
9.That pre-budget approval be provided in the amount of $15,000.00
plus applicable HST for the purchase and installation of a WiFi hub
in each of the three municipally operated waterfront parking lots, to
enable cellphone users without data plans to use the HotSpot
Executive Committee
Meeting Agenda
March 6, 2023
Hybrid Electronic Meeting – 2:00 pm
Council Chambers
Chair: Councillor Robinson
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Committee Coordinator
905.420.4611
clerks@pickering.ca
Parking App to make parking payments, and this cost be included in
the 2023 Budget for account 10425.502260.0000;
10. That pre-budget approval be provided in the amount of $17,000.00
plus applicable HST for the purchase and installation of additional
signage, public engagement and communication campaign,
programming costs, and for changes to the HotSpot App to
implement the recommendations set out in this Report, and this
cost be included in the 2023 Budget for account
10425.502260.0000;
11. That, as part of the public engagement and communication
campaign, staff be directed to work with Nautical Village businesses
to enable the businesses to assist their customers with registration
for parking sessions;
12. That Council direct staff to conduct consultation with residents of
Essa Crescent to determine if that street should be added to the
waterfront permit parking area in the 2024 season and tha t staff
report back to Council in Q1 2024;
13. That the draft amending By-laws (Attachments 2 and 3 to this
Report) be enacted to give effect to Recommendations 3, 4, and 7
above; and,
14. That the appropriate officials of the City of Pickering be authorized
to take such actions as are necessary to give effect to the
recommendations in this report.
4.2 Director, Corporate Services & City Solicitor, Report BYL 04-23 23
Noise Control By-law Review and Update
Recommendation:
1.That Report BYL 04-23 regarding the Noise Control By-law review
and update be received;
2.That staff be directed to proceed with public consultation to obtain
feedback from residents regarding the City’s Noise Control By-law
6834/08 and the changes to it that are proposed in this Report;
Executive Committee
Meeting Agenda
March 6, 2023
Hybrid Electronic Meeting – 2:00 pm
Council Chambers
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3.That staff be directed to report back to Council in October, 2023
with the results of the public consultation and a draft new Noise
Control By-law for Council’s consideration; and,
4.That appropriate City of Pickering officials be authorized to take the
actions necessary to implement the recommendations in this
Report.
4.3 Director, Engineering Services, Report ENG 02-23 35
Municipal Bridge Maximum Gross Vehicle Weight Restrictions
-By-law to establish load limits for certain bridges under the jurisdiction
of the City of Pickering
Recommendation:
1.That the attached draft By-law limiting the gross vehicle weight of
any vehicle or any class thereof, passing over certain bridges,
under the jurisdiction of The Corporation of the City of Pickering be
enacted; and,
2.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 04-23 51
Statement of the Treasurer Respecting 2022 Remuneration and Expenses
of Members of Council and Council Appointees to Boards, Agencies and
Committees
Recommendation:
It is recommended that Report FIN 04-23 regarding the Statement of the
Treasurer respecting Remuneration and Expenses of Members of Council
and Council Appointees for the year 2022 be received for information.
4.5 Fire Chief, Report FIR 01-23 62
Supply and Delivery of a Fire Pumper Rescue Replacement
-Proposal No. RFP2022-7
Recommendation:
Executive Committee
Meeting Agenda
March 6, 2023
Hybrid Electronic Meeting – 2:00 pm
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1.That RFP No. RFP2022-7 submitted by Dependable Truck & Tank
Limited for the supply and delivery of a Fire Pumper Rescue
Apparatus in the amount of $1,262,486.00 plus HST be accepted;
2.That the total gross project cost of $1,550,909.00 (HST included)
and the total net project cost of $1,396,642.00 (net of HST rebate)
be approved;
3.That the Director, Finance & Treasurer be authorized to finance the
total net project cost in the amount of $1,396,642.00 as follows:
a)the sum of $1,200,000.00 from the previously approved 2022
Capital Budget be increased to $1,390,000.00, be financed by
the issue of debentures by The Regional Municipality of Durham
over a period not to exceed 15 years;
b)the sum of $6,642.00 be funded from property taxes;
c)the annual debenture repayment charges in the amount of
approximately $156,493.00 be included in the annual Current
Budget for the City of Pickering commencing 2023, or such
subsequent year in which the debentures are issued, and
continuing thereafter until the debenture financing is repaid;
d)the Treasurer be authorized to make any changes, adjustments,
and revisions to amounts, terms, conditions, or take any actions
necessary in order to effect the foregoing;
4.That the draft By-law attached to this report be enacted; and,
5.That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
4.6 Director, Operations, Report OPS 04-23 71
Residential Sidewalk and Driveway Windrow Snow Clearing Review
Recommendation:
That Report OPS 04-23 regarding Residential Sidewalk and Driveway
Windrow Snow Clearing Review be received for information.
Executive Committee
Meeting Agenda
March 6, 2023
Hybrid Electronic Meeting – 2:00 pm
Council Chambers
Chair: Councillor Robinson
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Committee Coordinator
905.420.4611
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4.7 Director, Operations, Report OPS 05-23 100
Quotation No. Q2022-35
-Supply and Delivery of Three ¾ Dump Trucks with Up-fitting
Recommendation:
1.That Quotation No. Q2022-35 submitted by East Court Ford
Lincoln, in the amount of $286,765.00 (HST excluded) be accepted;
2.That the total gross project cost of $324,044.54 (HST included), and
the total net project cost of $291,812.00 (net of HST rebate) be
approved;
3.That Council authorize the Director, Finance & Treasurer to finance
the total net project cost of $291,812.00, the sum of $245,000.00 to
be funded from the Vehicle Replacements Reserve as approved in
the 2021 and 2022 Capital Budgets be increased to $291,812.00;
and,
4.That the appropriate officials of the City of Pickering be authorized
to take the necessary actions as indicated in this report.
4.8 Director, Operations, Report OPS 06-23 105
Supply & Delivery of Five 1 Ton Trucks
-Quotation No. Q2022-34
Recommendation:
1.That Quotation No. Q2022-34 submitted by Blue Mountain Chrysler
Ltd. in the amount of $555,397.00 (HST excluded) be accepted;
2.That the total gross project cost of $627,598.61 (HST included) and
the total net project cost of $565,172.00 (net of HST rebate) be
approved;
3.That Council authorize the Director, Finance & Treasurer to finance
the total net project cost of $565,172.00 as follows:
Executive Committee
Meeting Agenda
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a)The sum of $240,000.00 to be funded from DC - Other
Services related to a Highway as approved in the 2021
Capital Budget be increased to $273,142.00;
b)The sum of $230,000.00 to be funded from Vehicle
Replacement Reserve Fund as approved in the 2021 Capital
Budget be increased to $292,030.00; and,
4.That the appropriate City of Pickering officials be authorized to take
the necessary action to give effect hereto.
4.9 Director, Operations, Report OPS 07-23 111
Request to Single Source One 1 Ton Truck with Service Body
Replacement
Recommendation:
1.That, in accordance with Section 09.03 (g) of the Purchasing Policy
wherein The Manager is authorized to make single or sole source
purchases without competitive bids and enter into a contract if due
to market conditions or unexpected circumstances, required goods
or services are in short supply, the purchase of One 1 Ton Truck
with Service Body Replacement for unit #795 (2014 Ford) submitted
by Paramount Truck Sales in the amount of $177,300.00 (HST
excluded), be accepted;
2.That the total gross quotation cost of $200,349.00 (HST included),
and the total net project cost of $180,420.00 (net of HST rebate) be
approved;
3.That Council authorize the Director, Finance & Treasurer to finance
the total net project cost of $180,420.00, as provided for in the 2021
and 2022 Capital Budgets as follows:
a)The sum of $175,000.00 to be funded from the Vehicle
Replacement Reserve as approved in the 2021 and 2022
Capital Budgets be increased to $180,420.00; and,
4.That the appropriate City of Pickering officials be authorized to take
the necessary action to give effect hereto.
Executive Committee
Meeting Agenda
March 6, 2023
Hybrid Electronic Meeting – 2:00 pm
Council Chambers
Chair: Councillor Robinson
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Committee Coordinator
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clerks@pickering.ca
4.10 Director, City Development & CBO, Report PLN 07-23 116
Corporate GIS Strategic Plan
Staff/Consultant Delegation
David Holdstock, Chief Executive Officer, Geographic Technologies Group
(GTG) (Virtual)
Recommendation:
1.That the Corporate Geographic Information System (GIS) Strategic
Plan prepared by Geographic Technologies Group (GTG) dated
December 7, 2022, and provided as Appendix I to Report PLN 07-
23, be endorsed in principle; and,
2.That the appropriate officials of the City of Pickering be authorized
to take the necessary actions as indicated in this report.
4.11 Director, City Development & CBO, Report SUS 02-23 159
City of Pickering Environmental Schools Grant
-Results of the 2022 Funding
Recommendation:
That Report SUS 02-23 regarding the City of Pickering Environmental
Schools Grant be received for information.
4.12 Director, City Development & CBO, Report SUS 03-23 174
Re-examination of Diabetes Canada Textile Drop Box Initiative
-Council Resolution #223/20
Recommendation:
1.That Report SUS 03-23 regarding the Diabetes Canada Textile
Drop Box Initiative be received;
2.That Council adopt one of the following options:
Executive Committee
Meeting Agenda
March 6, 2023
Hybrid Electronic Meeting – 2:00 pm
Council Chambers
Chair: Councillor Robinson
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Option A: That the City of Pickering does not enter into a
partnership agreement with Diabetes Canada for a Textile Drop Box
Initiative; or
Option B: That the City of Pickering does enter into a partnership
agreement with Diabetes Canada for a Textile Drop Box Initiative
and that staff be directed to draft a partnership agreement for
Council’s consideration that includes:
i.a one-year pilot project whereby Diabetes Canada Textile Drop
Boxes will be installed on the following three City of Pickering
properties: i) the southeast corner of the South Esplanade
municipal parking lot; ii) the southwest side of the gravel arena
parking lot at Chestnut Hill Developments Recreation Complex;
and iii) Dunmoore Park; and,
ii.that staff be directed to report back to Council in Q2 2024 with
results of the pilot project and provide recommendations for next
steps;
3.That staff be directed to develop and implement a community
education and outreach program pertaining to textile diversion
within the City of Pickering; and,
4.That the appropriate officials of the City of Pickering be authorized
to take the necessary actions as indicated in this report.
5.Other Business
6.Adjournment
Report to
Executive Committee
Report Number: BYL 02-23
Date: March 6, 2023
From: Paul Bigioni
Director, Corporate Services & City Solicitor
Subject: Waterfront Permit Parking Review
-File: L-2000
Recommendation:
1.That Report BYL 02-23 regarding the Waterfront Permit Parking Review be received;
2.That the streets outlined on the attached map (Attachment 1) be approved as the
waterfront permit parking area effective May 1, 2023, and that Traffic and Parking By-law
6604/05 be amended accordingly;
3.That the waterfront permit parking hourly rate be changed from $5.00 to $2.50 per hour,
Monday to Friday, 9:00 am to 5:00 pm, and that General Municipal Fee By-law 6191/03
be amended accordingly;
4.That, in addition to the two hour free parking already allowed in the Liverpool Road lay-by
spaces, two hour free parking be allowed Monday to Friday from 9:00 am to 5:00 pm
within the waterfront permit parking area except for Beachpoint Promenade, Front Street
and the municipally operated waterfront parking lots;
5.That Council direct staff to implement a free digital guest parking pass system for
residents parking in the waterfront permit parking area;
6.That free resident waterfront parking permits issued after the date of this Report be valid
for a period of two years;
7.That a non-resident senior (age 65 years and older) waterfront parking permit be
introduced for a fee of $80.00 per year plus HST, and that the General Municipal Fee By-
law 6191/03 be amended accordingly;
8.That Council direct staff to implement a physical free parking pass to be provided to
resident seniors (age 65 years and older) who do not own or operate a vehicle, to allow
them to be driven to the waterfront without incurring parking costs;
9.That pre-budget approval be provided in the amount of $15,000.00 plus applicable HST
for the purchase and installation of a WiFi hub in each of the three municipally operated
waterfront parking lots, to enable cellphone users without data plans to use the HotSpot
Parking App to make parking payments, and this cost be included in the 2023 Budget for
account 10425.502260.0000;
-aft;of-
Pl(KERJNG
- 1 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 2
10.That pre-budget approval be provided in the amount of $17,000.00 plus applicable HST
for the purchase and installation of additional signage, public engagement and
communication campaign, programming costs, and for changes to the HotSpot App to
implement the recommendations set out in this Report, and this cost be included in the
2023 Budget for account 10425.502260.0000;
11.That, as part of the public engagement and communication campaign, staff be directed to
work with Nautical Village businesses to enable the businesses to assist their customers
with registration for parking sessions;
12.That Council direct staff to conduct consultation with residents of Essa Crescent to
determine if that street should be added to the waterfront permit parking area in the 2024
season and that staff report back to Council in Q1 2024;
13.That the draft amending By-laws (Attachments 2 and 3 to this Report) be enacted to give
effect to Recommendations 3, 4, and 7 above; and
14.That the appropriate officials of the City of Pickering be authorized to take such actions
as are necessary to give effect to the recommendations in this report.
Executive Summary: In 2021, the City introduced paid waterfront permit parking from
May 1st to October 1st annually, through Council Resolution #728/21.
The program included:
(i)paid parking at municipally operated waterfront parking lots and on one side of
waterfront area streets, with prohibited parking on the opposite side,
(ii)free resident waterfront parking permits,
(iii)an hourly rate of $5.00 for waterfront permit parking areas, and
(iv)free parking for accessible parking permit holders and veteran’s licence plates.
Council subsequently approved revisions to the program to: (i) reduce the parking rate in the
Nautical Village to $2.50 per hour Monday through Friday between 9:00 am and 5:00 pm, (ii)
allow two hour free parking in the lay-by parking spaces on Liverpool Road, and (iii) implement
seasonal and monthly parking permits.
The City committed to conduct a review of the waterfront permit parking program after the end
of its first season in 2022 to determine the appropriate recommendations for improvements in
2023 that would better meet the goals of the program. As a key part of that review, a public
consultation campaign was completed in December, 2022. The public consultation campaign
was comprised of three components:
(i)an on-line survey on the City’s website under the Let’s Talk section,
(ii)a direct mail survey to 697 residents of the waterfront area streets included in the
program, and
(iii)an email survey sent to the business owners in the Nautical Village.
- 2 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 3
Comments received from residents were mostly positive, and most residents were in favour of
keeping the waterfront permit parking program in place. Many residents were happy that the
program resulted in greater parking availability at the waterfront. Feedback confirmed that
improved communication about the program is needed. Staff propose to address this concern
with additional public engagement and signage, as more specifically described in this Report.
Many waterfront area businesses reported that the implementation of two hour free parking in
the Nautical Village provided good turnover of available parking for their customers to access
the businesses without cost. Residents of waterfront area street residents indicated that
parking and traffic problems were greatly reduced. Overall, the waterfront permit parking
program allowed Pickering residents better access to the waterfront at no cost to them.
Streets that did not experience high usage in the program and where residents do not want
permit parking have been identified for removal from the program. A revised map of the
waterfront permit parking area is Attachment 1 to this Report.
In an effort to provide consistent application of the waterfront permit parking regulations, staff
recommend that the hourly rate Monday through Friday between 9:00 am and 5:00 pm be
reduced to $2.50 per hour at all locations that make up this program.
It is also recommended that two hour free parking be extended to all waterfront permit parking
area streets except for Beachpoint Promenade, Front Road, and the waterfront parking lots.
Two hour free parking would be offered Monday to Friday, between the hours of 9:00 am and
5:00 pm.
To address concerns expressed by residents about the process for guest parking, a guest
parking pass system is recommended in this report to provide residents the ability to obtain a
no charge daily permit for visitors parking on their street.
As per feedback received through the public consultation campaign, and for ease of
administration, staff recommend that the free waterfront parking permits issued to Pickering
residents be valid for a two year period commencing on March 28, 2023.
Based on survey results and other input from users, staff propose that a non-resident seniors’
waterfront parking permit be approved with a proposed fee of $80.00 plus HST, valid from May
1 to October 1 in 2023.
The feedback received from the public and the observations of City staff have identified areas
for improvement for the 2023 waterfront permit parking season. The proposed changes are
generally directed toward making the program easier for residents and for all users. Increased
communication and outreach to residents is also proposed, to better inform residents about
how to register for free waterfront parking and easier access to purchase a parking session.
Some changes to the HotSpot parking App will be required to implement some of the changed
proposed in this Report.
- 3 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 4
Financial Implications: The associated costs to implement the recommendations set out in
this report in 2023 are:
(a) Purchase and installation of three WiFi hubs in the municipally operated waterfront
parking lots is approximately $15,000.00 plus HST.
The implementation of an enhanced communication and public awareness campaign
for the paid parking program in the additional amount of $17,000.00 plus HST. This
includes enhanced signage, public outreach and communications campaign,
programming costs, and changes to the HotSpot software to implement the program
changes set out in this Report. More specifically, staff propose approximately 20
additional fast tap signs ($42.50 each) and four additional large information signs to be
placed at municipally operated waterfront lots and at the entrance of Beachpoint
Promenade ($153.20 each). The enhanced communications campaign will also include
large A-frame signs placed near the parking lots for the first three months of the
program at a cost of $250.00 per month per sign. A mail out specific to waterfront area
residents outlining the registration process for resident and guest permits will cost of
approximately $1,000.00. Additional social media outreach costs will be $500.00. News
Advertiser community page ads will be used at no cost, and a full page or webpage add
will be taken out at a cost of $1,500.00.
(b) The cost for required modifications and updates to the HotSpot App is projected to
require between 60 and 80 hours of work at an hourly rate of $125.00. The
modifications will implement the proposed program changes, including creation of the
guest permit portal.
The associated revenues projected with the waterfront permit parking program in 2023 are:
i. For 2023 budget purposes, staff estimate that net revenues generated by the
waterfront permit parking program in 2023 will be approximately $243,658.00.
ii. This revenue estimate takes into account an expected reduction of approximately
$25,000.00 resulting from the extension of two hour parking and fee reduction on
waterfront streets.
iii. This revenue estimate takes into account an expected reduction of approximately
$9,000.00 resulting from the reduction of the hourly permit fee from $5.00 to $2.50 in
the municipally operated waterfront parking lots.
The associated revenues resulting from the waterfront permit parking program for the 2022
season are:
The hourly rate of $5.00 per hour was initially approved by Council in 2022. As set out in
Report BYL 02-21, 2022 parking fee gross revenues were projected to be $290,800.00. The
actual 2022 parking fee gross revenues totalled $320,656.23.
- 4 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 5
The following provides a breakdown of actual parking fee gross revenues for the 2022
waterfront permit parking season:
Permit Revenue (Seasonal - 94, Monthly - 57) $19,984.05
Mobile App Parking Sessions (4,276) $26,102.36
Fast tap Parking Sessions (38,977) $274,569.82
Total waterfront parking fee revenue for 2022
season:
$320,656.23
After deduction of the 15% due to HotSpot per its contract with the City, the City’s 2022
parking fee net revenues were $272,557.80.
In addition to parking fees, there were also fines generated from enforcement of the 2022
waterfront permit parking program which totaled $541,645.00. Of this amount, Pickering has
been paid $349,451.00 to date.Fine revenue is expected to decrease somewhat for the 2023
season due to increased communication, program awareness and an anticipated increase in
compliance due to the expansion of two hour free parking and the reduced hourly rates
thereafter.
Discussion: With the onset of the COVID 19 pandemic in 2020, the City began to
experience significant issues with vehicle parking and congestion in the waterfront area. These
concerns continued into the Spring of 2021 when, at the June 7, 2021 Executive Committee
meeting, Council requested that staff outline a viable plan to address illegal parking at the
waterfront. Staff were directed to bring forward a Report to effectively deal with enforcement
matters at the City’s waterfront by the June 28, 2021 Council meeting.
Pursuant to Council’s Resolutions #636/21 and #637/21, parking fines were reviewed and
increases recommended, enhanced parking enforcement options were provided, and a public
consultation was undertaken to obtain feedback from residents regarding the City’s existing
parking measures and a proposal to implement paid permit parking both on-street and at City
waterfront parking lots.
Feedback from residents supported the implementation of paid permit parking and Council
Resolution #728/21 approved the implementation of paid parking at the City’s waterfront
parking lots and on one side of waterfront area streets, prohibited parking on the opposite side,
free resident waterfront parking permits, an hourly rate of $5.00 for permit parking areas, and
free parking for accessible parking permit holders and veteran’s licence plates.
At the March 28, 2022 Council meeting, Council approved seasonal and monthly waterfront
parking permit (Resolution #843/22).
Through Council Resolution #872/22 on April 25, 2022, the parking rate for the Nautical Village
and Liverpool Road parking lot was amended to $2.50 per hour, Monday through Friday
between the hours of 9:00 am to 5:00 pm.
- 5 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 6
Council Resolutions #930/22 and #931/22, enacted on June 27, 2022, directed staff to
implement two hour free parking in the Liverpool Road lay-by parking spaces. There was no
discussion or direction regarding the applicable timeframe for the two hour free parking in the
Liverpool Road lay-by spaces. Based on this, staff implemented this seven days a week, from
9:00 am to 10:00 pm. This change was not promoted or posted on signage, as it was intended
to benefit customers of the Nautical Village businesses. Staff recommend that this approach
continue for 2023.
Also at the June 27, 2022 Council meeting, staff were directed to create youth Nautical Village
employee parking permits and investigate methods of issuing waterfront parking permits to
residents without vehicles of their own. Staff implemented processes to provide both of these
services, however, there were no applicants for the youth employee parking permits.
Staff began registering residents for free waterfront parking permits in mid-April, 2022. For the
2022 waterfront parking season, 11,586 residents of Pickering registered for free waterfront
parking permits, either on-line, in-person at City Hall or at one of the ten evening registration
dates held at City facilities. Staff will host in person sessions again for the 2023 season.
There was a total of 43,253 parking sessions during the 2022 season at the City’s waterfront.
Fast tap signs were the most frequently used, based on their convenience. However, the best
value to frequent parkers was utilizing the mobile application, based on the ability to end
parking sessions early and be refunded the remaining parking fees to the customer’s account
for future use.
In order to effectively implement the new waterfront permit parking program in 2022, additional
summer enforcement officers were hired to ensure that dedicated waterfront parking
enforcement occurred seven days a week, including statutory holidays, from 9:00 am to 10:00
pm. Waterfront permit parking began with a gradual launch, with enforcement beginning in
mid-May 2022 with warning tickets only. Enforcement with fines for parking contraventions
began on May 30, 2022.
There were 479 warning tickets issued prior to the commencement of enforcement. From May
30 until October 1, 2022, there were 9,765 tickets issued to vehicles for the offence of parked
without a permit, with fines totaling $541,645.00.
Let’s Talk Pickering On-line Survey:
Information on the survey available on the Let’s Talk Pickering page was promoted through an
email to over 8,000 City of Pickering permit holders through HotSpot, as well as through social
media, signage, etc. The Let’s Talk Pickering Waterfront Parking page on the City’s website
went live on October 12, 2022, and had 3,304 visits. Of those visits, 479 people chose to
participate in the on-line survey. 64 participated in the quick poll, which asked how they
typically get to the waterfront. 56 of the 64 respondents indicated that they drive and park.
Based on the responses to the Let’s Talk Pickering Survey, almost all participants were aware
of the waterfront permit parking program (475), and had visited the waterfront in 2022 (423). Of
the 479 survey participants, 351 indicated how they used the program, with 327 utilizing the
free resident permit, and 24 paying for parking. When asked if free WiFi in the waterfront
parking lots would be helpful, 42% responded yes, 35% responded no, and 23% were
- 6 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 7
undecided. The survey also asked if residents would prefer a two year term for free resident
waterfront parking permits. 82% of 471 respondents preferred a two year term.
The Lets Talk Pickering survey also included a question asking if a reduced rate should be
provided to seniors that are non-residents. 310 of the 469 respondents (10 people skipped this
question) indicated this should be offered by the City. Based on this, staff propose that a
seniors’ waterfront parking permit be approved with a proposed fee of $80.00, valid from May 1
to October 1 each year.
Some of the comments received through the Lets Talk Pickering survey include:
• I loved the paid parking for nonresidents. The beach was cleaner and less crowded. There
were a lot fewer large celebrations such as showers and birthdays. Even fireworks were
less evident. Please keep this program in place! It would be nice to have a two year permit
for residents though.
• Program seems unnecessary on many paid parking streets, barely any cars were parked
on side streets in west shore, recommend reducing paid areas to closer to lake and
perhaps only to weekends.
• I am a resident of Pickering. Before paid and resident parking permit program was
established, I was never able to go to the Pickering Frenchman’s Bay waterfront as I was
never able to find a parking spot. So my husband and myself drove to Whitby parking lot.
Now since the permit program was implemented, I was able to go to the Pickering
Frenchman’s Bay waterfront frequently. Never had an issue getting a parking spot except
for few busy long weekends. I am very pleased with this program and would like to see this
continue every year. As a Pickering resident we should be able to enjoy our waterfront.
Thank you.
• Many seniors don't have or carry a cell phone with them, so paid parking is very difficult. I
also believe that many visitors to the area leave garbage etc. on our beaches. We see
Pickering workers on a regular basis cleaning up. This impacts the taxes Pickering
residents pay. I agree that visitors should pay for parking. If merchants in the area want to
attract business they should negotiate with the city. They could offer a 2 hour parking for
paying customers.
• I live on Essa Cres. and I still don't understand why our street being so close to the water
was not included?
• I loved the program. I was able to find parking every time I visited the waterfront. Pickering
residents should maintain this priority parking. Better for the environment because I'm not
travelling out of my city.
• As a Pickering resident and member of the Pickering Dragon Boat Club, waterfront parking
was much more accessible than previous years. Did not have to show up way too early to
secure a parking spot. I support the pay for parking at the waterfront and greatly
appreciated 'complimentary' for the residents.
• Paid parking should be for weekends and holidays only. Monday to Friday should be free
for anyone who wants to visit our waterfront and the local businesses.
• Paid parking program significantly addressed parking problems on Park Crescent. No
longer were people parking for the day and using Petticoat Creek Park and beach. By-law
enforcement was excellent and key to the success of the program.
- 7 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 8
• I found the online information and registration easy to use and had no problems. But I am
tech savvy and prefer the online/mobile app conveniences. I also found there was
adequate information about in person registrations on your website and local paper for
those who are not tech savvy.
• Instead of providing in-person registration assistance, it would be better to improve the
registration process itself and provide clear instructions for applicants.
• Please continue with the program next summer. I love walking down by the waterfront and
being able to find a parking spot.
Survey of Residents of Waterfront Permit Parking Streets:
Starting October 19, 2022, the City solicited feedback from residents of Waterfront Area
Streets by directly mailing 697 surveys to all properties within the waterfront permit parking
area. Of the 697 surveys sent out, 182 were returned.
Key questions were:
How did waterfront permit parking on your street impact your enjoyment of your property?
Comments received include:
• Reduced traffic, increased safety, easier driveway access
• Much better, less car parking
• Guest parking more challenging (frequent comment)
• No impact
• Negatively for service contractors
• Safer for pedestrians, fewer cars
Are you in favour of the waterfront permit parking program continuing in 2023?
113 in favour 63 against (176 answered the question)
Was there an improvement this year over 2020 and 2021 in relation to the negative impacts of
vehicle parking at the waterfront?
Yes 120 No 52
Should your street remain in the waterfront permit parking program? Please provide the street you
live on.
Annland Street Yes 4 No 1 Beachpoint Promenade Yes 2 No 0
Broadview Street Yes 2 No 3 Breezy Drive Yes 9 No 8
Chipmunk Street Yes 2 No 4 Commerce Street Yes 6 No 3
Cliffview Road Yes 5 No 11 Front Road Yes 2 No 3
- 8 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 9
Leaside Street Yes 3 No 1 Liverpool Road Yes 8 No 3
Mink Street Yes 7 No 4 Marksbury Road Yes 14 No 2
Park Crescent Yes 7 No 3 Pleasant Street Yes 3 No 0
Oklahoma Drive Yes 5 No 5 Sunrise Avenue Yes 5 No 2
Surf Avenue Yes 1 No 1 Tullo Street None received
Westshore Boulevard Yes 3 No 2 Wharf Street Yes 11 No 4
Yeremi Street Yes 6 No 5
If permit parking requirements are removed from your street, should prohibited parking on one side
of the street remain in place?
Yes 127 No 40
Do you think waterfront street permit parking areas should be enforced only on weekends?
Yes 55 No 105
In order to accommodate guest parking for residents of waterfront area streets, is it easier to move
your own car onto the street (and have guests park in your driveway), or have guests pre-register
on-line each time using a limited number of guest passes per house?
The majority of respondents indicated moving their own car as the preferred option, with about a
third preferring guest pre-registration, some open to having both options, and 14 preferring neither.
How would you rate your experience with the waterfront permit parking program in 2022?
Very good 46 Good 39 Fair 30 Poor 52
Please explain and provide recommendations for improvement:
Comments from Poor rating:
• Need to accommodate guest parking
• No one should have to pay for parking
• Better information on how to register, rules for resident parking
• Not necessary, get rid of it
• Garage sale attendees couldn’t park on street
• Park in lots, not on my street
• Enforcement too visible, not welcoming
- 9 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 10
Comments from Good/Fair Ratings:
• Guest parking issues, effect on businesses
• On-line registration was difficult
• Increase fees for out of town vehicles
• Happy with fewer crowds at waterfront
• Business owner, inconvenient for customers to pay
• Lower cost, better access (WiFi)
• Good for homes closer to the waterfront
Comments from Very Good Rating:
• Prevented boaters from parking trailers on our street
• Enforcement very effective
• Reduced traffic/parking, aggressive driving
• Source of revenue, allows residents to enjoy the waterfront
• Make signs permanent
• More education about registering, leniency on tickets for residents
• Less congestion
As you can see from the summary above, generally comments from the public were positive,
with the key issues for most residents being the accommodation of guest parking. Staff will be
working with HotSpot to develop an on-line guest registration portal to allow residents the
choice of either moving their vehicles to accommodate guests or registering guest vehicles for
a permit. It was also apparent that communication to residents about the program needs
improvement. Staff are hoping to include information regarding the waterfront permit parking
program in the next tax bill, and develop an extensive communication plan with Corporate
Communications staff upon receiving Council’s direction regarding the continuation of the
program.
One of the purposes of this end of 2022 season review was to determine which streets should
remain in the program, and which streets should be removed. Staff reviewed the number of
parking sessions on each street in the program, as well as the parking tickets issued per
street. Staff reviewed the removal of the following streets with the intention of eliminating
permit parking requirements, while retaining the prohibited parking regulation on one side.
However, based on resident feedback, staff propose to remove from the program only those
streets (or parts of streets) on which most residents supported removal.
Broadview Street 128 sessions, 16 tickets Residents 2 to 3 to remove
Chipmunk Street 3 sessions, 3 tickets Residents 4 to 2 to remove*
*(return previous prohibited parking/stopping school regulations)
Cliffview Road 52 sessions, 20 tickets Residents 11 to 5 to remove
- 10 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 11
Commerce Street 126 sessions, 11 tickets Residents 6 to 3 to keep
Leaside Street 36 sessions, 7 tickets Residents 3 to 1 to keep
Marksbury Road 82 sessions, 42 tickets Residents 14 to 2 to keep
Mink Street 26 sessions, 12 tickets Residents 7 to 4 to keep
Park Crescent 805 sessions, 263 tickets Residents 7 to 3 to keep
Pleasant Street 9 sessions, 1 ticket Residents 3 to 0 to keep
Tullo Street 180 sessions, 0 tickets No resident feedback
Yeremi Street 11 sessions, 9 tickets Residents 6 to 5 to keep
Incorporating feedback from residents, the revised map of waterfront area streets outlines the
recommended waterfront area streets to be included in the program in future (see Attachment
1). Staff are recommending that Broadview Street, Chipmunk Street, Cliffview Road, Park
Crescent north of Tullo and Marksbury Road north of Tullo be removed from the waterfront
permit parking requirements, however, prohibited parking on one side of the street will remain
in place.
The proposed two hour free parking on waterfront streets will address the concerns of
residents related to workers/contractors attending their properties for routine matters. It will
make parking available for service providers, support workers and visitors through the week,
Monday to Friday between 9:00 am and 5:00 pm. After the first two hours, the parking rate of
$2.50 per hour (reduced from $5.00 per hour) would apply.
Staff received a number of inquiries from residents on Essa Crescent who believed their street
should be included in the waterfront parking permit program. While additional no parking areas
were created on Essa Crescent, permit parking requirements were not implemented. Staff
recommend a consultation of residents of Essa Crescent be completed to determine whether
the street should be included in the program. Based on the results of the public consultation,
Essa Crescent may be added to the program for the 2024 season.
Nautical Village Businesses Feedback:
In the Fall of 2022, Nautical Village Businesses were contacted through the Economic
Development Team by email as it was determined to be the most effective method of outreach
(considering post-summer operating hours). Staff had also updated the email list as much as
possible during the summer communication. Ajax-Pickering Board of Trade was also notified in
case any businesses contacted them.
Business Outreach:
• E-newsletter (October 14, October 19, November 8, November 28)
- 11 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 12
• In-person visit (October 20)
• Phone outreach (October 21, October 24)
According to the research completed by Economic Development staff, as well as on-site visits,
there are approximately 36 businesses in the Nautical Village. The City received 20 responses
to a survey specifically designed for Nautical Village businesses. Some businesses with their
own on-site parking did not respond to the survey. Eight of the businesses expressly stated
that they were refusing to participate.
The majority of businesses in the Nautical Village have less than five employees.
Approximately half of the businesses responding indicate they operate past 5:00 pm through
the week, and have some weekend hours.
When asked about their current parking arrangements, business owner responses were as
follows:
10 Had a dedicated parking space
4 Rent a parking space from Captain’s Walk
4 Park on-street or in the public parking lot
2 None of the above
Employee parking was as follows:
10 Pay for additional employee parking at Captain’s Walk
8 Park on-street or in the public parking lot
1 Off site
1 Not answered
How easy is it to find parking?
Extremely easy 5
Somewhat easy 3
Neutral 6
Somewhat difficult 4
Very difficult 1
How long do your customers stay at your business?
Less than 30 minutes 4
30 – 60 minutes 5
60 – 90 minutes 6
90 minutes or more 5
Did you find the two hour free parking to be helpful for your business?
Yes 16 No 4
- 12 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 13
A Merchant Validation program was discussed at the beginning of the season. To proceed, at
least 15 businesses need to participate and be willing to pre-pay for their customers. Is this
something you would be interested in?
Yes 1 No 19
What feedback did you receive from your customers regarding waterfront parking?
• It’s a change from what they are used to but with time a great concept opening the street
up to customers
• Not enough signage, confusing signage, didn’t see the signage
• A lot left when they found out they had to pay. Many didn’t know how to use the system and
became frustrated
• Seniors without a smartphone cannot park
• Very difficult and frustrating, inadequate and unclear signage, Difficulty downloading
hotspot especially if they do not have smart phones or are not familiar with technology
(seniors)
• The 2 hour system works but the ticketing is ruthless if clients forget. By law is literally there
every 30 minutes so they have no reason to ticket if they just chalk
• Signage is poor so many were unaware of paid parking and we had to cover several tickets
(this was before the 2 hour free policy was implemented). Signage remains poor.
Complaints around what to do if you don't have a smartphone
Do you have any recommendations/feedback?
• Better signage and better communication
• Flexible software
• Free parking during the weekdays, enforce evenings and weekends only
• Just enforce three hour parking
• Emails and meetings inclusive to the entire business community
• More parking available
• Shorten parking season to July 1 - September 5 and only applicable to weekends.
• Additional public transit routes.
• Free staff parking (who are out of towners) with no age limitations.
• Provide each business a set amount of vouchers as part of the Merchant Validation
Program and then afterwards, the businesses can be responsible for prepaying for their
customers if they wish.
• The validation process should not be paid for by the businesses!! If validation is the chosen
route, the city should pay for it.
• The 2-hour grace period worked well for regular business hours. The grace period should
be extended to cover cafe events with durations of 3-4 hours.
• Another payment option should also be available to those without smart phones. If QR
codes are still the process of choice it should include features such as validation and other
payment options e.g., visa, debit etc.
• Business owners and staff should not be allowed to use street spaces. These spaces
should be left open for customers only. Staff of Nautical Village businesses should be given
- 13 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 14
dashboard passes to allow free parking along one side of the parking lot only. Owners of
businesses should be given restricted time (15 min max) for unloading vehicles only.
From the feedback received from businesses, it is clear that the majority felt that introduction of
two hour free parking in the Liverpool Road lay-by parking spaces provided some relief for
their businesses. Responses regarding the introduction of a merchant validation program
almost unanimously indicate that there is no support for any type of merchant validation
program that requires businesses to contribute financially. Under the Municipal Act, it would be
inappropriate for the City to incur the cost to provide free parking specifically to customers of
Nautical Village businesses. Staff recommend the continuation of free two hour parking in the
lay-by parking spaces as currently implemented.
For 2023, businesses in the Nautical Village are encouraged to communicate with their
customers regarding the two hour free parking provided on-street in the Liverpool Road lay-by
spaces. City staff will work cooperatively with Nautical Village business owners to ensure that
they are aware of parking options for their customers and are able to assist their customers in
utilizing the free parking options provided. It is suggested that the QR code for the lay-by
spaces be provided to Nautical Village business owners, to enable them to assist customers in
registering.
Updates to the additional signage will be installed to clarify the need to register for a parking
session. The two hour free parking will automatically be displayed when a parking session
begins.
Staff are also recommending a reduced seniors waterfront parking permit at a cost of $80.00
plus HST for the season which will allow seniors to register for their permit once, to park
throughout the waterfront parking season.
Waterfront Usage:
In Report to Council BYL 02-21, staff consulted Environics Inc. and received reports through
their Mobilescapes program. The data provided by Environics indicated that from May 1
through July 14 of 2021, there were 122,000 unique visitors to the waterfront area A total of
21% of trips to the waterfront originated in Pickering, while the remaining 79% were from other
municipalities. This information was used to determine the percentage of potential free
Pickering resident permit holders, vs. the non-resident and un-registered users who would be
required to pay for parking.
- 14 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 15
The following chart gives a breakdown of visitors in 2021:
Based on this information, staff estimated that 25% of parking spaces in City parking lots
would be used by resident permit holders at no charge.
New information provided by Environics for 2022 waterfront usage data indicates that there
were 790,000 visitor trips to the waterfront, with 127,615 unique visitors from May 1st to
October 1st , 2022. Compared to 2021 data, there has been a reduction of number of visitors to
the waterfront. It is probable that this is primarily due to the elimination of COVID restrictions.
The breakdown of 2022 visitors’ origin is shown below. As indicated, the percentage of visitors
from Pickering in 2022 has increased by 5%. Visitors from Toronto continue to be the majority.
An interesting statistic provided by Environics reveals that of Pickering residents aged 15 and
over, 42% visited the waterfront at some point in the season.
Pickering, 21%
Toronto, 36.60%
Ajax, 11.20%
Markham, 6.69%
Whitby, 4.90%
Oshawa, 4.18%
All Other, 15.28%
2021 Waterfront Parking Visitors Origin
- 15 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 16
Staff believe that the increase in Pickering visitors may be assisted by the greater accessibility
provided to Pickering residents for waterfront parking. Staff heard frequent comments about
how residents appreciate the availability of parking, which has improved since the
implementation of waterfront permit parking.
While the launch of waterfront permit parking had its challenges, it has proven to have been
well-received by residents of the waterfront area. It has improved access to parking for all
waterfront users, as large user groups are now making a significant efforts to carpool and to
reduce their parking needs.
Staff recommend the continuation of the waterfront permit parking program in 2023 as
modified by the recommendations set out in the report. Subject to Council’s approval of Report
BYL 02-23, staff will proceed with implementation of the updated 2023 waterfront permit
parking program.
Attachments:
1. Revised Waterfront Permit Parking Area Map
2. General Municipal Fee By-law Amendment
3. Traffic & Parking By-law Amendment
Pickering, 26%
Toronto, 32%
Ajax, 10.00%
Markham, 5.00%
Whitby, 4.00%
Oshawa, 4.00%
All Other, 19.00%
2022 Waterfront Parking Visitors Origin
- 16 -
BYL 02-23 March 6, 2023
Subject: Waterfront Permit Parking Review Page 17
Prepared By: Prepared By:
Jason Litoborski, C.P.S.O. Robert MacKay
(Acting) Manager, Municipal Law Enforcement Supervisor, Parking Enforcement
Services
Approved/Endorsed By: Approved/Endorsed By:
Paul Bigioni Stan Karwowski
Director, Corporate Services & City Solicitor Director, Finance & Treasurer
JL/PB/ks
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
Original Signed By:Original Signed By:
Original Signed By:Original Signed By:
Original Signed By:
- 17 -
Waterfront Parking Restrictions
Liverpool Road and Surrounding AreaNTSFebruary, 2023
Engineering Services
Department
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Waterfront Parking Restrictions
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Engineering Services
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No Parking 10 pm - 6 am, south side only
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PJ(KERJNG - 19 -
The Corporation of the City of Pickering
By-law No. /23
Being a by-law to amend By-law No. 6191/03 and 7362/14 to
confirm General Municipal Fees.
Whereas the Council of the Corporation of the City of Pickering enacted By-law 6191/03, as
amended, on October 14, 2003 to confirm general municipal fees.
Whereas Schedule “I” to By-law 6191/03 was updated and replaced under By-law, 6338/04,
By-law 6519/05, By-law 6652/06, By-law 6677/06, By-law 6748/07 By-law 6857/08, By-law
6951/09, By-law 7032/10, By-law 7119/11, By-law 7194/12, By-law 7268/13, By-law 7339/14,
By-law 7411/15, By-law 7478/16, By-law 7542/17, By-law 7605/18; By-law 7679/19; By-law
7740-20, 7823/21 and 7918/22;
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:
1. Schedule “I” to By-law Number 7983/23, as amended, is hereby amended with the By-
law Waterfront Parking Hourly Rate in the waterfront area to $2.50 per hour, Monday to
Friday from 9:00 am to 5:00 pm.
2.Schedule “I” to By-law Number 7983/23, as amended, is hereby amended to include a
Senior waterfront permit at a cost of $80.00, plus applicable HST, per season.
By-law passed this 27th day of March, 2023.
________________________________
Kevin Ashe, Mayor
________________________________
Susan Cassel, City Clerk
Attachment #2 to Report BYL 02-23
- 20 -
The Corporation of the City of Pickering
By-law No. /23
Being a by-law to amend By-law 6604/05, as
amended, providing for the regulating of traffic and
parking, standing and stopping on highways or parts
of highways under the jurisdiction of the City of
Pickering and on private and municipal property.
Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking on
highways, private property and municipal property within the City of Pickering; and
Whereas Council Resolution #728/21 approved the implementation of paid permit parking at
the City's waterfront parking lots and on one side of waterfront area streets from May 1st to
October 1st annually; and
Whereas, it is deemed expedient to amend Schedule 4, to By-law 6604/05 to provide for the
regulation of stopping and parking on highways or parts of highways under the jurisdiction of
the Corporation of the City of Pickering. Specifically this by-law is to remove permit parking on
one side of street on Broadview Street, Chipmunk Street, Cliffview Road, Commerce Street,
and on portions of Markbury Road and Park Crescent.
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:
1.Schedule 4 to By-law 6604/05, as amended, is hereby further amended thereto by the
following:
Schedule 4
Permit Parking
Column 1 Column 2 Column 3 Column 4
Highway Side Limits (From/To) Property Address,
where applicable
Delete
Broadview Street North Liverpool Road to
Annland Street
n/a
Chipmunk Street West Full Limit n/a
Attachment #3 to Report BYL 02-23
- 21 -
By-law No. xxxx/23 Page 2
Schedule 4
Permit Parking
Column 1 Column 2 Column 3 Column 4
Highway Side Limits (From/To) Property Address,
where applicable
Delete
Cliffview Road West 100 metres west of Park
Crescent (north
intersection) to 115
metres west of Park
Crescent (south
intersection)
n/a
Cliffview Road West Park Crescent (south
intersection) to 80 west of
Park Crescent (south
intersection)
n/a
Commerce Street North Liverpool Road to
Annland Street
n/a
Marksbury Road East Park Crescent to south
limit
n/a
Park Crescent West 10 metres north of Surf
Avenue to Sandcastle
Court
n/a
Add
Marksbury Road East Tullo Street to South
Limit
n/a
Park Crescent West 10 metres north of Surf
Avenue to Cliffview Road
(north intersection)
n/a
By-law passed this 27th day of March, 2023.
________________________________
Kevin Ashe, Mayor
________________________________
Susan Cassel, City Clerk
- 22 -
Report to
Executive Committee
Report Number: BYL 04-23
Date: March 6, 2023
From: Paul Bigioni
Director, Corporate Services & City Solicitor
Subject: Noise Control By-law Review and Update
-File: L-2200
Recommendation:
1.That Report BYL 04-23 regarding the Noise Control By-law review and update be received;
2.That staff be directed to proceed with public consultation to obtain feedback from residents
regarding the City’s Noise Control By-law 6834/08 and the changes to it that are proposed in
this Report;
3.That staff be directed to report back to Council in October, 2023 with the results of the public
consultation and a draft new Noise Control By-law for Council’s consideration; and
4.That appropriate City of Pickering officials be authorized to take the actions necessary to
implement the recommendations in this Report.
Executive Summary: Council Resolution #995/22 directed staff to review the City’s Noise
Control By-law and update it to better reflect current conditions. As a result, staff reviewed and
consulted with municipalities in and around the Region of Durham. A review of best practices,
common issues and successful outcomes was undertaken. As a result of this review, changes to
the Noise Control By-law will be recommended. Staff recommend that a public consultation be
carried out to ensure that City residents have an opportunity to provide comments and input that
will be taken into account when staff draft the proposed new Noise Control By-law.
Proposed amendments to the Noise Control By-law will clarify some of the language in the
existing by-law and will address the following matters: (a) construction noise; (b) noise caused by
vehicle alarm systems; (c) noise caused by places of worship; (d) noise caused by municipal
works, (e) Noise caused by utility companies, (f) railroad noise, (g) common household noises; (h)
noise resulting from activities that generate financial gain (including long and short term rental
properties); and (h) increased fines and provisions for continuing offences to permit more effective
prosecutions.
Financial Implications: None.
Discussion: Council Resolution #995/22 directed staff to review and report back to Council
regarding proposed changes to the Noise Control By-law. Staff under took a review of best
practices, challenges, successes and issues that required updating in regards to noise. Staff
-C~o/-
Pl(KERlNG
- 23 -
BYL 04-23 March 6, 2023
Subject: Noise Control By-law Review and Update Page 2
reviewed by-laws from Toronto, Markham, Ajax, Oshawa, Aurora, London, Whitby and other
municipalities.
The most common noise concerns in the municipalities reviewed by staff arise from construction
noise and music. These noise sources also account for the majority of noise complaints in
Pickering. Noise complaints about vehicle security systems (false alarms) have also become more
prevalent.
Staff seek Council’s direction to carry out a public consultation before drafting a new Noise Control
By-law. The comments, concerns, ideas and input offered by residents will be taken into account
by City staff as they draft the new By-law. Based on their research, City staff have identified areas
for improvement or updating which are summarized below. Staff will solicit input from residents on
these proposed improvements.
Preliminary Staff Proposals:
Some municipalities utilize a sound measuring device (decibel meter) and enforce their noise by-
laws based on a maximum decibel level. Most municipalities do not use this approach, as it
requires specialized equipment, maintenance and training. The use of this type of device also
gives rise to evidentiary challenges in court proceedings. The use of noise level measurement as
the basis for enforcement is therefore not recommended. Most Ontario municipalities use by-law
wording that is similar or identical to the wording in Pickering’s existing Noise Control By-law.
Pickering establishes a breach of Noise Control By-law 6834/08 when a noise is audible at a
specified point of reception outside the property from which the noise emanates. The use of a
measuring device such as a decibel meter is not required to prove a violation of Pickering’s By-
law. In Pickering’s Noise Control By-law, there are general prohibitions as well as prohibitions
based on the time of day. This is common among many municipalities and staff recommend that
these prohibitions remain in place.
Staff have identified the following matters for consideration in drafting the new Noise Control By-
law:
1.Schedule 1, Section 6 be changed by adding: a vehicle alarm, siren or security system
which is being activated without a valid reason, for a period of time that exceeds the normal
operating standard or that is not functioning as designed.
2.Schedule 1, Section 8 to be removed as barking dogs are addressed in the Responsible
Pet Ownership By-law.
3.Schedule 2, Section 3 be changed to state: Operation of construction equipment is
prohibited 7:00 pm to 7:00 am the following day, Monday to Friday and from 7:00 pm on
Friday until 9:00 am on Saturday, and from 6:00 pm on Saturday to 7:00 am on Monday.
Construction noise is prohibited on statutory holidays.
4.Schedule 2, Section 6 will be changed to include: battery or rechargeable energy
equipment or machinery for yard maintenance.
- 24 -
BYL 04-23 March 6, 2023
Subject: Noise Control By-law Review and Update Page 3
5.Schedule 3, Section 6 be replaced by: The sounding of bells, chimes, clocks or other
announcements in relation to a property operated as a church, synagogue, temple,
mosque, monastery or other place of worship between the hours of 7:00 am and 9:00 pm,
or any property owned or operated by the City.
6.Schedule 3, Section 4 to be replaced by: Any required emergency work being carried out
by the City, a Regional Municipality, electrical utility company, natural gas company or any
telecommunications company and is being completed to minimize service disruptions.
7.Schedule 3 adds Section 11: The sounding or bells or horns for traffic control. Including as
a traffic signal or associated with the operation of a railroad.
8.Schedule 3 adds Section 12: Noise which results from commonplace household or
workplace activates such as sound from furniture being moved, children playing indoors,
people engaged in normal conversation or walking or moving within a household unit.
9.Section 13 adds: No person shall fail to provide identification or a required document upon
request from an officer.
10.Section 14 be replaced by: Every person who contravenes any provision of this by-law is
guilty of an offence and upon conviction is liable to:
(a)A fine of not more than $100,000;
(b)In the case of a continuing offence, the minimum fine of each day or part thereof
shall be a minimum of $500.00 and a maximum of $10,000. The total of the daily
fines for a continuing offence shall not be limited to $100,000.00;
(c)In addition to any other fines under this section, a special fine may be imposed if the
commission of the offence resulted in economic gain or advantage. A special fine
may exceed $100,000.
These changes would address the most common complaints received by the City and would
clarify the exemptions.
The proposed changes to the times in which construction activities are permitted will give
residents additional quiet time on weekends and statutory holidays. Weekends are the time that
most complaints related to construction noise are received.
The addition of the regulation of vehicle alarms will ensure that false alarms are reduced and allow
action for a resident who is setting off an alarm maliciously or purposely.
Proposed clarifications to the exemption for religious institutions would better reflect the diverse
cultural make-up of the City of Pickering and is in keeping with best practices.
Updating the exemption for work undertaken by the City, regional municipalities, gas, utility and
telecommunication companies would help minimize service disruptions.
- 25 -
BYL 04-23 March 6, 2023
Subject: Noise Control By-law Review and Update Page 4
Proposed changes to the by-law provisions regulating noise from the use of horns or bells as a
traffic control or signal, as well as noise from railroad warning devices would be updated and
clarified.
Complaints related to noise transfer in adjoined or stacked living arrangements have been
increasing as the City’s housing composition is changing. A provision to address the fact that
common noises created by living or working in a space have been added. While there are times
that excessive noise such a loud music may occur, this update will allow those excessive noises
to be addressed through the provisions of the by-law, while clarifying that noise from activities that
normally occur are not violations.
The requirement to produce identification or documents related to the offence has been added.
This will allow an officer to request specific documentation from businesses or contractors who
may be committing the offence and who may not be otherwise identifiable.
Finally, a significant update to the fines would be introduced. Escalating fines for continuing
offences would be added. This would provide a greater deterrent. This would also better allow
enforcement related to noise produced by entertainment establishments by allowing a per
occurrence fine. The addition of a special fine for offences that result from activities carried on for
economic gain would be a further deterrent in cases of excessive noise caused by bars, rental
properties (both long and short term rentals) or other for-profit activities.
Enforcement of the Noise Control By-law is carried out by Pickering Municipal Law Enforcement
Services. The proposed by-law changes would not materially increase the cost of enforcement.
Durham Regional Police Service assists in providing after-hours noise enforcement, so the
proposed changes will be circulated to them in the course of the public consultation.
Implementing the changes set out in this Report will allow the most common noise concerns to be
regulated more effectively. If Council approves the recommendations in this Report, the public
consultation will be carried out, and a new draft by-law will be presented to the Executive
Committee in October, 2023 for Council’s consideration.
Attachments:
1.Noise Control By-law 6834/08.
Prepared By: Approved/Endorsed By:
Jason Litoborski, C.P.S.O. Paul Bigioni
(Acting) Manager, Municipal Law Enforcement Director, Corporate Services & City Solicitor
Services
Original Signed By:Original Signed By:
- 26 -
BYL 04-23 March 6, 2023
Subject: Noise Control By-law Review and Update Page 5
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
Original Signed By:
- 27 -
Attachment #1 to Report BYL 04-23
THE CORPORATION OF THE CITY OF PICKERING
BY-LAW NO.6834/08
A by-law to prohibit and regulate noise
WHEREAS section 129 of the Municipal Act, 2001 provides that a local
municipality may prohibit and regulate noise.
NOW THEREFORE BE IT RESOLVED THAT the Council of The Corporation of
the City of Pickering enacts as follows:
PART I -INTERPRETATION
Definitions
1. In this by-law,
"City" means The Corporation of the City of Pickering or the geographical
area of the City, as the context requires;
"City Clerk" means the Clerk of the City or a designate;
"construction" includes erection, alteration, repair, dismantling, demolition,
structural maintenance, land clearing, earth moving, grading, excavating,
the laying of pipe and conduit whether above or below ground level, street
and highway building, application of concrete, equipment installation and
alteration and the structural installation of construction components and
materials in any form or for any purpose;
"construction equipment" means any equipment. tool or device designed
or capable of use in construction or material handling, including pile
drivers, bulldozers, tractors, excavators, trenchers, cranes, derricks,
loaders, scrapers, pavers, generators, off highway haulers or trucks,
ditchers, compactors and rollers, pumps, concrete mixers and graders;
"highway" has the same meaning as in subsection 1(1) of the Highway
Traffic Act and includes unopened and unassumed road allowances;
"motor vehicle" has the same meaning as in subsection 1 (1) of the
Highway Traffic Act and includes a motorized snow vehicle;
"parks area" means any land owned or operated by the City or the Toronto
Region Conservation Authority for park or recreational purposes;
- 28 -
Noise Control By-Law No. 6834/08 Page 2
"person" includes a corporation and the heirs, executors, administrators or
other legal representatives of a person to whom the context can apply
according to law;
"point of reception" means any geographic location at which noise can be
heard other than the premises from which the noise originates;
"special event" includes a demonstration, parade, sports event, festival,
carnival and other similar events; and
"statutory holiday" means any day designated as a holiday in the Retail
Business Holidays Act.
References
2. In this by-law, reference to any Act or by-law is reference to that Act or by-
law as it is amended or re-enacted from time to time.
3. Unless otherwise specified, references in this by-law to sections and
Schedules are to sections and Schedules in this by-law.
Word Usage
4. This by-law shall be read with all changes in gender or number as the
context may require.
5. A grammatical variation of a word or expression defined has a
corresponding meaning.
Schedules
6. The following Schedules are attached to and form part of this by-law:
Schedule 1 -PROHIBITED ACTIVITIES
Schedule 2 -ACTIVITIES PROHIBITED BY TIME
Schedule 3 -EXEMPTED ACTIVITIES
Severability
7. Each section of this by-law is an independent section, and the holding of
any section or part of any section of this by-law to be void or ineffective for
any reason shall not be deemed to affect the validity of any other section
or parts of sections of this by-law.
- 29 -
Noise Control By-Law No. 6834/08 Page 3
PART II -REGULATIONS
General Prohibitions
8. No person shall cause or permit the emission of any noise resulting from
any of the activities listed in Schedule 1 if the noise is audible at a point of
reception.
Restrictions by Time and Place
9. No person shall cause or permit the emission of any noise resulting from
any of the activities listed in Schedule 2 during the prohibited period of
time listed opposite such activities if the noise is audible at a point of
reception.
General Exemptions
10. This by-law shall not apply to a person who causes or permits the
emission of noise in connection with any of the activities listed in Schedule
3.
Exemption Requests
11. (1) Any person may request an exemption to permit the operation of
construction equipment during the period of time prohibited by
Schedule 2. All such requests shall be submitted in writing to the
City Clerk and shall,
(a) identify and describe in detail the construction activity that
the applicant wishes to have exempted;
(b) set out the time(s) and location(s) for which the exemption is
being sought;
(c) state the name, address, telephone numbers and facsimile
numbers of the applicant;
(d) set out the reasons why an exemption should be granted;
and
(e) be signed by the applicant who shall certifying the accuracy
and truth of the contents of the application.
(2) The City Clerk may grant or refuse to grant any exemption request,
and may impose any conditions as he or she determines to be
appropriate.
- 30 -
Noise Control By-Law No. 6834/08 Page 4
(3) Where an exemption is granted, breach of any condition of the
exemption shall render the exemption null and void.
PART Ill -ENFORCEMENT
Inspections
12. A municipal law enforcement officer appointed by the City to enforce
municipal by-laws may, at any reasonable time, enter upon any property
for the purpose of carrying out an inspection to determine whether or not
the provisions of this by-law have been complied with.
13. No person shall prevent, hinder or interfere or attempt to prevent, hinder or
interfere with an inspection undertaken by an officer.
Offences and Penalties
14. Every person who contravenes any provision of this by-law is guilty of an
offence and upon conviction is liable to a fine pursuant to the provisions of
the Provincial Offences Act.
15. No person shall make a false or intentionally misleading recital of fact,
statement or representation in any exemption request.
PART IV -GENERAL
Repeal
16. By-law No. 3821 is repealed.
Short Title
17. This by-law may be cited as the "Noise Control By-law".
Effective Date
18. This by-law comes into effect on the date of its passing.
BY-LAW read a first, second and third time and finally passed this 19th day of
February, 2008.
David~
Debi A. Wilcox, City Clerk
- 31 -
SCHEDULE 1
TO BY-LAW NO. 6834/08
PROHIBITED ACTIVITIES
1. Operation of any electronic device or group of connected electronic
devices incorporating one or more speakers and intended for the
production, reproduction or amplification of sound (including car stereos)
at such a volume that it is audible from the interior of a residence or
business whose occupant has made every reasonable attempt to mitigate
the reception of the noise.
2. Operation of any electronic device or group of connected electronic
devices incorporating one or more speakers and intended for the
production, reproduction or amplification of sound (including car stereos)
in a park area at a volume that a reasonable person would, in all of the
circumstances, consider to be excessive, intrusive or disturbing.
3. Persistent yelling, shouting, hooting, whistling or singing at such a volume
that it is audible from the interior of a residence or business whose
occupant has made every reasonable attempt to mitigate the reception of
the noise.
4. Excessive and unnecessary revving of a motor vehicle engine.
5. Operation of a motor vehicle is such a manner that the tires squeal.
6. Operation of a motor vehicle horn or other warning device except where
required or authorized by law or in the interest of good safety practices.
7. Operation of a motor vehicle other than on a highway or other place where
its operation is permitted by law.
8. Persistent barking, calling, howling, whining or crying at frequent or
lengthy intervals by any domestic pet or any other animal kept or used for
any purpose other than agriculture.
9. All selling or advertising by shouting or amplified sound.
- 32 -
1
2
3
4
5
6
7
8
SCHEDULE 2
TO BY-LAW NO. 6834/08
ACTIVITIES PROHIBITED BY TIME
Type of Activity
Operation of any electronic device or group of connected
electronic devices incorporating one or more speakers or other
electro-mechanical transducers, and intended for the production,
reproduction or amplification of sound (including car stereos).
Persistent yelling, shouting, hooting, whistling or singing.
Operation of construction equipment.
Operation of any powered or non-powered tools for domestic
purposes or automotive repair including augers, air compressors,
and pneumatic or hydraulic tools.
Operation of a combustion engine that is used in a toy or model
or replica.
Operation of any equipment or machinery used for yard
maintenance that is run by electricity or gasoline, including lawn
mowers, leaf blowers, chain saws, hedge trimmers, whipper
snippers and pressure washers.
Operation of snow blowers.
Operation of solid waste bulk lift or refuse compacting equipment.
Prohibited Periods of Time
9:00 PM to 7:00 AM
9:00 PM to 7:00 AM
7:00 PM to 7:00 AM
(all day on Sundays &
statutory holidays)
9:00 PM to 7:00 AM
9:00 PM to 7:00 AM
9:00 PM to 7:00 AM
9:00 PM to 6:00 AM
10:00 PM to 6:00 AM
- 33 -
SCHEDULE 3
TO BY-LAW NO. 6834/08
EXEMPTED ACTIVITIES
1. The use in a reasonable manner of an apparatus or mechanism for the
amplification of the human voice or of music in a park area or recreational
area provided that the permission of the City has been obtained.
2. Any special event provided that the necessary permissions or approvals
have been obtained from the City and the Durham Regional Police
Service.
3. Any emergency work undertaken for the immediate health, safety or
welfare of the inhabitants of the City or for the preservation, protection or
restoration of property.
4. Any emergency work being carried out by the City, The Regional
Municipality of Durham, any electric utility company, any natural gas utility
company, or any telephone utility company.
5. The ringing of school bells or the sounding of a public address system on
a property owned by the Durham District School Board, the Durham
Catholic District School Board or a recognized private school.
6. The sounding of bells or chimes on a property operated as a church or a
place of worship, or on any property owned or operated by the City.
7. Any sound originating from, or caused by, the operation of farm equipment
or machinery for cultivating, seeding, crop maintenance or harvesting
purposes on any lands designated as an agricultural area.
8. Any fireworks display authorized by the City in accordance with Fireworks
By-law No. 6783/07.
9. Necessary municipal operations carried out in the interest of public
necessity and convenience, including but not limited to snow clearing,
street cleaning and garbage collection, undertaken by or on behalf of the
City.
10. Any snow removal which is essential for the effective operation of a
business.
- 34 -
Report to
Executive Committee
Report Number: ENG 02-23
Date: March 6, 2023
From: Richard Holborn
Director, Engineering Services
Subject: Municipal Bridge Maximum Gross Vehicle Weight Restrictions
-By-law to establish load limits for certain bridges under the jurisdiction of the City
of Pickering
-File: A-1440
Recommendation:
1.That the attached draft By-law limiting the gross vehicle weight of any vehicle or any class
thereof, passing over certain bridges, under the jurisdiction of The Corporation of the City of
Pickering be enacted; and,
2.That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
Executive Summary: Ontario Regulation 104/97 Standards for Bridges require that every
bridge and/or structure be kept safe and in good repair through periodic inspections under the
direction of a Professional Engineer and in accordance with the provisions of the Ontario Structure
Inspection Manual, or equivalent. Further, section 123 (2) of the Highway Traffic Act, R.S.O. 1990
C.H. 8, as amended, establishes that municipalities having jurisdiction over a bridge may, through
by-law, limit the gross vehicle weight of any vehicle or any class thereof passing over the bridge.
The City of Pickering retains a qualified bridge inspection firm to perform regular bridge
inspections and to recommend gross vehicle weight limit restrictions every two years.
In 2022, the City of Pickering retained Keystone Bridge Management Corporation to review,
inspect and assess the City’s 29 bridges and 27 culverts, all of which have a span of 3.0m or over.
Keystone Bridge Management Corporation also conducted detailed load testing on nine municipal
bridges in support of determining the appropriate load limit for by-law purposes, Bridge #9006 was
omitted from the testing process, however the previous load limit will remain. As a result of the
recent assessments and inspections, one additional bridge requires a load limit by-law and one
bridge is recommended to have the load limit increased.
Based on the above, staff have prepared a proposed by-law which identifies the new
recommended maximum gross vehicle weight load limits on two bridges (Bridge #6004 and
#7004). The by-law will maintain the existing maximum gross vehicle weight load limits on the
remaining eight bridges (Bridge #6003, #7002, #8001, #8003, #8004, #8007, #9003, #9006), and
replaces the previously established associated By-law 7807/21.
- 35 -
ENG 02-23 March 6, 2023
Subject: Municipal Bridge Maximum Gross Vehicle Weight Restrictions
By-law to establish a load limit for certain bridges under the
jurisdiction of the City of Pickering Page 2
Financial Implications: The cost for Keystone Bridge Management Corporation to review,
inspect, assess and recommend proposed load limits at the ten bridge locations, and to certify the
by-law was $4,394.80 plus HST which is being charged to the Current Budget, Engineering
Services – Admin, Cost Centre 10500, GL 502230. In order to remove the bridge load limits,
future expenditures in the Capital Budget will be required to rectify structural deficiencies and to
bring the bridges up to current code requirements.
Discussion: In January of 2021, staff presented report ENG 01-21 to the Executive Committee.
The report, as adopted by the Committee and approved by Council:
• identified the maximum gross vehicle weight load limits established on nine bridges as a
result of the inspections on all bridges currently under the jurisdiction of the City of
Pickering;
• presented for Council endorsement, the draft by-law necessary for bridge load limits; and,
• established the necessary schedules for signature by two Professional Engineers certifying
the safe load limits and the duration for which the load limits apply.
As a result of the inspections undertaken by Keystone Bridge Management Corporation in 2022,
the following table indicates the 10 Bridges with the recommended maximum gross vehicle weight
restrictions in tonnes:
Bridge ID 2022 Recommended
Posting (tonnes)
Notes
6003 15 Previously posted at 15 tonnes
6004 20 Newly added in 2022
7002 15 Previously posted at 15 tonnes
7004 10 Previously posted at 5 tonnes. Detailed Load
testing (in 2022) has increased Structure
capacity at 10 tonnes
8001 15 Previously posted at 15 tonnes
8003 20 Previously posted at 20 tonnes
8004 20 Previously posted at 20 tonnes
8007 20 Previously posted at 20 tonnes
9003 20 Previously posted at 20 tonnes
9006 10 Previously posted at 10 tonnes
- 36 -
ENG 02-23 March 6, 2023
Subject: Municipal Bridge Maximum Gross Vehicle Weight Restrictions
By-law to establish a load limit for certain bridges under the
jurisdiction of the City of Pickering Page 3
Bridge #7004 (Hoover Bridge), has been re-assessed and the load limit has been increased from
5 tonnes to 10 tonnes. Currently the bridge serves two residences (4440 and 4445 on Sideline
34). The revised load limit will mean emergency services can provide better response to the area.
One additional bridge, #6004 (Sideline 32); will be added to the updated load limit by-law
restricting loads to 20 tonnes.
The maximum gross vehicle weight restrictions for the remaining eight bridges (Bridge #6003,
#7002, #8001, #8003, #8004, #8007, #9003 and #9006) remains the same as set out in the
previous By-law 7807/21.
A copy of bridge site location maps, the draft by-law and a revised Schedule “A”, which identifies
all structures to which the by-law applies, are attached.
If passed by Council, a completed Schedule “B” will be signed and sealed by two Professional
Engineers from Keystone Bridge Management Corporation and will form part of the new by-law.
Attachments:
1. Draft By-law (including Schedule A and Schedule B)
2. Location Map – Bridge Load Limits – Structure ID #7004 (Hoover Bridge) & Structure ID
#8001 (Lehman #2 Bridge)
3. Location Map – Bridge Load Limits – Structure ID #9006 (Lot 4/5, Conc. 9 Bridge)
4. Location Map – Bridge Load Limits – Structure ID #6003 (Wilson Bridge)
5. Location Map – Bridge Load Limits – Structure ID #7002 (Wilson Bridge)
6. Location Map – Bridge Load Limits – Structure ID #8003 (Lot 2, Conc.7/8 Bridge)
7. Location Map – Bridge Load Limits – Structure ID #8004 (Sideline 20)
8. Location Map – Bridge Load Limits – Structure ID #8007 (Sideline 12)
9. Location Map – Bridge Load Limits – Structure ID #9003 (Sideline 28)
10. Location Map – Bridge Load Limits – Structure ID #6004 (Sideline 32)
- 37 -
ENG 02-23 March 6, 2023
Subject: Municipal Bridge Maximum Gross Vehicle Weight Restrictions
By-law to establish a load limit for certain bridges under the
jurisdiction of the City of Pickering Page 4
Prepared By: Approved/Endorsed By:
Nadeem Zahoor, P.Eng., M.Eng. Richard Holborn, P.Eng.
Transportation Engineer Director, Engineering Services
Scott Booker
Manager, Capital Projects & Infrastructure
SB:mjh
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
Original signed by:Original signed by:
Original signed by:
Original signed by:
- 38 -
The Corporation of the City Of Pickering
By-law No.
Being a by-law to limit the gross vehicle weight of
any vehicle or any class thereof passing over a
bridge under the jurisdiction of the Corporation of
the City of Pickering pursuant to the Highway
Traffic Act, R.S.O. 1990, c.H.8, as amended.
Whereas, pursuant to Section 123 (2) of the Highway Traffic Act R.S.O. 1990 C.H.8, as
amended, the municipal corporation or other authority having jurisdiction over a bridge may by
by-law, limit the gross vehicle weight of any vehicle or any class thereof passing over the
bridge.
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
1.In this by-law “gross vehicle weight” means the total weight in tonnes transmitted to the
highway by a vehicle or combination of vehicles and load.
2.No vehicle or combination of vehicles or any class thereof, whether empty or loaded, shall
be operated over those bridges as set out in Column 1 and Column 2 of Schedule A to this
by-law where the gross weight exceeds that set out in Column 3 of Schedule A to this by-
law.
3.This by-law shall not become effective until a notice of the maximum limit of gross vehicle
weight permitted, legibly printed, has been posted in a conspicuous place at each end of the
bridge.
4.Any person violating the provisions of this by-law is guilty of an offence and on conviction is
liable to a fine as provided in the Highway Traffic Act, R.S.O. 1990, c. H.8, as amended
from time to time.
5.That the engineers statement verifying the gross vehicle weight limit specified in Section 2
of this by-law are set out in Schedule B, attached and forms part of this by-law.
6.By-law Number 7807/21 is repealed.
By-law passed this 27th day of March 2023.
________________________________
Kevin Ashe, Mayor
__________________________________
Susan Cassel, City Clerk
Attachment #1 to Report ENG 02-23
- 39 -
Schedule A
Bridge Load Limits
Column 1 Column 2 Column 3
Bridge No. Bridge Location Maximum Gross
Vehicle Weight
6003 North Road
0.4km south of Seventh Concession Road
15 tonnes
6004 Sideline 32
0.7km South of Seventh Concession Road
20 tonnes
7002 Seventh Concession Road
2.1km east of Markham-Pickering Townline Road
15 tonnes
7004 Sideline 34
0.2km South of Eighth Concession Road
10 tonnes
8001 Eighth Concession Road
0.3km east of Markham-Pickering Townline Road
15 tonnes
8003 Eighth Concession Road
0.9km west of Regional Road #23
20 tonnes
8004 Sideline 20
0.3km south of Regional Road #5
20 tonnes
8007 Sideline 12
0.1km south of Regional Road #5
20 tonnes
9003 Sideline 28
0.3km north of Regional Road #5
20 tonnes
9006 Sideline 4
1.4km north of Regional Road #5
10 tonnes
- 40 -
Schedule B
By-law /23
I ______________________________ and ______________________________,
Professional Engineers representing the consulting firm Keystone Bridge Management
Corporation, have reviewed the restriction of the gross vehicle weight passing over the
bridges as identified in the above noted by-law.
Effective as of the date of approval of the bylaw, I agree with the recommended gross
vehicle weight limit as set out in By-law /23 for a period of twenty four (24) months.
_____________________________ _________________________
Signed Signed
_________________________
Dated
- 41 -
1:10 000
Bridge Load Limits
Structure ID #7004 (Hoover Bridge)
Structure ID #8001 (Lehman #2 Bridge)Feb 10, 2023
Engineering Services
Department
Attachment #2 to Report ENG 02-23
- 42 -
1:10 000
Bridge Load Limits
Structure ID #9006 (Lot 4/5, Conc 9 Bridge)
Feb 10, 2023
Engineering Services
Department
Attachment #3 to Report ENG 02-23
- 43 -
1:10 000 Feb 10, 2023
Bridge Load Limits
Structure ID #6003 (Wilson Bridge)
Engineering Services
Department
Attachment #4 to Report ENG 02-23
- 44 -
SCALE:
Engineering Services
Department
Dl,lE: 1 :10 000 Feb 10, 2023
Bridge Load Limits
Structure ID #7002 (Wilson Bridge)
w z :J w a iii
-C4of P](KER]NG
Attachment #5 to Report ENG 02-23
- 45 -
TO
W
N
O
F
W
H
I
T
B
Y
23
Bridge No. 8003
1:10 000 Feb 10, 2023
Bridge Load Limits
Structure ID #8003 (Lot 2, Con 7/8)
Engineering
Services
Attachment #6 to Report ENG 02-23
- 46 -
- 47 -
5
Bridge No. 8007
1:10 000
Engineering Services
Department Bridge Load Limits
Structure ID #8007 (Sideline 12)
Feb 10, 2023
Attachment #8 to Report ENG 02-23
- 48 -
5
Bridge No. 9003
Bridge Load Limits
1:10 000
Structure ID #9003 (Sideline 28)
Feb 10, 2023
Engineering Services
Department
Attachment #9 to Report ENG 02-23
- 49 -
Bridge No. 6004
Engineering Services
Department
1:10 000 Feb 10, 2023
Bridge Load Limits
Structure ID #6004 (Sideline 32)
Attachment #10 to Report ENG 02-23
- 50 -
Report to
Executive Committee
Report Number: FIN 04-23
Date: March 6, 2023
From:Stan Karwowski
Director, Finance & Treasurer
Subject:Statement of the Treasurer Respecting 2022 Remuneration and Expenses of
Members of Council and Council Appointees to Boards, Agencies and
Committees
-File: F-1000-001
Recommendation:
It is recommended that Report FIN 04-23 regarding the Statement of the Treasurer respecting
Remuneration and Expenses of Members of Council and Council Appointees for the year 2022
be received for information.
Executive Summary: Section 284(1) of the Municipal Act, 2001 (the “Act”) states in part
that the Treasurer of every municipality shall, in each year, submit to the Council of the
municipality, an itemized statement (the “Statement”) of the remuneration and expenses paid
to each Member of Council. The statement must also include remuneration and expenses paid
to any other person who has been appointed by Council to serve as a member of any body.
Financial Implications:This report contains no new financial implications as the
expenditures were provided for in the 2022 Current Budget approved by Council.
Discussion: Over the past few years, the Statement has evolved to include various
categories of expenditures that have been interpreted to be required under the Act and/or
financial reporting requirements of the Province of Ontario and professional accounting bodies.
The Statement also includes expenses paid on behalf of Members of Council or Committee
appointees. This fulfils the intent of the Act by ensuring that all expenses incurred for a
Councillor’s benefit are accounted for.
The Statement excludes expenditures that are corporate in nature, for example, Council
receptions, Committee meeting expenses and City Hall administration and overhead
expenses. Remuneration and expenses paid by Elexicon Corporation to Picker ing Council
appointees to the Elexicon Board have been included in the Statement . The Act stipulates that
any body to which a Council appointment is made must provide the municipality with a
statement of remuneration and expenses paid for the year, and this information must be
included in the Statement.
- 51 -
Report FIN 04-23 March 6, 2023
Subject: Statement of the Treasurer Respecting 2022 Remuneration Page 2
and Expenses of Members of Council and Council Appointees
to Boards, Agencies and Committees
The amounts paid by the Region of Durham to Regional Councillors are not included in the
Statement.
Attachments:
1.Members of Council, 2022 Remuneration and Expenses
2.Members of Council, Detailed Breakdown of 2022 Expenses
3.Council Appointees, 2022 Remuneration and Expenses Paid by Elexicon Corporation
4.Council Appointees, 2022 Remuneration and Expenses
Prepared By:Approved/Endorsed By:
Original Signed By:Original Signed By:
Julie Robertson Stan Karwowski
Senior Financial Analyst Director, Finance & Treasurer
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
Original Signed By:
- 52 -
Attachment #1 to Report FIN 04-23
Council
Compensation
Remuneration (1)Per Diems (2)Benefits (3)Policy (4)Expenses (5)Travel Total Current Capital(6)
($)($)($)($)($)($)($)($)
Mayor
K. Ashe (Dec/22)13,199 - 3,059 9,346 1,537 27,141 4,270
D. Ryan (Jan - Nov/22)105,090 - 23,690 275,821 23,399 14,393 442,393 -
118,289 - 26,749 275,821 32,745 15,930 469,534 4,270
Councillors
K. Ashe (Jan - Nov/22)43,788 4,379 18,334 5,660 11,000 83,161
M. Brenner 49,307 4,931 16,566 3,759 12,000 86,563 3,474
S. Butt 49,307 4,931 20,093 7,502 12,000 93,833 1,653
L. Cook (Dec/22)5,500 550 2,178 103 1,533 9,864 5,833
C. Doody-Hamilton (Jan - Nov/22)41,373 4,137 16,795 4,399 9,467 76,171 1,064
B. McLean (Jan - Nov/22)43,788 4,379 14,672 90,273 3,896 10,467 167,475
M. Nagy (Dec/22)5,500 550 1,771 211 1,533 9,565 7,659
D. Pickles 49,307 4,931 20,093 7,007 12,000 93,338
L. Robinson (Dec/22)5,500 550 2,178 210 1,533 9,971 6,344
293,370 29,338 112,680 90,273 32,747 71,533 629,941 26,027
Notes to Members of Council:
(1)
Municipal Act, 2001 Section 283
Includes one third portion deemed tax free.
(2)Per diem payments to Members of Council are for attendance at special meetings throughout the year.
(3)
(4)Under the approved Council Compensation Policy, ADM 190 Subsection 07.04, Members of Council are entitled to severance remuneration based on years of service.
The payment for Mayor D. Ryan represents 28 years of service and 22 years of service for Councillor B. McLean. The funding for the severance is provided through
the annual budget process. Therefore, the severance costs above were funded by prior years' budgets.
(5)See detailed breakdown of expenses on Attachment 2.
(6)Computer hardware, software and telecommunications equipment provided under the Council Compensation Policy. A total of $10,000 is provided per term, and these
funds can only be spent during the first 40 months of office following a general election.
Statement of Treasurer
Members of Council
2022 Remuneration and Expenses
Authority: Resolution 73/05, 12/07, 214/07, 54/11, 152/11, and 48/15 Council Compensation Policy ADM 190 and
Excludes amounts paid to City of Pickering Regional Councillors by the Region of Durham. Such amounts are reported separately by the Region.
Benefits include RRSP/TFSA contributions (in lieu of a pension plan), health, dental and life insurance coverage, CPP and EHT costs.
- 53 -
Attachment #2 to Report FIN 04-23
Meals, Recpt,
Cellular Telephone Newsletter/Corporate Prom & Sp Office Total
Conferences Phones & Internet (1)Postage Initiatives Events Supplies Expenses
($)($)($)($)($)($)($)($)
Mayor
K. Ashe - - - - 6,736 2,569 41 9,346
D. Ryan - 415 - - 18,559 4,425 -23,399
- 415 - - 25,295 6,994 41 32,745
Councillors
K. Ashe 2,001 539 285 2,835 - - - 5,660
M. Brenner - 1,375 1,417 819 - - 148 3,759
S. Butt 2,316 251 1,274 3,117 - 411 133 7,502
L. Cook - 42 - - - -61 103
C. Doody-Hamilton 2,313 326 944 741 - -75 4,399
B. McLean - 1,741 1,298 - - - 857 3,896
M. Nagy - 26 114 - - - 71 211
D. Pickles 2,680 304 796 3,117 - - 110 7,007
L. Robinson - - 77 - - 102 31 210
9,310 4,604 6,205 10,629 - 513 1,486 32,747
(1)
Statement of Treasurer
Members of Council
Detailed Breakdown of 2022 Expenses
Councillors - home telephones and internet charges provided under Council Compensation Policy.
- 54 -
Attachment #3 to Report FIN 04-23
Statement of Treasurer
Council Appointees
2022 Remuneration and Expenses Paid by Elexicon Corporation
Remuneration Expenses (4)Total
$ $$
Elexicon Corporation (1)
Board of Directors
K. Ashe (2,3)19,375 -19,375
Notes to Elexicon Corporation and Board of Directors:
(1)The above information was provided by the Corporate Governance Administrator,
Elexicon Corporation.
(2)Appointed by Dave Ryan, Mayor, City of Pickering as duly appointed designate
effective November 3, 2021.
(3)Remuneration and expenses are paid by Elexicon Corporation as may be
established by the Board of Directors.
(4)Expenses include conferences, meals and mileage.
- 55 -
Attachment #4 to Report FIN 04-23
Statement of Treasurer
Council Appointees
2022 Remuneration and Expenses
Remuneration Expenses (13)Total
$ $$
Accessibility Advisory Committee (1,7,12)
P. Bashaw (14)-- -
D. Currie (26)-- -
S. Fatima (14, 26)-- -
B. Ferguson (26)-- -
D.Hughes (14)-- -
A. Khan (26)-- -
G. Lang (14)-- -
A. Lue (14)-- -
T. Lyle-Gravlev (20, 26)-- -
P. Milton (20, 26)-- -
R. Rizvi (26)-- -
C. Rudberg-Chin (26)-- -
S. Snyders (26)-- -
A. Taverna (20)-- -
M. Thorpe Ross (14, 26)-- -
D. Wysocki (14)-- -
- --
Animal Services Appeal Committee (1,12)
Councillor Butt (22, 27)-- -
S. Frost (14)-- -
E. Grossi (14)-- -
T. Yan (26)-- -
- --
Committee of Adjustment (1,2,12)
T. Copeland (14)1,200 -1,200
O. Ha-Redeye (26)-- -
D. Johnson (14)1,200 9 1,209
E. Newton (14)1,200 36 1,236
D. Rundle (14)960 48 1,008
S. Wiley (14)1,200 30 1,230
R. Van Andel (26)-- -
5,760 123 5,883
- 56 -
Statement of Treasurer
Council Appointees
2022 Remuneration and Expenses
Remuneration Expenses (13)Total
$ $$
Cultural Advisory Committee (1,5,8,12)
S. Almeida-Schroen (25)-- -
R. Coelho (25)-- -
D. Davis (25)-- -
J. Elliott (25)-- -
N. Holland (14, 28)-- -
S. Jabeen (21)-- -
Z. Kazi (25)-- -
M. McFarland (25)-- -
A. Moscote Freire (18)-- -
A. Mujeeb (25)-- -
A. Sardar (14)-- -
D. Thompson (25)-- -
R. Wali (25)-- -
- --
Heritage Pickering Advisory Committee
(1,3,4,12)
R. Anderson (26)-- -
A. Bhadra (26)-- -
N. Brewster (26)-- -
S. Croteau (14)-- -
J. Dempsey (14)-- -
C. Doody-Hamilton (26)-- -
D. Fellin (16)-- -
J. Irwin (17)-- -
W. Jamadar (14, 30)-- -
L. Jeffrey (26)-- -
E. John (14)-- -
A. Khan (14)-- -
S. Monaghan (26)-- -
R. Smiles (14, 26)-- -
A. Sohel (26)-- -
C. Sopher (14)-- -
J. White (26)-- -
- --
- 57 -
Statement of Treasurer
Council Appointees
2022 Remuneration and Expenses
Remuneration Expenses (13)Total
$ $$
Pickering Anti-Black Racism Taskforce
(6,10)
Z. Adatia (19)-- -
G. Chang-Campbell (19, 28)-- -
A. Davis (19, 32)-- -
C. Farinha (19)-- -
F. Ferguson (23, 30)-- -
A. Fraser (23)450 -450
E.Gittens (23)1,000 -1,000
D. Governor (19, 30)-- -
O. Grignon (19)1,000 -1,000
K. Hanson (23)800 -800
F. Heath (19)-- -
J. Heath (23)-- -
N. Hepburn (23)-- -
N. Holland (19, 28)-- -
K. Lopez (23)775 -775
N. Mendoza (23, 29)-- -
K. Noronha (19, 31)-- -
T. Olanbiwonnu (19, 28)-- -
N. Sinclair (19, 33)-- -
4,025 -4,025
Pickering Library Board (1,11,12)
Councillor Brenner (15, 27)-- -
Councillor Butt (22)-- -
Councillor Cook (27)-- -
M. K. Anderson (14)-- -
D. Barham (14, 30)-- -
S. Beckett (14)-- -
R. Coelho (14)-- -
K. Danylak (26)-- -
B. Kenworthy (26)-- -
A. Maginley (14, 26)-- -
F. Mahjabeen (14, 26)-- -
A. Mir (26)-- -
S. Pragg (24)-- -
D. Sharma (14, 26)-- -
S. Sheehy (14, 26)-- -
K. Smuk (26)-- -
- --
- 58 -
Notes to Council Appointees:
All payments are authorized under Council’s adoption of the 2022 Current Budget.
(1)Authority:By-law 7672/18
Municipal Act, 2001 Section 283
(2)Authority:By-law 7666/18
Municipal Act, 2001 Section 283
(3)Authority:By-law 7697/19
Municipal Act, 2001 Section 283
(4)Authority:By-law 7732/19
Municipal Act, 2001 Section 283
(5)Authority:By-law 7778/20
Municipal Act, 2001 Section 283
(6)Authority:By-law 7814/21
Municipal Act, 2001 Section 283
Statement of Treasurer
Council Appointees
2022 Remuneration and Expenses
Remuneration Expenses (13)Total
$ $$
Property Review Committee (1,12)
J. Ali (26)
J. Cox (14)-- -
P. Dickson (14)-- -
B. Ferguson (14)-- -
G. Fernandes (14, 26)-- -
I. Joseph (26)-- -
M. Naeem (26)-- -
S.Upadhyayula (26)-- -
A. Villani (14)-- -
- --
Taxicab Advisory Committee (1,12)
Councillor Brenner (15, 27)-- -
- --
Livestock Valuers (1,12)
J. Laider (14, 26)-- -
- --
- 59 -
Statement of Treasurer
Council Appointees
2022 Remuneration and Expenses
(7)Authority:By-law 7833/21
Municipal Act, 2001 Section 283
(8)Authority:By-law 7885/21
Municipal Act, 2001 Section 283
(9)Authority:By-law 7892/21
Municipal Act, 2001 Section 283
(10)Authority:By-law 7912/22
Municipal Act, 2001 Section 283
(11)Authority:By-law 7921/22
Municipal Act, 2001 Section 283
(12)Authority:By-law 7977/22
Municipal Act, 2001 Section 283
(13)Expenses include conferences, travel and meeting expenses.
(14)Council appointees are appointed for a term ending on November 14, 2022 under City
of Pickering Resolution #29/18.
(15)Resolution #02/18, Council appointee for a term to expire November 14, 2022.
(16)Resolution #101/19, Council appointee for a term to expire November 14, 2022.
(17)Resolution #210/19, Council appointee for a term to expire November 14, 2022.
(18)Resolution #412/20, Council appointee for a term to expire November 14, 2022.
(19)Resolution #513/21, Council appointee for a term to expire Novem ber 14, 2022.
(20)Resolution #558/21, Council appointee for a term to expire November 14, 2022.
(21)Resolution #740/21, Council appointee for a term to expire November 14, 2022.
(22)Resolution #744/21, Council appointee for the remainder of the 2018-2022 Term of
Council.
(23)Resolution #828/22, Council appointee for a term to expire February 28, 2023.
(24)Resolution #859/22, Council appointee for a term to expire November 14, 2022.
(25)Resolution #03/22, Council appointee for a term to expire November 14, 2024.
(26)Resolution #03/22, Council appointee for a term to expire November 14, 2026.
- 60 -
Statement of Treasurer
Council Appointees
2022 Remuneration and Expenses
(27)Resolution #17/22, Council appointee for a term to expire November 14, 2026.
(28)Resigned January, 2022
(29)Resigned March, 2022
(30)Resigned April, 2022
(31)Resigned May, 2022
(32)Resigned July, 2022
(33)Resigned October, 2022
- 61 -
Report to
Executive Committee
Report Number: FIR 01-23
Date: March 6, 2023
From:Steve Boyd
Fire Chief
Subject:Supply and Delivery of a Fire Pumper Rescue Replacement
-Proposal No. RFP2022-7
-File: A-1440-001-23
Recommendation:
1.That RFP No. RFP2022-7 submitted by Dependable Truck & Tank Limited for the supply
and delivery of a Fire Pumper Rescue Apparatus in the amount of $1,262,486.00 plus HST
be accepted;
2.That the total gross project cost of $1,550,909.00 (HST included) and the total net project
cost of $1,396,642.00 (net of HST rebate) be approved;
3.That the Director, Finance & Treasurer be authorized to finance the total net project cost in
the amount of $1,396,642.00 as follows:
a)the sum of $1,200,000.00 from the previously approved 2022 Capital Budget be
increased to $1,390,000.00, be financed by the issue of debentures by The Regional
Municipality of Durham over a period not to exceed 15 years;
b)the sum of $6,642.00 be funded from property taxes;
c)the annual debenture repayment charges in the amount of approximately $156,493.00
be included in the annual Current Budget for the City of Pickering commencing 202 3,
or such subsequent year in which the debentures are issued, and continuing thereafter
until the debenture financing is repaid;
d)the Treasurer be authorized to make any changes, adjustments, and revisions to
amounts, terms, conditions, or take any actions necessary in order to effect the
foregoing;
4.That the draft By-law attached to this report be enacted; 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: As approved in the 2022 Capital Budget, the Fire Services
Department will require one pumper rescue apparatus to replace the 2006 Smeal pumper
rescue apparatus currently in service.
For the purpose of supplying this apparatus, RFP2022-7 was advertised on the City’s website on
November 17, 2022. Two proposals were received and proceeded to the Stage II evaluation.
- 62 -
FIR 01-23 March 6, 2023
Subject: Supply and Delivery of a Fire Pumper Rescue Replacement Page 2
The Evaluation Committee scored the quotations and established Dependable Truck & Tank
Limited as the highest-ranking Respondent.
The total gross project cost is estimated to be $1,550,909.00 (HST included) and the total net
project cost is estimated at $1,396,642.00 (net of HST rebate).
Financial Implications:
1.Proposal Amount
RFP No. RFP2022-7 $1,262,486.00
HST (13%)164,123.18
Total Gross Quotation Cost $1,426,609.18
2.Estimated Project Costing Summary
RFP No. RFP2022-7 $1,262,486.00
Tools and Equipment
Contingency
Sub Total Cost
100,000.00
10,000.00
$1,372,486.00
HST (13%)178,423.00
Total Gross Project Cost $1,550,909.00
HST Rebate (11.24%)(154,267.00)
Total Net Project Cost $1,396,642.00
- 63 -
FIR 01-23 March 6, 2023
Subject: Supply and Delivery of a Fire Pumper Rescue Replacement Page 3
3.Approved Source of Funds
2022 Fire Services Capital Budget
Account
Code
C10700.2209.504300
C10700.2209-504200
C10700.2209.504300
Source of Funds
Debt – 15 Years
Subtotal – Debt 15
Years
Property Taxes
Total Funds
Available
Budget
$984,000.00
216,000.00
$1,200,000.00
0.00
$1,200,000.00
Required
$1,288,240.00
101,760.00
$1,390,000.00
6,642.00
$1,396,642.00
Project Cost under/(over) approved funds by $(196,642.00)
This apparatus will require necessary tools and equipment that will require custom mounting and
fitting in order to ready it for service. A portion of the funds will be required for the purchase and
installation of this equipment.
Discussion: This pumper rescue apparatus, as approved in the 2022 Capital Budget and
posted to the City’s website under RFP2022-7, will be primarily utilized to respond to emergency
incidents throughout the City that include structure fires, automobile accidents, medical
emergencies, industrial alarms, and specialized rescues. It is designed to be highly
maneuverable and carry specialized equipment, 1,900 liters of water, and has a pump capacity
rating of 7,000 liters per minute.
The estimated time to have this apparatus built and placed in-service is 18 months after the
successful respondent is awarded. This time allows Pickering Fire Services’ and Operations staff
to carefully oversee the construction of the apparatus and ensure it is fully operational before i t is
deemed ready for service. This includes installing required tools and equipment that have not
been included in the purchasing contract, and training Operations and Fire Services staff on the
apparatus’ maintenance and use.
When the apparatus is ready for service it will be added to the Pickering Fire Services vehicle
fleet. It will replace City vehicle 540, the 2006 Smeal pumper rescue apparatus. The 2006 Smeal
pumper rescue apparatus has reached its 15-year service life and is due for replacement.
Specifications for this apparatus were developed based on consultation with Purchasing staff,
City Operations staff, and the Fire Services Joint Health and Safety Committee, and Training
Division staff.
Submissions have been received for RFP2022-7, which closed on January 12, 2023 with two
respondents submitting quotations for this project.
- 64 -
FIR 01-23 March 6, 2023
Subject: Supply and Delivery of a Fire Pumper Rescue Replacement Page 4
Fire Services staff have reviewed the previous work experience of Dependable Truck & Tank
Limited, the references provided, and the proposal is deemed acceptable. Dependable Truck &
Tank Limited has successfully completed two previous projects with Pickering Fire Services that
include the 2018 Fire Pumper Tanker (FIR 02-18) and the 2017 Fire Pumper Rescue (FIR 02-
17).
This apparatus will require the purchase of specialized vehicle extrication equipment, rescue
saws, fire hose, nozzles, a ventilation fan, and various hand tools for emergency response.
Fire Services is requesting additional funds of $196,642.00 for this project. There has been a
significant price increase to this fire apparatus and to the specialized tools that are required to
place this apparatus in service.
In 2021, a similar fire pumper rescue was awarded and the total net project cost was
$999,554.00 (net of HST rebate), reference Report to Council FIR 02-21. There are minimal
variances between the specifications for the 2021 pumper rescue and this current pumper
rescue.
Upon careful examination of all quotations and relevant documents received, the Fire Services
Department recommends the acceptance of the RFP submitted by Dependable Truck & Tank
Limited for RFP2022-7 in the amount of $1,426,609.18 (HST included) and that the total net
project cost of $1,396,642.00 (net of HST rebate) be approved.
Attachments:
1. Supply & Services Summary Memorandum dated January 26, 2023
2. Draft By-law for the Supply and Delivery of a Fire Pumper Rescue Replacement project
Prepared By: Approved/Endorsed By:
Original Signed By: Original Signed By:
Jason Yoshida Steve Boyd
Deputy Fire Chief Fire Chief
Original Signed By: Original Signed By:
Cathy Bazinet, CPPB, NIGP-CPP Stan Karwowski, MBA, CPA, CMA
Manager, Procurement Director, Finance & Treasurer
JY:jm
- 65 -
FIR 01-23 March 6, 2023
Subject: Supply and Delivery of a Fire Pumper Rescue Replacement Page 5
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A.
Chief Administrative Officer
- 66 -
To:Stephen Boyd
Fire Chief, Fire Services
January 26, 2023
From:Kayla Horne
Buyer, Supply & Services
Copy:Administrative Assistant, Fire Services
Deputy Fire Chief, Fire Services
Manager, Supply & Services
Subject:Proposal No. RFP2022-7
Supply & Delivery of One (1) Fire Pumper Rescue Replacement
Closing Date: Thursday, January 12, 2023 at 2:00 pm
-File: F-5300-001
RFP2022-7 was advertised on bids&tenders portal on November 17 2022. Two proposals were
received and proceeded to Stage II evaluation.
The Evaluation Committee, consisting of City Staff from Fire Services and Operations, conducted
independent evaluations of the proposals. A summary of consensus scores is completed and a
copy is attached.
In accordance with Item 2.5 Stage IV – Ranking and Contract Negotiations, all scores from Stage
II and Stage III have been added together, the proponents have been ranked based on their total
scores. The Evaluation Committee has confirmed that contract negotiations will not be required.
Dependable Truck & Tank Limited is the highest ranking proponent in the amount of
$1,262,486 plus HST.
A budget of $1,200,000 was provided to Supply & Services for this procurement. If the
recommendation to award exceeds the budgeted a mount, refer to Financial Control Policy Item
11 for additional instructions.
In accordance with Purchasing Policy Item 10.04, where written proposals are obtained by the
Manager in accordance with procedures set out in Section 06 and funds are a vailable in the
approved budget:
(c)An award over $50,000 is subject to the additional approval of Council.
Please include the following items in your Report to Council:
1.any past work experience with the highest ranking proponent Dependable Truck & Tank
Limited including work location;
2.the appropriate account number(s) to which this work is to be charged;
3.the budget amount(s) assigned thereto;
4.Treasurer’s confirmation of funding;
5.related departmental approvals; and
6.related comments specific to the project.
Memo
Attachment #1 to Report FIR 01-23
- 67 -
RFP2022-7 Page 2 of 2
Upon receiving Council’s approval, an approved requisition will be required to proceed.
Do not disclose any information to enquiries during this time. The Proponent s will be
advised of the outcome in due course.
If you require further information, please feel free to contact me or a member of Sup ply &
Services.
KH
- 68 -
The Corporation of the City of Pickering
By-law No./23
Being a by-law to authorize the Supply and
Delivery of a Fire Pumper Rescue
Replacement project in the City of Pickering
and the issuance of debentures in the amount
of $1,390,000.00.
Whereas Section 11 of the Municipal Act, 2001, as amended, provides that a lower-tier
municipality may pass by-laws respecting matters within the spheres of jurisdiction
described in that Section; and,
Whereas Subsection 401(1) of the Municipal Act, 2001, as amended, provides that a
municipality may incur a debt for municipal purposes, whether by borrowing m ay or in
any other way; and,
Whereas Subsection 401(3) of the Municipal Act, 2001, as amended, provides that a
lower-tier municipality in a regional municipality does not have the power to issue
debentures; and,
Whereas The Regional Municipality of Durham has the sole authority to issue
debentures for the purposes of its lower-tier municipalities including The Corporation of
the City of Pickering (the “City”); and,
Whereas the Council of the City wishes to proceed with debenture financing for the
Supply and Delivery of a Fire Pumper Rescue Replacement project; and,
Whereas before authorizing the Supply and Delivery of a Fire Pumper Rescue
Replacement project in the City of Pickering, the Council of the City had the Treasurer
update the City’s Annual Repayment Limit, the Treasurer calculated the estimated
annual amount payable in respect of such project and determined that such annual
amount would not cause the City to exceed the updated limit and therefore, the Ontario
Land Tribunal (OLT) approval is not required as per Section 401 of the Municipal Act,
2001, as amended, and the regulations made thereunder;
And whereas after determining that Ontario Land Tribunal approval is not required, the
Council of the City approved report FIR 01-23 on the date hereof and approved the
Supply and Delivery of a Fire Pumper Rescue Replacement project in the City of
Pickering;
Attachment #2 to Report FIR 01-23
- 69 -
By-law No./23 Page 2
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
1.That the City proceed with the project referred to as “Supply and Delivery of a Fire
Pumper Rescue Replacement”;
2.That the estimated costs of the project in the amount of $1,396,642.00 be financed
as follows:
a). the sum of $1,390,000.00 be financed by the issue of debentures by The
Regional Municipality of Durham over a period not to exceed 15 years;
b). the sum of $6,642.00 be funded from property taxes;
3.That the funds to repay the principal and interest of the debentures be provided for
in the annual Current Budget for the City commencing in 2023 or such subsequent
year in which the debentures are issued and continuing thereafter until the
debenture financing is repaid;
By-law passed this 27th day of March, 2023
___________________________________
Kevin Ashe, Mayor
___________________________________
Susan Cassel, City Clerk
- 70 -
Report to
Executive Council
Report Number: OPS 04-23
Date: March 6, 2023
From: Brian Duffield
Director, Operations
Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
-File: A-1440
Recommendation:
1.That Report OPS 04-23 regarding Residential Sidewalk and Driveway Windrow Snow
Clearing Review be received for information.
Executive Summary: At the Executive Committee Meeting of January 9, 2023, Council
requested that staff prepare a preliminary substantive report to Council regarding an increase
to the existing winter control level of service to include the snow clearing of all residential
sidewalks and driveway windrows starting in the 2023/2024 winter season.
Municipalities in Ontario are required to implement a Winter Control Program that complies
with Ontario Regulation 239/02, Minimum Maintenance Standards for Municipal Highways
(MMS). The City’s current Winter Control Program utilizes the Operations Centre, staffing
levels, vehicles, and equipment to achieve compliance with MMS. However, as per Report CS
31-19 (Resolution #194/19), staff were directed to implement changes to the City’s Winter
Control Program commencing with the 2020/2021 winter control season that increased level of
service with faster response and snow clearing times which exceeds MMS (except during
severe winter storm events).
As a result of Council’s most recent request on January 9, 2023, staff have identified and
considered three possible options that would provide an enhanced level of service for winter
control that would include residential sidewalk and windrow clearing in Pickering. That said, the
full details of a Residential Sidewalk and Driveway Windrow Snow Clearing Program will still
have to be developed to provide a full and thorough cost of these alternate delivery methods.
Additionally, a review of other communities has been completed using information in the public
domain. However, given more time, a more thorough outreach of the communities already
delivering such a program will need to be completed to confirm or revise the assumption made
in this report.
Option 1 – A City-wide Residential Sidewalk and Windrow Snow Clearing Program
Delivered as an In-house Service (via City of Pickering staff)
This option would require a substantial increase in staff, vehicles, and equipment to provide an
in-house service via City of Pickering staff to clear all residential sidewalks and driveway
windrows in Pickering (approximately 37,100 households). A new or leased facility would be
required as the additional staffing, vehicles, and equipment cannot be accommodated within
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
the existing Operations Centre located at 1955 Clements Road, Pickering. A northern
operations depot was planned as part of the necessary expansion of Operations to service
existing northern assets and the growth associated with the Seaton community. This facility
could be sized to accommodate a new Residential Sidewalk and Windrow Snow Clearing
Program; however, a suitable site for such a facility has yet to be confirmed.
With respect to staff, the operation of sidewalk plows and windrow tractors should be
performed by full time staff deemed competent under the Occupational Health & Safety Act,
and who are trained in Standard Operating Procedures to effectively and efficiently deliver this
service. The new staff required for this program would be full-time with the need to be
accommodated with meaningful work for the remainder of the year outside of the winter control
season. Please note that 12 month costs for full time staff could be partially offset by
substantial reductions in seasonal staff (terms and students), not yet quantified.
Additional equipment will also be required to implement Option 1 at an approximate cost
$9,800,000. The equipment is estimated to take between 12-16 months to receive. After
seven years in service, there would also need to be a $980,000.00 annual Capital Budget cost
for life cycle replacement of equipment.
It is important to note that the timing to deliver the services described in Option 1 will be
dependent on the acquisition of vehicles and equipment and the construction of a new facility
to house the program. Acquisition of land, design, and construction is a three to four year
process.
A preliminary cost estimate for Option 1, a City-wide Residential Sidewalk and Driveway
Windrow Snow Clearing Program, is presented below:
6 Month Cost *12 Month Cost
$3,500,050.00
$225,000.00
$388,200.00
$33,800.00
Subtotal: $4,147,050.00
$10,000,000.00
$9,800,000.00
Estimated Operating Costs
Salaries and Benefits
Repairs and Maintenance to New Equipment
Fuel
Salt
Capital Costs
New Building to Deliver Program
Capital Equipment
Subtotal: $19,800,000.00
Preliminary Program Cost: $23,947,050.00
$7,000,100.00
$225,000.00
$388,200.00
$33,800.00
It should be noted that $4.15 million for operating costs for the six months of winter control
would result in an increase of approximately 5.45 percent to the 2023 property tax levy.
When annualizing the cost (12 months) for the new full time staff, this would result in an
increase of approximately 10.05 percent to the 2023 property tax levy.
(Year 1)(Year 1)
$7,647,100.00
$10,000,000.00
$9,800,000.00
$19,800,000.00
$27,447,100.00
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
Clearly, the introduction of Option 1, a City-wide Residential Sidewalk and Driveway Windrow
Snow Clearing Program using in-house services, would represent a significant expansion of
the current level of service and will have significant cost implications. Additionally, as the City
continues to grow, this cost will grow every year with the addition of new residential units in
Pickering.
Option 2 – A City-wide Residential Sidewalk and Drivewa y Windrow Snow Clearing
Program Delivered as a Contracted Service
The City currently uses a contract service for snow removal of municipal parking lots and for
the Seniors & Persons with Disabilities Snow Clearing Program. The benefit of using a contract
service for these tasks arises from the City’s avoidance of the capital cost and maintenance of
the vehicles and equipment required for the six months of winter control; the staff needed to
operate the equipment; and, the additional facility needed for what is a seasonal program.
The preliminary cost estimate for Option 2, a Residential Sidewalk and Driveway Windrow
Snow Clearing Program delivered by a contract service to all Pickering households, is
estimated to be $7,420,000.00 per winter season (37,100 households x $200.00 per season;
based on an average of 10 winter events). It should be noted that $7.4 million for operating
costs would result in an increase of approximately 9.73 percent to the 2023 property tax
levy.
It is anticipated that contracted service provider would require a long-term contract from the
City due to the investment in the capital equipment required to deliver this program. Staff
would also anticipate that any contract would require a baseline guaranteed annual contract
fee with a fee adjustment based on the total number of winter events, above the baseline, in
that winter season. Once again, as the City continues to grow, the cost to implement Option 2
will grow every year to accommodate new residential units in Pickering into the program.
Option 3 – Expand the City’s Existing Seniors & Persons with Disabilities Snow Clearing
Program
The Seniors & Persons with Disabilities Snow Clearing Program is currently a contracted
service carried in the annual Current Budget in the amount of $299,200.00 and with a revenue
of $26,250.00 from registrant fees. Registration into the program is currently capped at 500
applicants. Each year, the contracted service provider is reimbursed by the number of call out
events based on the scheduled rates set out in the contract. In this way, the actual program
cost could fall below or above the budgeted allotment depending on the number of snow
events that winter. The average number of full service call outs provided by the contracted
service provider is ten events per year and their response threshold is triggered by 5 cm of
snow or icy conditions as determined by City staff inspections.
Should the City wish to expand the City’s existing Seniors & Persons with Disabilities Snow
Clearing Program to be free to all Pickering property owners age 60 years and older, the cost
to contract this service would be approximately $3,400,000.00 per winter season
(approximately 5,000 applicants x $68.00 per household (driveway windrow + one sidewalk) x
10 winter events). It should be noted that expanding this existing program would result in an
increase of approximately 4.47 percent to the 2023 property tax levy.
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
Financial Implications:
Option 1: Public Works provides winter services annually for a six month duration beginning
on November 1st and ending on April 30th. The introduction of a Citywide Residential Sidewalk
and Driveway Windrow Snow Clearing Program would be staffed by Public Works, and
supported by Municipal Law Enforcement Services and Customer Care, utilizing new full time
staff and the required equipment.
Below is a more detailed financial breakdown of estimated costs to implement Option 1 to
additional staff (labour, benefits, overtime and on-call costs included), new vehicles, new
equipment, annual operating costs for vehicle repairs and maintenance, and the additional
supply of fuel and salt to deliver this program.
Public Works’ Annual Operating Costs for Staff:
Public Works Administration
6 Month Cost 12 Month Cost
1 Administrative Assistance $48,085.00 $96,170.00
1 Clerk $39,371.00 $78,742.00
1 Customer Care Rep. $37,701.00 $75,402.00
Subtotal: $125,157.00 Subtotal: $250,314.00
Roads
24 Maintenance Worker $1,256,929.00 $2,513,858.00
2 Lead Hand $124,549.00 $249,098.00
1 Foreperson $69,813.00 $139,626.00
1 Supervisor $75,118.00 $150,236.00
Subtotal: $1,526,409.00 Subtotal: $3,052,818.00
Parks & Property
24 Maintenance Worker $1,256,929.00 $2,513,858.00
2 Lead Hand $129,556.00 $259,119.00
1 Foreperson $69,813.00 $139,626.00
1 Supervisor $78,118.00 $156,236.00
Subtotal: $1,534,416.00 Subtotal: $3,068,832.00
Fleet
2 Mechanic $76,677.00 $153,354.00
1 Engine Repair Mechanic $39,541.00 $79,082.00
Subtotal: $116,218.00 Subtotal: $232,436.00
Total: $3,302,200.00 Total: 6,604,400.00
Please Note: the cost for additional/new staff reflects the direct cost to deliver the residential
sidewalk and windrow program for six months (November 1st to April 30th) and the balance of
the year working on Public Works’ regular service delivery. These costs could be partially
offset by substantial reductions in seasonal staff (terms and students).
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OPS 04-23 March 6, 2023
Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
Public Works’ Initial Capital Costs:
Roads
30 Windrow Tractor (Front Mount Harness & Drop Down Scissor Plow) $5,250,000.00
2 Small Plow Truck with salter $200,000.00
Subtotal: $5,425,000.00
Parks & Property
15 Sidewalk Plow with Salt Spreader and Front Mount Plow $3,375,000.00
2 Small Plow Truck with Salter $200,000.00
3 One Ton Dump Truck with Front Mount Plow and Salt Conveyor $525,00.00
Subtotal: $4,100,000.00
Fleet
1 Service Truck with Service Body and Crane $275,000.00
Total: $9,800,000.00
Public Works’ Annual Operating Costs:
Public Works
Repairs & Maintenance to New Equipment $225,000.00
Fuel $388,200.00
Salt $33,800.00
Total: $647,000.00
Municipal Law Enforcement Services’ Costs:
Staff
*3 PTT By-Law Enforcement Officers $395,700.00
**2 PTT Parking Control Officers $TBD
Subtotal: $395,700.00
Other Operating Costs
Removal of obstructions partially recovered by tax roll billing $1,000,000.00
***Towing & Impound and Truck Waiting Times $TBD
Total: $1,395,700.00
*One-year contracts which may need to be extended or increased, depending on the number of
obstructions to be removed and the number of issues with sidewalks that are obstructed by vehicles.
**Unknown cost as hours depend on weather (PTT would be for winter season). May be partially off-set
by parking ticket revenue to be determined.
***$80.00 per vehicle and $80.00 per hour waiting/standby. May be off-set by revenue to be
determined.
Option 2: The preliminary cost estimate to implement a Residential Sidewalk and Driveway
Windrow Snow Clearing Program delivered by a contract service to all Pickering households,
is estimated to be $7,420,000.00 per winter season (37,100 households x $200.00 per season;
based on an average of 10 winter events). It should be noted that $7.4 million for operating
costs would result in an increase of approximately 9.73 percent to the 2023 property tax
levy.
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
Option 3: Should the City wish to expand the City’s existing Seniors & Persons with
Disabilities Snow Clearing Program to be free to all Pickering property owners age 60 years
and older, the cost to contract this service would be approximately $3,400,000.00 per winter
season (approximately 5,000 applicants x $68.00 per household (driveway windrow + one
sidewalk) x 10 winter events). It should be noted that $7.4 million for operating costs would
result in an increase of approximately 9.73 percent to the 2023 property tax levy.
Discussion:
A.Background Information: There are currently 418 km of sidewalks in the City of
Pickering. Public Works currently provides winter control to 160 km of sidewalks which is
divided into 8 routes that are an average of 20 km in length, in accordance with the City’s
Sidewalk Winter Control Program. There is one route, which is 0.31 km in total length that is
required to be cleared and salted by hand due to location or because the sidewalks cannot be
maintained by sidewalk machines. There are approximately 258 km in front of residential units
that are the responsibility of the owner to keep clear of snow and ice as per By-law 6650/06
Removal of Ice & Snow from Sidewalks:
“Every owner and occupant of any building, either occupied or unoccupied, or
vacant land within the boundaries of the Town shall clear away and remove or
cause to be cleared away and removed any snow or ice from such sidewalks on
the highways in front of, alongside or at the rear of such building or vacant land
within twenty-four (24) hours after the accumulation of such snow or ice”.
As part of the City’s Winter Program, on residential roads the snow plows will deposit snow at
the end of residential driveways. The deposit of this snow, called a windrow, is unavoidable
and is currently the responsibility of the resident to remove to allow access to their driveway
or road. The City’s current staffing resources for winter control is presented below:
Full-Time Part-Time
Roads 34 1
Parks & Property 24 1
Total: 58 2
The above staffing levels excludes indirect staff that support winter control events such as
supervisory and administrative staff or fleet mechanics that work a regular Monday to Friday
day shift.
B.City’s existing Winter Control Program Description: Winter control is initiated each
year from the beginning of November to the end of April. During this time, staff are also
available on a weekly rotation to be on-call which is currently budgeted for $168,000.00 per
winter season. Under the Ministry of Transportation, Hours of Service Regulation 555/06, staff
are not to exceed 13 hours of driving a commercial vehicle in a 24 hour period and must have
8 consecutive hours off duty once reaching 13 hours of driving or have off 10 hours in a 24
hour period.
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
During the winter on-call season, staff will continue to perform regular maintenance duties
such as: daily inspections to ensure we meet Minimum Maintenance Standards (MMS);
pothole repairs; tree pruning; signs installation; construction and ditching projects (weather
permitting); garbage and litter collection; fence repairs; graffiti removal; banner installations;
natural outdoor ice rinks (building, maintenance and daily inspections); parks inspections;
shrub bed maintenance; boulevard tree pruning/elevations; tree pruning in parks and along
fence lines; ice checks and spot salting of sidewalks from freeze thaw conditions; winter
festivities preparation (installing tree lighting and light pole displays including removal); and,
event support (particularly in November, December and April when there are fewer winter
events).
Recently, the City has experienced more severe winter storm events that have required many
days of clean up after the initial snow fall has stopped, including snow removal on bridges,
monolithic sidewalks (a sidewalk which is directly adjacent to the road curb), courts and street
corners to address site line issues when required, and the more frequent filling of facility salt
boxes. Further, there has been an increased frequency of freezing rain events that result in
significant tree damage and require several weeks or more of brush chipping and tree
removals.
The Operations Department’s current inventory of major equipment utilized for winter control
consists of:
•17 plow trucks (including 3 spare plow trucks)
•12 sidewalk plows
•4 one ton trucks for hand routes and filling sidewalk machines
•8 small plow trucks with salters
•2 front end loaders
•2 road graders for northern routes
C.Seniors & Persons with Disabilities Snow Clearing Program Description: In
addition to the Winter Control Program delivered by in-house staff, the City provides a Seniors
& Persons with Disabilities Snow Clearing Program that operates from November 1st to April
30th delivered as a contracted out service. This program accommodates 500 qualified
applicants (households), and includes residents in the hamlets of Brougham, Claremont,
Greenwood, and Whitevale. The program currently has 400 applicants registered. To qualify
for the program, Pickering residents must be 65 years or older, or a person with a medically
certified permanent physical or cognitive disability and have no able bodied person under the
age of 65 residing at the residence, unless they are able to provide a doctor’s note for said
individual to show proof of physical or cognitive disability.
A few years ago, Council adopted an “income test” for this program based on the philosophy
and or principle of efficient use of scarce “property tax dollars.” Recognizing that property tax
dollars should be efficiently employed and utilized, providing a free senior snow clearing
program for those individuals and or families that are thriving runs counter to this philosophy.
Participation in this program is based on taxable income as verified by the Canada Revenue
Agency or CRA. For those individuals and or families, whose income is below $133,141.00,
they are eligible to participate. The average income in Pickering is approximately, $99,700.00
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
and therefore, the income bar for the senior snow program was set above average to allow
more participants in the program.
The contractor is dispatched after the snow has stopped and when minimum snow
accumulations of five centimeters, from a single snow event are reached or icy conditions exist
caused by freezing rain or wet snow/rain immediately followed by a flash freeze. The program
states that the service is not initiated until City plows have completed their routes; although,
our practice is to dispatch the contractor once 75 percent of the roads have been plowed.
Once initiated, it typically takes the contractor 24 hours to complete — significant snow events
of 20 cm or more or heavy wet snow will lengthen the anticipated completion time.
The contractor is dispatched by City staff once winter patrol inspections verify the program
criteria is met. The service provided in this program clears the driveway apron including the
windrow, (approximately 12 ft. by 12 ft. portion of the driveway adjacent to the street), a 3 ft.
wide path up the driveway to the closest house entry and all sidewalks fronting and adjacent to
the property (see Attachment 1). The program does not include clearing the whole driveway.
Residents can opt out of salt applications to the cleared portion of their driveway but not the
public sidewalk. Over a five year period, the contractor has been dispatched an average of ten
times per year.
D. Review of Options for an Increased Level of Service for Snow Removal in the City
Option 1 – City-wide Residential Sidewalk and Driveway Windrow Snow Clearing
Program Delivered as an In-house Service (via City of Pickering staff)
Public W orks consists of four sections—Roads, Parks & Property, Fleet, and Administration—
each of which have a role in the proposed Residential Sidewalk and Driveway Windrow Snow
Clearing Program.
The Parks & Property team is currently set up with dedicated equipment to clear City sidewalks
(not residential, unless it is designated as a main sidewalk or monolithic sidewalk where no
boulevard exists) and the snow is pushed by sidewalk plows towards City property as snow
clearing occurs. This team would be responsible for the expansion of the current sidewalk
clearing program to add all residential sidewalks (except condominiums and any other
sidewalks within private property).
The Roads’ team utilizes dedicated equipment to clear roadways of snow and ice in a winter
event. This team would be responsible for clearing residential driveway windrows as the work
task would be completed by road licensed heavy equipment accessing the windrow from the
road side of the residential driveway apron.
The Fleet team consists of mechanics and support staff that are responsible for the regular
preventative and emergency repair of all winter control equipment. Staff are also on-call and
will staff the municipal garage during a winter control event, out of regular hours, to support
ongoing winter control activities.
The Administration team supports winter activities including Public Works embedded Customer
Care staff; however, these activities are limited to regular hours of work. This increase in
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
service may impact the City’s after hours service provider. We anticipate a higher than normal
volume of calls to our after hours’ service provider during and after winter events, and as such,
financial implications should be considered. Residents may also have an expectation that
enhanced snow clearing will occur within a certain timeframe that is suitable to them. The
introduction of this program cannot guarantee response times.
i.Residential Sidewalk Snow Clearing
The Parks & Property team currently has 8 sidewalk routes averaging 20 km per route,
clearing a total of 160 km of designated sidewalks and trails. The routes are planned to be
cleared within eight hours for an average snowfall winter event. Sidewalks often need to be
plowed a second time in a continuing snow fall or due to freeze and thaw causing ice formation
of sidewalks already plowed. Bridge decks and monolithic sidewalks are often plowed back in
by road plows requiring an additional service. After 13 hours of driving time, plow operators are
mandated to stop work for a rest break of 8 consecutive hours. Parks & Property has a total of
22 full-time staff qualified to operate sidewalk machines. They are supported by a five ton truck
with a conveyor to fill the salt hoppers in the field to avoid time consuming trips back to the salt
dome located at the Operations Centre. Another one ton truck is required to fill facility salt
boxes and assist with filling sidewalk machines. Additionally, Parks & Property have a
designated hand route that uses hand operated snow blowers for some locations that cannot
accommodate a sidewalk plow.
The addition of all residential sidewalks in Pickering into the existing program would require the
following resources for 13 new sidewalk routes:
•15 additional sidewalk plows (2 spares minimum required)
•3 modified 1 ton dump trucks for filling additional sidewalk machines
•24 new full-time Maintenance Workers, Parks & Property positions
•2 new Lead Hand, Parks & Property positions
•1 new Supervisor, Parks & Property position
ii.Residential Driveway Windrow Snow Clearing
The City does not offer residential windrow snow clearing with the exception of the Seniors &
Persons with Disabilities Snow Clearing Program provided as a contracted service. The Roads
team currently has 14 urban and 4 rural plow routes. Salting routes takes three to four hours to
complete and plowing takes eight to ten hours to complete. Graders plow rural gravel roads
which are sanded, not salted. Winter control starts when there is 2 cm of snow on roads, this
being determined by road patrol staff that are on-call during the full winter on-call season.
In 2019, Council directed staff to increase the level of service for winter control, as detailed in
Report CS 31-19. This increase in level of service provided for additional staff and equipment
to reduce the time to complete winter control. Since full implementation in 2021, the City only
failed to meet this new standard on one occasion, being the exceptional snow storm on
January 17, 2022. The enhanced winter control plan of 2019 included expansion of the Direct
Liquid Application (DLA) or salt brine of roads that has been very successful. Two purpose
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
built brine trucks, with metered application nozzles, will be delivered and be in service prior to
the 2023/2024 winter control season.
The set up for a residential windrow clearing program of all homes in Pickering would require a
new type of equipment not currently in the City’s inventory of winter control equipment. The
program would be set up to clear windrows from approximately 37,100 driveways and would
consist of 28 routes averaging 1,325 driveways per route. The following resources would be
required:
•30 windrow tractors
•2 small plow trucks with salters
•24 new full-time Maintenance Workers, Roads positions
•2 new Lead Hands, Roads positions
•1 new Foreperson, Roads position
•1 new Supervisor, Roads position
iii.Other Considerations
Fleet Services operates out of the Operations Centre and are responsible for the regular
preventative maintenance and emergency repairs of the City’s inventory of vehicles and
equipment. The current inventory consists of 126 vehicles and 98 pieces of equipment of
which 75 vehicles are directly involved in winter control response. Fleet Services’ current
compliment of mechanics is one Foreperson, one Lead Hand, seven Mechanics, two
Apprentice Mechanics, one Repairperson, one Small Equipment person, and one
Serviceperson, Municipal Garage. The service garage has 16 repair bays with 6 hoists.
The Fleet Services’ staffing summary is presented below.
In addition, two mechanics are on call for winter events and will staff the garage during out of
hours winter control events to ensure emergency repairs are completed in a timely manner to
return vehicles and equipment back into service. During this time, staff are also available on a
weekly rotation to be on-call which is currently budgeted for $12,000.00 per winter season.
With the addition of 55 vehicles and equipment for the Residential Sidewalk and Driveway
Windrow Snow Clearing Program, Fleet Services would require the addition of three
Mechanics and two additional on-call staff for our off-hours winter event support. This
additional increase is beyond the capacity of the existing Operation Centre to accommodate.
Job Title # of Positions
Foreperson 1
Lead Hand 1
Licensed Mechanic 7
Apprentice Mechanic 2
Repair Person 1
Small Equip. Person 1
Service Person 1
Total: 14
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
New full-time staff hired to staff the City’s new Residential Sidewalk and Driveway Windrow
Snow Clearing Program will need to work on other non-winter control duties for the other six
months of the year. This may result in new full-time staff taking over the duties currently
provided by seasonal students and term staff. Adding to existing levels of service would
require an investment in additional vehicles and equipment resources for assigned work tasks.
Displacing the existing seasonal workforce with full-time staff would be at a significant increase
in the Salaries & Wages budget including overtime for evening and weekend coverage that is
currently covered by students and term staff.
Municipal Law Enforcement Services work in collaboration with Public Works during winter
control events to assist when cars parked on roads are preventing or blocking plowing
activities. Often when cars are parked on both sides of a street, plow truck access is not
possible, leaving the entire street without service until the vehicles are moved and the plow
can return for service. Plow trucks are very difficult to reverse safely in residential streets and
blocked streets can seriously impact the timing of an entire route.
Municipal Law Enforcement Services’ support staff would need to assist in the removal of
vehicles overhanging the sidewalk or at the bottom of driveways too close to the windrow zone
that would prevent plowing. Residents’ vehicles overhanging sidewalks that the resident is
responsible for clearing, may be a nuisance to pedestrian, but any hindrance to their sidewalk
snow clearing is within their own control. Once sidewalk plows are mobilized for residential
sidewalk clearing, these encroachments will prevent snow clearing and present a risk of
damage to inappropriately parked vehicles. Towing and impounding of vehicles is not a
practical solution due to the staffing resources required and the costs of having tow trucks on
stand-by for this process. Ticketing does have a deterrent value but does not have an
immediate impact as vehicles remain parked after ticketing. Parking tickets would be issued to
vehicles obstructing the sidewalk and additionally a notice to clear the ice/snow would be
issued to the homeowner.
The new Residential Sidewalk and Driveway Windrow Snow Clearing Program will need
additional support staff from Municipal Law Enforcement Services to assist in notices of
encroachment onto road allowances that would prevent sidewalk clearing or present a risk of
driver injury hazard to sidewalk plow drivers (see Attachment 2 consisting of photos taken by
staff of encroachment examples throughout the City). There will still be the need to issue
notices and provide homeowners an opportunity to clear the ice and snow from sidewalks
under a new by-law. Currently, there is no requirement for a resident to clear snow deposited
on the road by the plows. It does not seem logical to issue notices to residents requiring that
they clear the windrow. The suggested solution is that any windrow snow removal that is
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
obstructed by a vehicle results in the City not clearing that windrow. The plow would skip those
residences and only clear the ones they could clear safely.
Customer Care staff field and respond to a large amount of calls during winter events. Some
are enquiries needing explanation or education by trained staff, some are level of service
complaints needing timely corrective action, and others are requests for repairs to damage
caused by plowing activities. With the Residential Sidewalk and Driveway Windrow Snow
Clearing Program increase in service and the heavy equipment deployed throughout the City,
we anticipate many more calls regarding sod and driveway damage, salt burn and grass
damage, vehicle and hard landscape encroachment, enforcement and the like. Based on the
increase in the City-wide service, there will be a need to increase the staffing of the Customer
Care team to deal with the increasing issues that will arise from the Residential Sidewalk and
Windrow Snow Clearing Program.
The City of Pickering is currently developing a Digital Strategy and pending the outcome, there
may be opportunities to enhance and/or automate some public-facing Customer Care Centre
touchpoints. However, it should be noted that the Digital Strategy is entirely contingent on
future budgets and may see a phased in roll out of approximately two to seven years after the
strategy is completed and endorsed. For example, one of the potential automation options
could be a self-serve citizen portal that will be integrated with the Customer Care Centre and
AMANDA. In the interim, staff will continue to investigate short term opportunities to reduce
caller wait times during winter storm events.
iv.Operations Centre Capacity
Construction of the Operations Centre was completed in July 2019 at a cost of $26,000,000.
CAO memo 37-13, dated May 1, 2013, identified the need for a satellite facility in the time
period of 2028-2030. This need was revised to 2024 after the original designs for the new
Operations Centre was reduced in size prior to tender and the Northern Satellite Operation’s
facility added to the Capital Budget forecast with design in 2024 and construction in 2025. This
additional facility is needed for both Seaton growth and to be the home base for operations
specific to the maintenance of gravel routes mostly located north of Taunton Road.
The Operations Centre in nearing capacity and needs the displacement of staff and equipment
to the Northern Satellite Operation facility to leverage the growth space needed for the
development of Seaton and other new development. The existing Operations’ facility has no
current capacity to accommodate the additional staff, vehicles and equipment necessary to
deliver a City-wide Residential Sidewalk and Driveway Windrow Snow Clearing Program. A
new dedicated facility would need to be constructed on land yet to be identified to house this
new program. The land on Highway 7 identified for the Northern Satellite Operation’s facility
requires further investigation and consideration of expanding the proposed facility to
incorporate the new program will need to be fully explored.
The existing sand/salt storage building at the Operations Centre holds 1,970 tonnes of salt for
all winter control activities. The building was sized to allow a four to six week capacity of salt
providing a reserve buffer should a supply chain issue severely impact the supply of salt. In the
middle of a typical winter, the salt supply is replenished before it is below 50 percent capacity
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Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
to maintain this strategic reserve. In January and February, the salt is replenished every two
weeks. The new City-wide Residential Sidewalk and Windrow Snow Clearing Program would
require an additional 338 tonnes of salt use per year. Taking this from our existing sand/salt
capacity would reduce our strategic salt reserve.
Likewise, with our fuel storage capacity, the Operation Centre has its own fuel fill station to fill
all City-owned vehicles including Public Works, Fire Services, Community Services and City
Development. The on-site tank capacity is 25,000 litres of gasoline and 25,000 of diesel. This
provides us with a three weeks minimum reserve if we maintain a tanks at a minimum of 50
percent capacity. The City-wide residential sidewalk and windrow snow clearing program will
require an additional fuel usage of approximately 13,000 litres per week. This will effectively
half our strategic fuel reserve. Fuel reserve capacity is essential to business continuity in Pubic
Works which is an emergency service during a City wide emergency event
Option 2– City-wide Residential Sidewalk and Driveway Windrow Snow Clearing
Program Delivered as a Contract Service
The City currently uses a contract service for facilities parking lot snow removal and for the
Seniors & Persons with Disabilities Snow Clearing Program. The benefit of using a contract
service for these tasks arises from the City’s avoidance of the capital cost and maintenance of
the vehicles and equipment needed for the six months of winter control, the staff needed to
operate the equipment, and the additional storage space needed for what is for just seasonal
use equipment. The vendors that provide this type of service may be able to leverage a
proportion of the service using owner/operators of pickup trucks to provide the necessary
coverage without the capital costs of equipment ownership. The number of snow events
annually can vary significantly in both number and the time of day.
The Residential Sidewalk and Driveway Windrow Snow Clearing Program would have to be
fully developed prior to release for competitive tender to secure a vendor for the new program.
With the level of equipment and vehicles needed to deliver this program, and taking into
consideration the training of staff, the program would probably need a 9 to 12 months’ period
from the issue of a contract to the roll out of the new service. The level of investment that a
vendor will need to make in specialized equipment would require a commitment, subject to
performance, of a multi-year contract.
The City would have to have additional staff to supervise the program, inspect the work to
ensure compliance with the program deliverables and deal with residents’ feedback. The City
of Toronto has 15 contracts that provide snow clearing and salting of sidewalks using 237
sidewalk machines, providing service for 6,070 km sidewalks. Toronto recently completed a
pilot program to add the remaining 1,111 km of narrow sidewalks, previously excluded, using a
fleet of 59 specialized Holder x45i sidewalk plows and 17 support vehicles. This narrow
sidewalk program is delivered using 86 City staff. The City of Pickering has 11.2 km of narrow
sidewalks and although the locations are spread throughout the City, it would seem practical to
add the winter control of the narrow sidewalk inventory to the contracted out service should
that be the preferred delivery method.
- 83 -
OPS 04-23 March 6, 2023
Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
From the research to date (Attachment 3), staff can confirm that none of the municipalities in
Durham Region provide a Residential Sidewalk and Driveway Windrow Snow Clearing
Program other than some form of Seniors & Persons with Disabilities Snow Clearing Program
similar to ours. The City of Toronto acquired some of the sidewalk clearing programs in
Etobicoke, North York and Scarborough during amalgamation and have over the past few
years added this service in phases to the remainder of the GTA. The scale of their operation
and number of service providers does not allow any reasonable cost comparison to the
services and program needed to implement this service in the City of Pickering. Vaughan has
a partial Residential Sidewalk and Windrow Snow Clearing Program, removing snow from
1,200 kms of sidewalks. Richmond Hill clears residential sidewalks and started work on a
windrow program in 2014 which was fully implemented in 2020.
Windrow programs delivered in other communities only clear a three meter width (one car) for
access and only initiate a residential sidewalk response when eight centimeters of snow
accumulates. To date, we can find no other similar sized municipal program from which to
benchmark the development of a Residential Sidewalk and Windrow Snow Clearing Program
for the City of Pickering. Staff will need to reach out to other communities to design a new
program for the City of Pickering. Based on the available information from related
communities, staff would estimate the cost of a contracted out service program to be
approximately $200.00 per household given a total budget of the service at $7.4 million per
year. It is anticipated that vendors would require a long-term contract due to the vendor’s
investment in the capital equipment required to deliver this program. Staff would also anticipate
that any contract would require a baseline guaranteed annual contract fee with a fee
adjustment based on the total number of winter events, above the baseline, in that season.
Option 3 – Expand the Existing Seniors & Persons with Disabilities Snow Clearing
Program
Bearing in mind the foregoing discussion on the delivery of a City-wide Residential Sidewalk
and Driveway Windrow Snow Clearing Program and the challenges that will influence the roll
out date of a program using an in-house or contracted out delivery model, there could be some
discussion regarding a potential expansion of the City’s existing Seniors & Persons with
Disabilities Snow Clearing Program. The existing program requires a fee of $72.00 or $109.00
per year (GAINS recipients are provided the service at no fee). The program is not available to
those that are above the $133,142.00 net income threshold. This program could be expanded
by all, or part of, the following criteria:
•Reduce the age eligibility to 60 and over.
•Remove the registration fee.
•Remove the ineligibility to register condition if an able bodied person under 60 resides
at the address.
•Increase, or remove, the cap number of eligible registrants.
The annual Current Budget for this program is carried in the draft 2023 Current Budget at
$299,200.00 for the contracted service and $26,250.00 in revenue from registrants which is
currently capped at 500 households. This number is a budget and the contracted service
provider is reimbursed by the number of call out events based on the scheduled rates set out
- 84 -
OPS 04-23 March 6, 2023
Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
in the contract. The average number of full service call outs provided by the contracted service
provider is ten events per year and their response threshold is triggered by 5 cm of snow or icy
conditions as determined by City staff inspections.
A revised Seniors & Persons with Disabilities Snow Clearing Program would have to be
developed and tender documents prepared for a new program. The existing vendor is in the
final year of the contract and a new tender will have to be released this summer to secure a
new contract for the start of the 2023/2024 winter control season. The ability of a vendor to
provide a contracted service will depend on their ability to hire staff, source equipment and
have a suitable staging location. Depending on the number of anticipated eligible registrants, it
may be necessary to phase in the enhanced service over multiple years. Moreover, total
numbers in the program may trigger consideration of more than one vendor. Should this option
be favoured, more research is required to fully exam and detail this program expansion to best
meet residents’ expectations, safety, and best practices. Time will be required to provide
notices to residents to remove encroachments that would cause damage to equipment or a
risk to plow operators’ safety.
E.Regardless of the Options presented in this report, there are some key challenges
for Council to consider which includes:
i.Service Roll-out Considerations
The option for the City to provide the Residential Sidewalk and Driveway Windrow Snow
Clearing Program cannot be accommodated from the existing Operations Centre facility.
Sidewalk plows have to be stored in the tempered storage bay which is already at 90 percent
capacity. The building was planned to deliver the current winter control program and will
exceed maximum staff occupancy with the additional 62 staff to deliver the Residential
Sidewalk and Windrow Snow Clearing Program. The need for substantial additional salt and
fuel storage capacity and exterior vehicle parking with block heater outlets for windrow plows
all indicate a dedicated new facility would need to be designed and constructed to deliver this
new program. Acquisition of land, design, and construction is a three to four year process.
Consideration must also be given to the acquisition of the new equipment needed to deliver
the program. Much of the equipment is in an extended timeline of 12 to 16 months delivery
from date of receipt of the purchase order, and time must be allowed to prepare bid documents
and tender. Hiring and training of new staff must take place at least two months prior to the
start of the seasonal winter control on-call schedule. It typically takes staff two seasons of
plowing experience to be considered fully competent to be assigned to a regular plow route.
Using a contracted service to provide a Residential Sidewalk and Driveway Windrow Snow
Clearing Program will need to build into the roll out schedule and provide sufficient time for the
vendor to acquire the necessary vehicles and equipment and to hire and train staff. Unless
they are permitted to do this in a phased roll out, it seems unlikely that the procurement
process, starting after budget approval, will allow sufficient time to provide service for the
2023/2024 winter control season that starts on November 1st.
- 85 -
OPS 04-23 March 6, 2023
Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
New development in Seaton and future proposed residential communities will greatly increase
the amount of sidewalks and residential windrows added to any enhanced level of service. In
Seaton, there will be 16.6 km of new sidewalks in 2023, and current forecast projections of 9.5
km of new sidewalks between 2024 and 2026 (which are expected to significantly increase
once developed out). Other proposed residential communities could easily account for another
50 km or more of sidewalks and trails. Future budgets for staffing levels, vehicles and
equipment would have to increase proportionally and yearly to accommodate growth to
maintain consistent levels of service.
Expansion of the Seniors & Persons with Disabilities Snow Clearing Program to include a
much broader eligibility of applicants may be feasible for roll out for the 2023/2024 winter
control season although final numbers for this program will need to be determined. The total
number of vehicles, equipment and staff for this option would be significantly less than a City
in-house program, and therefore could be implemented in a more timely manner. That said,
the financial impact to implement Option 3 is still significant and will grow with the City’s aging
population and rapid residential growth.
ii.Program Challenges
There are challenges that need to be fully addressed and incorporated into a Residential
Sidewalk and Driveway Windrow Snow Clearing Program. Staff anticipate an initial increase in
Customer Care activity once a new program is implemented. It is essential that the program
speaks to the anticipated residents’ concerns, particularly regarding encroachments, and
parking and plow damage. Currently, encroachments and driveway parking do not impact City
plow operations on residential sidewalks and driveways; and therefore, enforcement is
generally only in response to complaints. With a risk of equipment damage or operator injury
during a City sidewalk snow clearing program, it will be necessary to initiate proactive
enforcement. An appropriate time for residents to remove encroachments prior to the roll out of
the program will need to be identified and provided through all communication platforms.
The road allowance is defined as the area between the road and the property line and is
typically 33 feet from the centerline of the road towards the residence. Minimum Maintenance
Standards (MMS) dictates that there be no encroachments within 45 cm (17.7 inches) from the
back of the sidewalk. The 45 cm setback may not sound significant but especially in the newer
communities, vehicles parking tight to their garage door are still parking right up to the
sidewalk in some cases, as the driveways are very short. Enforcing this setback requirement
may leave some residents with no parking spaces at all. All encroachments into this space
must be removed. Curbs, retaining walls, hedges and the like could pose serious injury risk to
plow operators and ornamental encroachments that would be damaged by plows must be
removed as the City can bear no responsibility for damage for any item encroaching a
sidewalk or within the road allowance.
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OPS 04-23 March 6, 2023
Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
Staff would have to inspect all sidewalks and have Municipal Law Enforcement Services issue
enforcement notices to remove encroachments prior to the start of initiating this enhanced
service of winter control. It may be possible to provide residents with the ability to opt out of the
program; however, more work is needed to develop the logistics for that option. There will be a
need for increased staffing to first address the obstructions which may need to be removed.
Some of these may have existed for a long time or have been approved by the City. This will
create challenges in having them removed. There may be legal challenges if the City has
approved the installation of items or if they predate the by-law.
iii.Other program considerations include:
•Cars parked with any part of the vehicle overhanging the sidewalk or driveway apron
will have to be moved. A public education program would have to precede sidewalk
service but offenders would have to get parking enforcement tickets. Sidewalk clearing
services cannot be provided where parked vehicles prevent access to the full width and
length of the sidewalk. Municipal Law Enforcement Services would need additional staff
to support a sidewalk clearing program for parking enforcement. Vehicles cannot be
parked at the bottom of driveways as this would prevent the windrow plow from clearing
the windrow. The inability to park a vehicle on the apron of the driveway will result in
more vehicles being parked on the roads, and thus causing a problem for the road
plows. Currently, residents are encouraged to park on the driveway apron during storms
to get their vehicles off of the roads. By-law 6650/06 would need to be updated to
identify sidewalks or windrows that are blocked and unable to be serviced, which would
remain the responsibility of the resident to clear within 24 hours.
•Sidewalk plows will spread salt in both snow and ice conditions. This salt will inevitably
cause some turf destruction, particularly on the low side of the sidewalk. The City or
contractor should not be responsible for repair and reinstatement of salt damaged
grass.
•Many residents do not edge the grass at sidewalk and have significant growth
overhanging the concrete sidewalk—this is considered an encroachment. Regular
topdressing has resulted in many lawns being two to three inches higher than the
sidewalk, which will result in significant turf damage from the sidewalk plows. The
sidewalk plow will inadvertently peel back and damage turf that encroaches the
sidewalk. The repair of such damage would be residents’ responsibility. The ban of
pesticide use has encouraged residents to continually top-dress and over seed their
lawns to contend with weeds.
- 87 -
OPS 04-23 March 6, 2023
Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
•The clearing of sidewalks would start once 5 cm of snow has accumulated, regardless
of the time of day. There is a concern that heavy sidewalk equipment on residential
sidewalks during school start and end would add significant safety challenges. Children
and sidewalk equipment on the same residential sidewalks is a significant risk. Due to
the duration needed to clear snow, suspension of plowing activities at these times is not
feasible.
•The City currently has 11.2 km of narrow sidewalks that are unable to accommodate the
sidewalk plow used by the City to clear snow and ice. If narrow sidewalks were added to
a Residential Sidewalk and Driveway Windrow Snow Clearing Program, these routes
would have to be cleared as hand routes. The City of Toronto has sourced custom built
narrow sidewalk plows for their new program. Staff would need to review the equipment
and availability for our application.
•Snow clearing of sidewalks will occur as needed and will include heavy equipment
activities potentially throughout the night on sidewalks in front of the homes of sleeping
residents. At times this activity will be unavoidable.
•The City By-law 6650/06 clearing of snow and ice will have to be amended or revoked
as this by-law currently puts the obligation on residents to clear snow and ice from
sidewalks.
•The sidewalk plow will form a smaller windrow on the driveway abutting the sidewalk
that cannot be removed by a road windrow clearing program and would remain the
residents’ responsibility to clear.
•The majority of residents still clear snow by hand. This will be replaced by a fleet of
snow clearing equipment that will increase the City’s carbon footprint and is less
sustainable than snow shoveling by hand.
•The Seniors & Persons with Disabilities Snow Clearing Program will have to be
amended to recognize that there is an overlap between the existing level of service and
the proposed Residential Sidewalk and Driveway Windrow Snow Clearing Program.
- 88 -
OPS 04-23 March 6, 2023
Subject: Residential Sidewalk and Driveway Windrow Snow Clearing Review
Attachments:
1.Seniors & Persons with Disabilities Snow Clearing Program
2.Encroachment Photos taken in Pickering by Staff
3.Municipal Benchmarking
Prepared By: Approved/Endorsed By:
Original Signed By: Original Signed By:
Brian Duffield Stan Karwowski, MBA, CPA, CMA
Director, Operations Director, Finance & Treasurer
BD:nm
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A.
Chief Administrative Officer
- 89 -
Snow Clearing Program
905.683.7575
customercare@pickering.ca
pickering.ca
Program Highlights
The registration period for the 2022/2023 program is from September 12 to October 14, 2022.
The program operates from November 1, 2022 to April 30, 2023.
Program accommodates 500 (households); including the hamlets of Brougham, Claremont, Greenwood
& Whitevale.
Program Fee Schedule:
Single/Family Income Level
Receipt of Guaranteed Annual Income
Supplement (GAINS)
$0.00
Net Income – less than $81,761 $63.72 + HST = $72.00
Net Income between $81,762 and $133,141 $96.46 + HST = $109.00
Net Income over $133,142 Not Eligible
GAINS (Guaranteed Annual Income System) recipients are exempt from the program fee (proof is
required: copy of Government of Canada letter, T5007 document, cheque stub ).
Applicants with proof of permanent physical or cognitive disability will be given priority.
An electronic lottery system will be used for the remaining available spaces if we exceed the program
capacity.
Do I Qualify?
In order to qualify, you must meet the following criteria:
You are over the age of 65, or if under 65 years, have proof of permanent physical or cognitive
disability.
You live within the urban area of Pickering (south of Taunton Road), or within the hamlets of Brougham,
Claremont, Greenwood & Whitevale.
There is no one under the age of 65 residing in your home (with the exception of a person with a
permanent physical or cognitive disability).
Be the registered owner on title for the property (proof required).
Attachment #1 to Report OPS 04-23
Seniors & Persons w ith Disabilities
- 90 -
Seniors & Persons w ith Disabilities
Snow Clearing Program
905.683.7575
customercare@pickering.ca
pickering.ca
How do I apply for the 2022/2023 program?
Mail in a completed application, with all supporting documentation,
including a cheque, post-dated to October 14, 2022, and made payable
to the City of Pickering, in time to meet the registration deadline of
October 14, 2022.
Please note: If you prefer, you may mail in your application and
supporting documents, or you can put them in the drop box that is
located between City Hall and the Library. Customer Care staff will
contact you if additional information is required. All confident ial
documentation will be shredded once it has been reviewed.
Post-dated cheques are the preferred method of payment; but payment
can also be made at City Hall.
We will let you know if your application has been selected before we
process your cheque. If your application is not selected, your cheque will
be returned to you promptly. If payment is made by other methods and
you are not confirmed in the program, refunds can take up to 6 weeks to
process.
Refunds will not be issued once you have been confirmed in the
program.
An administration fee will be applied for payments not cleared b y your
financial institution.
Refer to the application for additional details, or contact our Customer
Care Centre staff.
Register by mail:
Pickering City Hall
Customer Care Centre
One The Esplanade
Pickering, ON L1V 6K7
In Person:
Customer Care Centre
Monday to Friday
8:30 am – 4:30 pm
After-hours:
At the Drop Box located
outdoors, between City
Hall & Central Library
Application Checklist
Please be sure to include the following supporting documents with your application form:
Gains Receipt – please provide one of the following: Copy of Government of Canada letter, T5007
document, or cheque stub.
2021 Income Tax Assessment (sent from Revenue Canada after your taxes have been filed) – one for
each person registered on the title for the home .
Medical documentation for participants with permanent physical or cognitive disability (if not on file).
- 91 -
Seniors & Persons w ith Disabilities
Snow Clearing Program
905.683.7575
customercare@pickering.ca
pickering.ca
If the program is full, we may be able to connect you with a volunteer service through our Youth
Volunteer Program.
- 92 -
Attachment #2 to Report OPS 04-23
Vehicles and Electric Box Obstucting the Roadways and Sidewalks
- 93 -
Landscaping Encroachments
- 94 -
Stair, Fence, Planter and Hedge Encroachments
- 95 -
Narrow Sidewalks and Retaining Wall Encroachments
- 96 -
Curbing Encroachments
- 97 -
Municipal Benchmarking Attachment #3 to Report OPS 04-23
Page 1
Municipality Population Residential
Sidewalk
Program
Windrow
Program
Seniors/Disabled
Program
Notes
Pickering 99,186 no no yes Clears 582 kms of roads and 160 kms of sidewalks.
Clarington 101,427 no no yes Provides winter maintenance on 892 km of municipal
roads (1,800 lane km) and 354 km of municipal
sidewalks.
Brantford 104,688 no no yes Provides winter maintenance on 1,136.2 lane kms of
roads and 79.2 kms of sidewalks.
Ajax 126,666 no no yes Clears 400 kms of roads and 150 kms of sidewalks.
Kingston 132,485 no no yes Provides winter maintenance for 1,800 km of road
lanes and 600 km of sidewalks, using 37 road plows
and 16 sidewalk plows.
Milton 132,979 no no yes Provides winter maintenance for more than 1,615
lane km of regional and town roads and more than
250 km of walkways and sidewalks.
Whitby 138,501 no no yes Responsible for clearing over 1,173 lane km of roads,
329 km of sidewalks, 34 km of trails, 295 cul-de-sac
locations, 122,000 sq. m parking lots and grooming,
and 38 km of trails.
Oshawa 175,383 no no yes Notice of motion to add windrows defeated 5:1
February 2022.
Burlington 186,948 no no yes Maintains 1,900 km of roads and 850 km of
sidewalks.
Markham 338,503 no no yes Declined windrow program in 2018 due to cost
estimated at $4.4 million annually. Needed 76
additional plow units for the program.
Hamilton 569,353 no no yes Provides winter maintenance for 866 km of sidewalks.
- 98 -
Municipal Benchmarking
Page 2
Municipality Population Residential
Sidewalk
Program
Windrow
Program
Seniors/Disabled
Program
Notes
Vaughan 323,103 no yes yes Winter maintenance program includes salting,
windrow-clearing, plowing and snow removal along
more than 2,200 lane km of roads and 1,200 km of
sidewalks.
Guelph 165,588 yes no yes Clears 701 kms of sidewalks. Residential service
after 8cm of snow.
Richmond
Hill
202,022 yes yes yes 1,079 kms roads plowed. 800 kms sidewalks and
43,490 windrows cleared. 141 winter trained staff, 24
road plows, 35 sidewalk plows and 35 windrow
machines. Windrow cost $4.38 million (March 2019
cost) has 15 contracts for sidewalk clearing using 237
sidewalk plows on 6,070 kms of sidewalks.
Oakville 213,759 yes no yes 2,000 lane kms roads, 1,100 kms sidewalks. Uses 38
snow plows, 3 graders, 23 sidewalk plows and 213
staff. Clears sidewalks after 8 cm of snow.
Toronto 2,794,356 yes yes yes 262,000 of windrows cleared only on roads with no
on-street parking, on "wide roads" only and having no
obstructions. GTA uses 86 staff to clear 1,111 kms of
narrow sidewalks using 59 special small plows. Has
contracted services to clear 5,780 km of roads, 7,400
km of sidewalks and 776 km of bikeways and major
trails using a fleet of approximately 1,100 pieces of
salting and plowing equipment.
- 99 -
Report to
Executive Committee
Report Number: OPS 05-23
Date: March 6, 2023
From:Brian Duffield
Director, Operations
Subject:Quotation No. Q2022-35
-Supply and Delivery of Three ¾ Dump Trucks with Up-fitting
-File: A-1440
Recommendation:
1.That Quotation No. Q2022-35 submitted by East Court Ford Lincoln, in the amount of
$286,765.00 (HST excluded) be accepted;
2.That the total gross project cost of $324,044.54 (HST included), and the total net project
cost of $291,812.00 (net of HST rebate) be approved;
3.That Council authorize the Director, Finance & Treasurer to finance the total net project
cost of $291,812.00, the sum of $245,000.00 to be funded from the Vehicle
Replacements Reserve as approved in the 2021 and 2022 Capital Budgets be increased
to $291,812.00; and,
4.That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
Executive Summary: The Public Works Division, within the Operations Department,
currently utilizes ¾ ton pick-up trucks for a variety of work tasks. Vehicles #775 and #776
(2015 Ford trucks) have met or exceeded their scheduled replacement dates . Two ¾ ton pick
up trucks with salters and snow plows were approved in the 2022 Property Maintenance
Capital Budget. Additionally, one new ¾ ton pick up truck with salter and snow plow was
approved in the 2021 Parks & Property Capital Budget for the new Foreperson, Parks
Operations.
On December 8, 2022, Quotation Q2022-35 was advertised on the City’s bids and tenders portal.
Three companies responded by the closing date of January 12, 2023. The quotation from East
Court Ford Lincoln has met all technical requirements and received the highest scores from the
Evaluation Committee.
In accordance with Purchasing Policy Item 06.11(c), where the compliant quotation or
tender meeting specifications and offering best value to the City is acceptable or where the
highest scoring proposal is recomm ended and the estimated total purchase price is over
$250,000.00, the Manager may approve the award, subject to the approval of the Director,
Treasurer, CAO, and Council.
- 100 -
OPS 05-23 March 6, 2023
Subject: Supply and Delivery of Three ¾ Dump Trucks with Up-fitting Page 2
Financial Implications:
1.Quotation Amount
Quotation No. Q2022-35 $286,765.08
HST (13%)37,279.46
Total Gross Quotation Cost $324,044.54
2.Estimated Project Costing
Quotation No. Q2022-35 $286,765.00
Total Project Cost $286.765.00
HST (13%)37,279.00
Total Gross Project Costs $324,044.00
HST Rebate (11.24%)(32,232.00)
Total Net Project Cost $291,812.00
3.Approved Source of Funds
Description Account
Code
Source of
Funds
Available
Budget
Required
One ¾ Ton Pick-up
with Salter and
Snow Plow
C10320.2114 Vehicle
Replacement Reserve
65,000.00 97,271.00
Two ¾ Ton Pick-up
with Salter and
Snow Plow
C10305.2210 Vehicle
Replacement Reserve
180,000.00 194,541.00
Total Funds $245,000.00 $291,812.00
Project Cost under (over) approved funds by ($46,812.00)
Discussion: Fleet Operations manages and assists with the procurement of the City’s fleet.
As reflected in the 2021 and 2022 Capital Budgets, the vehicles listed above were approved
for purchase. Small trucks between a ½ ton and 1 ton are amortized over five to seven years
and are assessed for replacement pending a condition appraisal. These vehicles have met or
exceeded their scheduled replacement dates, and are recommended for replacement by Fleet
Operations and were approved to be replaced in the 2022 Capital Budget, funded from Vehicle
Replacement Reserve. A new addition to the fleet is required for the new Foreperson, Parks
Operations and was approved for purchase in the 2021 Capital Budget.
- 101 -
OPS 05-23 March 6, 2023
Subject: Supply and Delivery of Three ¾ Dump Trucks with Up-fitting Page 3
On December 8, 2022, Quotation Q2022-35 was advertised on the City’s bids and tenders portal.
Three companies responded by the closing date of January 12, 2023. The quotation from East
Court Ford Lincoln has met all technical requirements and received the highest scores from the
Evaluation Committee. It was determined that East Court Ford Lincoln Sales Ltd. is the top
ranked respondent and have met the requirements of the requested quotation.
After careful review of the submissions received, staff recommend the acceptance of Quotation
No. Q2022-35 submitted by East Court Ford Lincoln Sales Ltd., and that the total net project
cost of $291,812.00 (net of HST rebate) be approved.
Attachment:
1.Supply & Services Memorandum, dated January 27, 2023
Prepared By:Approved/Endorsed By:
Original Signed By Original Signed By
Matt Currer Cathy Bazinet
Manager, Fleet Operations Manager, Procurement
Original Signed By Original Signed By
Brian Duffield Stan Karwowski, MBA, CPA, CMA
Director, Operations Director, Finance & Treasurer
MC:nw
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A.
Chief Administrative Officer
- 102 -
Attachment #1 to Report OPS 05-23
Memo
To:Brian Duffield
Director, Operations
January 27, 2023
From:Kayla Horne
Buyer, Supply & Services
Copy:Administrative Assistant, Operations
Manager, Fleet Operations
Manager, Supply & Services
Subject:Quotation No. Q2022-35
Supply and Delivery of three (3) ¾ Dump Trucks with up-fitting
Closing: Thursday, January 12, 2023 at 2:00 pm
-File: F-5300-001
Quotation Q2022-35 was advertised on the City’s bids & tenders portal on December 8, 2022.
Three (3) companies have submitted a bid for this project..
East Court Ford Lincoln is the lowest bidder meeting specifications with a submitted price of
$286,765.08 (HST Excluded).
A budget of $245,000 was provided to Supply & Services for this procurement . If the
recommendation to award exceeds the budgeted amount, refer to Financial Control Policy Item
11 for additional instructions.
In accordance with Purchasing Policy Item 06.04, the authority for the dollar limit as set out
below excludes HST.
In accordance with Purchasing Policy, Item 06.11, where the compliant quotation or tender meeting
specifications and offering best value to the City is acceptable or where the highest scoring proposal
is recommended and the estimated total purchase price is:
(c)Over $250,000, the Manager may approve the award, subject to the approval of the
Director, Treasurer, CAO and Council.
Please include the following items in your report:
1.any past work experience with low bidder East Court Ford Lincoln;
2.the appropriate account number(s) to which this work is to be charged;
3.the budget amount(s) assigned thereto;
4.Treasurer’s confirmation of funding;
5.related departmental approvals; and
6.related comments specific to the project.
- 103 -
After receiving Council’s approval, an ARF will be processed and then an approved “on-line”
requisition will be required to proceed.
Enquiries can be directed to the City’s bids&tenders portal for the unofficial bid results.
Bidders will be advised of the outcome in due course.
If you require further information, please feel free to contact me or a member of Supply &
Services.
KH
Quotation No. Q2022-35 Page 2 of 2
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Report to
Executive Committee
Report Number: OPS 06-23
Date: March 6, 2023
From: Brian Duffield
Director, Operations
Subject: Supply & Delivery of Five 1 Ton Trucks
-Quotation No. Q2022-34
-File: A-1440
Recommendation:
1.That Quotation No. Q2022-34 submitted by Blue Mountain Chrysler Ltd. in the amount of
$555,397.00 (HST excluded) be accepted;
2.That the total gross project cost of $627,598.61 (HST included) and the total net project
cost of $565,172.00 (net of HST rebate) be approved;
3.That Council authorize the Director, Finance & Treasurer to finance the total net project
cost of $565,172.00 as follows:
a)The sum of $240,000.00 to be funded from DC - Other Services related to a
Highway as approved in the 2021 Capital Budget be increased to $273,142.00;
b)The sum of $230,000.00 to be funded from Vehicle Replacement Reserve Fund
as approved in the 2021 Capital Budget be increased to $292,030.00; and,
4.That the appropriate City of Pickering officials be authorized to take the necessary action
to give effect hereto.
Executive Summary: The Public Works Division, within the Operations Department,
currently utilizes 1 ton dump trucks for a variety of work tasks. Vehicles #005 and #026 (2014
Dodge Rams) have met or exceeded their scheduled replacement dates. Two 1 ton trucks with
dump bodies were approved in the 2021 Road’s Capital Budget. Additionally, three new 1 ton
dump trucks with aluminum dump bodies were approved in the 2021 Roads and Park’s Capital
Budgets to service community growth. These vehicles were carried over due to COVID and
were tendered in 2022.
Quotation Q2022-34 was advertised on the City’s bids and tenders portal on December 8,
2022. Three companies submitted a bid for this project. Blue Mountain Chrysler Ltd. was the
top ranked respondent. The submission from Blue Mountain Chrysler Ltd. meets all technical
requirements and received the highest score from the Evaluation Committee.
In accordance with Purchasing Policy Item 06.11 (c), where the compliant quotation or
tender meeting specifications and offering best value to the City is acceptable and the
- 105 -
OPS 06-23 March 6, 2023
Subject: Supply & Delivery of Five 1 Ton Trucks Page 2
estimated total purchase price is over $250,000.00, the Manager may approve the award,
subject to the approval of the Director, Treasurer, CAO and Council.
Financial Implications:
1. Quotation Amount
Quotation No. Q2022-34 $555,397.00
HST (13%)
Total Gross Quotation Cost
72,201.61
$627,598.61
2. Estimated Project Costing Summary
Quotation No. Q2022-34 $555,397.00
Total Project Cost $555,397.00
HST (13%) 72,202.00
Total Gross Project Costs $627,599.00
HST Rebate (11.24%) (62,427.00)
Total Net Project Cost $565,172.00
3.Approved Source of Funds
Description Account
Code
Source of
Funds
Available
Budget
Required
Front Plow and Wing
Attachments
C10315.2106 DC - Other Services
Related to a Highway
40,000.00 0.00
1 Ton Truck with
Aluminum Dump Body
and Tailgate Lift
1 Ton Truck with
Aluminum Dump Body
Replacement
Two 1 Ton Dump
Trucks with Aluminum
Body Plows and
Salters
1 Ton Truck with
Aluminum Dump Body
and Lift Gate
C10315.2103
C10315.2104
C10315.2113
C10320.2116
Vehicle Replacement
Reserve
Vehicle Replacement
Reserve
DC - Other Services
Related to a Highway
Vehicle Replacement
Reserve
75,000.00
85,000.00
200,000.00
70,000.00
102,926.00
86,178.00
273,142.00
102,926.00
- 106 -
OPS 06-23 March 6, 2023
Subject: Supply & Delivery of Five 1 Ton Trucks Page 3
Description Account
Code
Source of
Funds
Available
Budget
Required
Total Funds $470,000.00 $565,172.00
Project Cost under (over) approved funds by ($95,172.00)
Discussion: 1 ton trucks are versatile pieces of equipment that can be used by various
divisions within Public Works. 1 ton trucks are used in the summer months to maintain
roadways, assist with new construction and haul assorted materials. During the winter on-call
season, they can be equipped with a plow and salter to meet required Minimum Maintenance
Standards (MMS) under regulation O. Reg. 239/02.
Vehicles #005 and #026 (2014 Dodge Rams) have met or exceeded their scheduled
replacement dates. Two 1 ton trucks with dump bodies were approved in the 2021 Road’s
Capital Budget. Additionally, three new 1 ton dump trucks with aluminum dump bodies were
approved in the 2021 Roads and Park’s Capital Budgets to service community growth. These
vehicles were carried over due to COVID and were tendered in 2022.
Quotation Q2022-34 was advertised on the City’s bids and tenders portal on December 8,
2022. Three companies submitted a bid for this project. Blue Mountain Chrysler Ltd. was the
top ranked respondent. The submission from Blue Mountain Chrysler Ltd. meets all technical
requirements and received the highest score from the Evaluation Committee.
After careful review of the submission’s received, staff recommend the acceptance of
Quotation No. Q2022-34 submitted by Blue Mountain Chrysler Ltd., and that the total net
project cost of $565,172.00 (net of HST rebate) be approved.
Attachment:
1.Supply & Services Memorandum, dated February 1, 2023
Prepared By: Approved/Endorsed By:
Original Signed By: Original Signed By:
Matt Currer Cathy Bazinet
Manager, Fleet Operations Manager, Procurement
- 107 -
OPS 06-23 March 6, 2023
Subject: Supply & Delivery of Five 1 Ton Trucks Page 4
Original Signed By: Original Signed By:
Brian Duffield Stan Karwowski, MBA, CPA, CMA
Director, Operations Director, Finance & Treasurer
MC:nm
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A.
Chief Administrative Officer
- 108 -
To:Brian Duffield
Director, Operations
February 1, 2023
From:Kayla Horne
Buyer, Supply & Services
Copy:Administrative Assistant, Operations
Manager, Public Works Administration, Operations
Manager, Supply & Services
Subject:Quotation No. Q2022-34
Supply & Delivery of Five (5) 1 Ton Trucks
Closing: Thursday, January 12, 2023 at 2:00 pm
-File: F-5300-001
Quotation Q2022-34 was advertised on the City’s bids & tenders portal on December 8, 2022.
Three (3) companies have submitted a bid for this project..
Blue Mountain Chrysler Ltd. is the lowest Respondent with a submitted price of $555,397 (HST
Excluded).
A budget of $470,000 was provided to Supply & Services for this procurement . If the
recommendation to award exceeds the budgeted amount, refer to Financial Control Policy Item
11 for additional instructions.
In accordance with Purchasing Policy Item 06.04, the authority for the dollar limit as set out
below excludes HST.
In accordance with Purchasing Policy, Item 06.11, where the compliant quotation or tender meeting
specifications and offering best value to the City is acceptable or where the highest scoring proposal
is recommended and the estimated total purchase price is:
(c) Over $250,000, the Manager may approve the award, subject to the approval of the
Director, Treasurer, CAO and Council.
Please include the following items in your report:
1.any past work experience with low bidder Blue Mountain Chrysler Ltd. including work
location;
2.without past work experience, if reference information is acceptable to Public Works
Administration, Operations;
3.the appropriate account number(s) to which this work is to be charged;
Memo
Attachment #1 to Report OPS 06-23
- 109 -
Quotation No. Q2022-34 Page 2 of 2
4.the budget amount(s) assigned thereto;
5.Treasurer’s confirmation of funding;
6.related departmental approvals; and
7.related comments specific to the project.
After receiving Council’s approval, an approved “on-line” requisition will be required to proceed.
Enquiries can be directed to the City’s bids&tenders portal for the unofficial bid results.
Bidders will be advised of the outcome in due course.
If you require further information, please feel free to contact me or a member of Supply &
Services.
KH
- 110 -
Report to
Executive Committee
Report Number: OPS 07-23
Date: March 6, 2023
From: Brian Duffield
Director, Operations
Subject: Request to Single Source One 1 Ton Truck with Service Body Replacement
-File: A-1440
Recommendation:
1. That, in accordance with Section 09.03 (g) of the Purchasing Policy wherein The
Manager is authorized to make single or sole source purchases without competitive bids
and enter into a contract if due to market conditions or unexpected circumstances,
required goods or services are in short supply, the purchase of One 1 Ton Truck with
Service Body Replacement for unit #795 (2014 Ford) submitted by Paramount Truck
Sales in the amount of $177,300.00 (HST excluded), be accepted;
2. That the total gross quotation cost of $200,349.00 (HST included), and the total net
project cost of $180,420.00 (net of HST rebate) be approved;
3. That Council authorize the Director, Finance & Treasurer to finance the total net project
cost of $180,420.00, as provided for in the 2021 and 2022 Capital Budgets as follows:
a)The sum of $175,000.00 to be funded from the Vehicle Replacement Reserve as
approved in the 2021 and 2022 Capital Budgets be increased to $180,420.00;
and,
4. That the appropriate City of Pickering officials be authorized to take the necessary action
to give effect hereto.
Executive Summary: The acquisition of a replacement One 1 Ton Truck with Service
Body for unit #795 (2014 Ford) was provided for in the 2021 Parks Capital Budget in the
amount of $70,000.00 with further funding being added in the 2022 Parks Capital budget of
$105,000.00. The total amount for this project is $175,000.00 funded from the Vehicle
Replacement Reserve.
This vehicle, used by Parks as their construction service truck, has exceeded its life cycle
and is recommended for replacement. These custom built vehicles are supplied to order
and have a typical delivery time of 9 to 12 months from issue of a purchase order.
Paramount Truck Sales have, in stock, a One 1 Ton Truck with Service Body that has been
thoroughly reviewed by Fleet Services who are recommending that the City take this
opportunity to proceed with this purchase. With supply chain problems and unpredictable
inflation affecting Fleet Services’ acquisition of new and replacement vehicles, it is prudent
to consider the opportunity to acquire this vehicle at this time.
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OPS 07-23 March 6, 2023
Subject: Request to Single Source
One 1 Ton Truck with Service Body Replacement Page 2
In accordance with the Purchasing Policy Item 09.09 a single Source or Sole source
purchase exceeding $125,000.00 is subject to Council approval.
Financial Implications:
1.Quotation Amount
Quotation 177,300.00
HST (13%) 23,049.00
Total Gross Tender Cost 200,349.00
2.Estimated Project Costing Summary
Quotation $177,300.00
Total Project Cost $177,300.00
HST (13%) 23,049.00
Total Gross Project Costs $200,349.00
HST Rebate (11.24%) (19,292.00)
Total Net Project Costs $180,420.00
3.Approved Source of Funds -Operations Department Capital Budget
Approved Code Source of Funds Budget Funds Required
C10320.2115 Vehicle Replacement $175,000.00 $180,420.00
Reserve
Project Cost under (over) approved funds by ($5,420.00)
Discussion: Fleet Services is responsible for the scheduling of replacement vehicles on a
life cycle basis. Unit #795 (2014 Ford) has met or exceeded its useful life and is scheduled for
replacement. This vehicle was originally scheduled for replacement in 2021 but was deferred
twice during COVID. Unit #795 is now a ten year old unit with an in service date of August
2013. Keeping this vehicle on the road will have increased maintenance costs due to the
inevitable major breakdowns at this point in its life cycle. Major repairs such as transmission
issues or engine failures can be in excess of $10,000.00 plus for a single repair.
Fleet Services, through its network of vendors, has identified an opportunity to acquire a one 1
ton truck with service body vehicle currently in stock at Paramount Truck Sales and available
for immediate delivery. This vehicle was ordered by a customer that later withdrew from the
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OPS 07-23 March 6, 2023
Subject: Request to Single Source
One 1 Ton Truck with Service Body Replacement Page 3
contract. Typically these custom built vehicles have a lead time as long as 12 months from PO
to an in-service date.
Due to current market conditions and supply chain demands, vehicle costs have increased up
to 30 percent over a two year period. Under normal market conditions, the inflation rate on
vehicle sales year to year is between 2.5 and 3 percent. The ability to purchase a new vehicle
from stock that meets the full specifications for the replacement of our one 1 ton truck with
service body is an opportunity that will avoid the full cost of inflation that we would have to fund
in the current market and get the vehicle into service in the spring of this year.
After careful review of the submission received, Operations’ staff recommend the acceptance
of the quotation submitted by Paramount Truck Sales for One 1 Ton Truck with Service Body
in the amount of $200,349.00 (HST included) and that the total net project cost of $180,420.00
(net of HST rebate) be approved.
Attachment:
1.Paramount Truck Sales Quote, dated February 15, 2023
Prepared By: Approved/Endorsed By:
Original Signed By: Original Signed By:
Matt Currer Cathy Bazinet
Manager, Fleet Operations Manager, Procurement
Original Signed By: Original Signed By:
Brian Duffield Stan Karwowski, MBA, CPA, CMA
Director, Operations Director, Finance & Treasurer
MC:nm
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A.
Chief Administrative Officer
- 113 -
Attachment #1 to Report OPS 07-23
- 114 -
- 115 -
Report to
Executive Committee
Report Number: PLN 07-23
Date: March 6, 2023
From: Kyle Bentley
Director, City Development & CBO
Subject: Corporate GIS Strategic Plan
-File: A-1200-011
Recommendation:
1.That the Corporate Geographic Information System (GIS) Strategic Plan prepared by
Geographic Technologies Group (GTG) dated December 7, 2022, and provided as
Appendix I to Report PLN 07-23, be endorsed in principle; and
2.That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
Executive Summary: The purpose of this report is to present to Council for
endorsement the 5-year Corporate Geographic Information System (GIS) Strategic Plan, dated
December 7, 2022, as prepared by Geographic Technologies Group. This report also provides
a summary of the consultant’s work and key deliverables over the past 15 months.
A copy of the final project deliverable, the Corporate GIS Strategic Plan, is contained in
Appendix I to Report PLN 07-23.
Financial Implications: The implementation of the Corporate GIS Strategic Plan will have
budgetary implications that will be considered as part of the GIS Steering Committee’s work on
the Implementation Plan and through subsequent budget submissions to Council.
1.What is GIS and what can it do for the City of Pickering
A Geographic Information System (GIS) is a technology that provides a framework for
organization-wide cooperation by using location as a common frame of reference,
allowing individuals and departments to share information about places. A GIS allows a
local government to visualize, search, analyze, and interpret data to understand
relationships, patterns, and trends contained within location-based information. GIS is a
proven organization-wide, enterprise, and enduring technology that continues to change
how local government operates.
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PLN 07-23 March 6, 2023
Subject: Corporate GIS Strategic Plan Page 2
GIS should be considered as a unifying technology that promotes organizational
sustainability and empowers employees to view all pertinent data through one common
platform. Coordinating efforts can help organizations better utilize the capabilities of GIS
technology and results in less staff time spent searching for, compiling, and integrating
GIS data and related data of common interest. This, in turn, reduces inefficiencies
associated with silos of information that are not readily accessible and/or exchanged with
others where there is a demonstrated need. Additionally, GIS is an excellent tool for
engaging and informing the public.
GIS is more than a map. It is location intelligence. GIS allows users to analyze their
world geographically (spatially). Spatial analysis is how we understand our world –
mapping where things are, how they relate, what it all means, and what actions to take.
From the computational analysis of geographic patterns to finding optimum routes,
identifying areas for economic development, site selection, and advanced predictive
modeling, spatial analysis is at the very heart of geographic information system
technology. GIS takes massive amounts of data and puts them into a context that is
readily understandable and actionable. GIS enables residents to quickly and easily
understand property-related issues, infrastructure work in their area, prepare and recover
from natural disasters, visualize all the services in their area, and to find the information
they need that affects their life.
2.Background
In September 2021, Council approved the proposal by GTG to prepare a Corporate GIS
Strategic Plan for the City. GTG’s approved scope of work consists of 10
Tasks/Deliverables. Task 1 to 9 have been completed, culminating in the delivery of the
GIS Strategic Plan report. The remaining task is the presentation of the Plan highlighting
its goals and objectives to Executive Committee. Upon Council’s subsequent approval of
this report, the GIS Strategic Plan will provide a unified GIS vision and five year business
road map for the City.
A summary of project Tasks 1 to 6 is contained below.
Task 1 was the start-up meeting, which provided GTG with the opportunity to meet with
key staff, and review the scope, timeline, and deliverables of the project.
Task 2 was the project kick-off, and consisted of a GIS Technology Seminar with 44 staff
participants, representing all departments within the Corporation. This seminar allowed
GTG to explain “What is GIS?”, and discuss the basic GIS concepts and benefits that
could be realized by the City.
Task 3 was the preparation of the Current Situation and User Needs Assessment
report. GTG provided an online survey to staff and another to the public. GTG also
conducted Stakeholder interviews for each role within the City, documenting each
department’s role within the organization, current use of GIS, current non-GIS systems in
use, identifying opportunities for GIS technology, and detailing existing GIS successes
and outcomes, including a SWOT (Strengths, Weaknesses, Opportunities, and Threats)
Analysis, Gap Analysis, Benchmarking, and a Key Performance Indicators review.
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PLN 07-23 March 6, 2023
Subject: Corporate GIS Strategic Plan Page 3
Task 4 was the preparation of the Preliminary Assessment and Evaluation report,
which built on the Current Situation and User Needs Assessment to present a
preliminary assessment of strengths and weaknesses. This report contained actions that
will assist the City in improving GIS service delivery, recommendations for each
department, and comparisons to similar sized municipalities.
Task 5 was the preparation of the GIS Vision report, which provided the City with a GIS
Vision statement that reads as follows:
“The vision of the City of Pickering’s GIS is to maintain an enterprise,
scalable, sustainable, and highly secure GIS that promotes the effective and
innovative use of geospatial technology and location intelligence through
best practices, community engagement, and innovation, supported by good
GIS governance, coordination, accurate and reliable data, standards, and
on-going training and education.”
The GIS Vision report also details the six overarching GIS goals and captures the
objectives of the GIS Strategy, including a proposed list of department stakeholder roles
and responsibilities for decision-making and the identification of potential external
partnerships.
The six goals for Pickering’s GIS are:
1.An Effective GIS Governance Model
2.Maintain Accurate and Reliable GIS Data and Databases
3.Develop and Enhance GIS Procedures, Workflow, Integration, and Interoperability
4.Promote Effective, Efficient, and Innovative Use of GIS Software
5.Maintain Enterprise IT Infrastructure to Support GIS
6.Implement GIS Training, Education, and Knowledge Transfer
On June 6, 2022, the Executive Committee received Report PLN 26-22, regarding the
first 5 tasks of the work program, which included the GIS Vision report.
Task 6 was the consultant’s presentation of Tasks 1 through 5 at the June 6, 2022
Executive Committee meeting.
2.GTG’s deliverables on Tasks 7, 8 and 9 of their Scope of Work
Below follows a synopsis of the key deliverables of Tasks 7, 8, and 9 of GTG’s approved
scope of work, completed from July through November, 2022. Full copies of the
Organizational Planning and Governance Model report (Task 7) and the Implementation
Plan report (Task 8) are available from City Development Department.
Task 7 included an analysis of the existing organizational and governance model in the
City, including the review of best practices. The resulting Organizational Planning and
Governance report recommended the following:
1.GIS Governance Model – Deploy a more robust GIS hybrid model:
a.Transfer GIS management and oversight to the IT Division;
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PLN 07-23 March 6, 2023
Subject: Corporate GIS Strategic Plan Page 4
b. Move the Supervisor, Geomatics and Senior Geomatics Analyst to IT, leaving
two Geomatics Analysts in City Development;
c.Leave the existing GIS Technician, Asset Management in Engineering
Services;
d. Retain consulting services or hire an additional IT Senior Geomatics Analyst in
the future; and
e.Create a GIS Coordinator position in the new GIS section within IT to serve as
the GIS system administrator.
2.Promote GIS expertise in key departments and provide access and training;
3.GIS Steering Committee – establish and maintain a GIS Steering Committee with
authority to set strategic direction;
4.GIS Technical Committee – establish a GIS Technical Committee to oversee the
technical challenges of deploying an enterprise GIS;
5.GIS User Group – establish and maintain a GIS User Group of stakeholders to
share information and compare experiences with GIS technology for the benefit of
all members;
6.GIS Performance – conduct an annual evaluation of Key Performance Indicators
outlined in the GIS Strategic plan;
7.Measure Quality of Service – administer an annual customer satisfaction survey;
8.GIS Policies and Procedures – establish and maintain GIS policies and
procedures;
9.GIS Funding – explore GIS grant and funding opportunities available federally and
provincially;
10.GIS Work Plan – develop an annual GIS work plan aligned with the corporate
strategic goals;
11.GIS Service Level Agreements – define services provided by the GIS team within
IT with an inter-departmental GIS Service Level Agreement Strategy;
12.GIS Training – launch a targeted GIS training, education, and knowledge transfer
initiative; and
13.GIS Collaboration – improve and promote a City-wide culture of GIS collaboration,
communication, and public engagement.
Task 8 was the preparation of the Strategy for Implementation report. Based on the
information developed during the Needs Assessment (Task 3), a recommended
move-forward strategy is identified for the City's GIS program. In addition, the
Implementation report includes a comprehensive list of tasks recommended for the City.
Furthermore, the report recommends a 5-year schedule with various projects, training
opportunities, as well as preliminary GIS cost estimates for maintenance, operational,
and enhancement tasks, for each of the six goals for GIS.
It is important to understand that the proposed Implementation report includes all of the
GIS recommendations for the City of Pickering. However, the Implementation plan is not
an all-or-nothing implementation. The City may elect to proceed with one or more of the
recommendations outlined above. It may be determined that the recommended yearly
schedule needs to be adjusted based on what the City can reasonably accommodate
from a time, resource, and budget perspective. The City should review and prioritize
these needs and then sequence these advancements and investments according to
desired timeframes and the ability of the corporation to execute.
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PLN 07-23 March 6, 2023
Subject: Corporate GIS Strategic Plan Page 5
Task 9 draws on the information from Tasks 1 through 8 to comprise a Corporate GIS
Strategic Plan, dated December 7, 2022. The Plan is provided as Appendix I, and includes
the Goals and Objectives established through the GIS Visioning exercise (Task 5), and
the associated tasks recommended for implementation by the City (see pages 24 to 27
of the Corporate GIS Strategic Plan, Appendix I).
As noted earlier, Task 10 of the consultant’s scope of work comprises the Final
Presentation to the Executive Committee.
3.Relation to other City Initiatives
During the Evaluation and Assessment of the City’s GIS, GTG reviewed the Corporate
priorities and the IT Strategic Plan, to ensure our Corporate GIS Strategic Plan aligns
with the City’s corporate priorities and complements the IT Strategic Plan. With the
Corporate Digital Strategy underway, and the imminent development of the City’s
Corporate Strategic Plan, it is important that these initiatives take into consideration the
recommendations and tasks contained in the Corporate GIS Strategic Plan.
The Engineering Services and City Development Departments currently house the City’s
GIS staff. Both departments are working collaboratively with the Information Technology
branch in Corporate Services to implement GIS programs and services.
The recommendations/tasks contained in the Corporate GIS Strategic Plan, including the
proposed future governance recommendations, have been reviewed by the project’s
corporate working group, including the Directors of City Development and Corporate
Services, and the Division Head of Information Technology, who agree in principle with
the recommendations presented in the GIS Strategy.
4.Conclusion
This report provided an update on the Corporate GIS Strategic Plan exercise, a summary
of the tasks completed, and of the final project deliverable: the Corporate GIS Strategic
Plan. Staff recommend that Council endorse in principle the Corporate GIS Strategic
Plan for 2023 to 2027, dated December 7, 2022, prepared by Geographic Technologies
Group (GTG), as contained in Appendix I to Report PLN 07-23, and coordinate its
implementation, as funded through the annual budget.
Appendix
Appendix I Corporate GIS Strategic Plan, dated December 7, 2022, prepared by Geographic
Technologies Group
- 120 -
PLN 07-23 March 6, 2023
Subject: Corporate GIS Strategic Plan Page 6
Prepared By:
Original Signed By
Jill McMullen
Supervisor, Geomatics
Original Signed By
Déan Jacobs, MCIP, RPP
Manager, Policy & Geomatics
Original Signed By
Dale Quaife
Division Head, Information Technologies
Approved/Endorsed By:
Original Signed By
Catherine Rose, MCIP, RPP
Chief Planner
Original Signed By
Kyle Bentley, P. Eng.
Director, City Development & CBO
Original Signed By
Paul Bigioni
Director, Corporate Services & City Solicitor
JM:DJ:CR:ld
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A.
Chief Administrative Officer
- 121 -
Appendix I to
Report PLN 07-23
Corporate GIS Strategic Plan, dated December 7, 2022
prepared by Geographic Technologies Group
- 122 -
CITY OF PICKERING
GEOGRAPHIC INFORMATION SYSTEMS
GIS STRATEGIC PLAN
December 7,2022
- 123 -
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 124 -
TABLE OF CONTENTS
GIS has become the primary
data disseminationplatform
in local governments
nation-wide.
More than 90 percent of the
data maintained by
county/regional
governments have a
geographic component ripe
for mapping and
analysis.
CITY OF
PICKERING
GEOGRAPHIC
INFORMATION
SYSTEMS
City of Pickering’s Geographic
Information Systems (GIS)program
enables all staff and the community
with a wealth of highly accurate
geographic data.Hundreds of map
layers combine with descriptive data
to allow GIS users to analyze, map,
plan,interpret, protect,enhance, and
manage their world.GIS is an
integrative technology used by local
governments that allows staff and the
public to visualize data from disparate
data sources in a way that is readily
understandable.
The City has a Geographic
Information System (GIS) which has
seen continued progress since its
inception. Most departments
throughout the organization depend
daily on GIS to provide accurate
information combined with analysis
resulting in informed decisions,by
utilizing simple web-based mapping
technologies in combination with a
centralized GIS data environment.
Using this approach,Pickering has
created a GIS environment which has
been able to deliver productive, yet
limited, services across the
corporation.
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO
1
2
3
4
5-12
13-20
21-26
27
Introduction…………………………………………………………………………
What is GIS………………………………………………………………………….
GIS at the City of Pickering………………………………………………………
Key Methodologies………………………………………………………………..
Success Stories and Benefits……………………………………………….
Benchmarking and Key Performance Indicators (KPIs)……………….
Enterprise-Wide Goals, Objectives, and Tasks…………………………
Conclusion………………………………………………………………………...
- 125 -
4
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 126 -
5
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 127 -
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO
“GIS has to be part of the
culture, or it will not survive.
If only 2 -3 people use it, it
will fail.”
-Chief Administrative Office
- 128 -
“A failure to plan is
a plan to fail.”
-Benjamin Franklin
“If you don’t know
where you are going
any path will take
you there.”
-Lewis Carroll
1
INTRO
A Geographic Information System (GIS)allows a local government to
visualize, question, analyze,and interpret data to understand relationships,
patterns,and trends contained within location-based information.GIS has
become a primary information management tool for local governments
worldwide.The City of Pickering has been using GIS information since the
early 2000s.As GIS technology has advanced,the City’s utility of GIS has
grown exponentially.In November 2021,the City contracted with Geographic
Technologies Group (GTG) to create its first GIS Strategy.The plan identified
hundreds of needs with a systematic plan for further expansion of the
technology.
The City of Pickering has made great strides in the pervasive implementation
of GIS.The City has an avid group of GIS users that use GIS for a variety of
tasks.Initially,the GTG team met with the Geomatics team in November
2021 to review the state of the City’s GIS program.This meeting revealed
some new and ongoing opportunities for GIS.Additionally,this meeting
enabled the GTG team to understand current usage and to identify the next
steps.The needs discovered via the interview process are discussed
throughout the strategic planning reports.This executive summary is divided
into multiple sections to highlight program successes,show program growth,
identify needs,make recommendations,and provide a move forward
strategy.
More than 90%of local government services and activities have a
geographic location (address or property).Therefore,GIS is the platform that
should be used by City staff to visualize their data.The usage of GIS
technology is now widespread across the organization,and it has
transformed into a core information technology at the City for many
departments.This underscores the importance that the GIS program should
be well planned and well managed.To that end,the City has developed this
GIS Strategy to guide the further implementation of GIS technology and to
ensure that the continued investment in GIS service delivery is most
effectively managed.
REGIONAL GISDATASKILLS
information
ANALYSISknowledge
EN
V
I
R
O
N
M
E
N
T
A
L
GEO
support
FIELD projectsemerging
INDUSTRIES
MAPS
AP
P
L
Y
STATISTICAL
INTRODUCTION
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 129 -
2
A Geographic Information System (GIS)allows a local government to visualize,
search, analyze,and interpret data to understand relationships,patterns,and
trends contained within location-based information.GIS is an information
platform comprised of data, software,and hardware that has become a primary
information tool for municipal governments nationwide.
Some people erroneously see GIS as just digital maps –the conversion of paper
maps to a digital form,but GIS is much more than that .GIS allows users to
analyze their world geographically (spatially).Spatial analysis is how we
understand our world —mapping where things are,how they relate,what it all
means, and what actions to take.From the computational analysis of geographic
patterns to finding optimum routes,identifying areas for economic development,
site selection,and advanced predictive modeling, spatial analysis is at the very
heart of geographic information system (GIS)technology.
GIS takes massive amounts of data and puts them into a context that is readily
understandable and actionable.GIS enables residents to understand property-
related issues or infrastructure work in their area, prepare and recover from
natural disasters,visualize all of the services in their area,and find information
that affects their life quickly and easily.
The City of Pickering Geomatics staff supports and/or maintains core GIS
services such as data layer maintenance,application support,and user training,
while the Information Technology staff handles GIS application hosting,system
administration, database management.Together,these teams provide
geospatial support services including customer assistance,mapping, spatial
analysis,data integration, application development,and project management to
City departments, residents,other municipalities,and external agencies.GIS
has become a primary data dissemination and decision-making platform for
staff,partner agencies,and the public.
•GIS
•Analysis
•Mapping
•Visualization
•Public Awareness
•Public Input
•Economic
Development
•Engineering Asset
Management
•City Development
Services
•Public Safety and
more
“GIS enables staff
and residents to
visualize,interpret,
and make decisions
about their world.”
“GIS is the primary
data visualization
platform for local
governments.”
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO
WHAT IS GIS?
- 130 -
3
GIS AT CITY OF PICKERING
"GIS in the City of
Pickering has evolved
from a drafting role to the
Policy & Geomatics
Division in the City
Development
Department, with a staff
of 3 GIS professionals.
Engineering Services Asset
Management also has a
GIS Technician who is
mapping utility and green
infrastructure assets. GIS
applications now serve as
many as 300 city
employees and the
public."
Over 300 layers in the
enterprise database for
land management,
planning, utilities, and
public works.
.
“GIS is more than
a map, it's location
intelligence.”
As the acquisition,management,and dissemination of information
continue to become increasingly valuable functions within local
governments,so too has GIS proven to be increasingly valuable.The
City of Pickering is no exception to this observation, as it too has
benefited from its implementation of GIS.GIS and location-based
technologies have contributed to improving the City of Pickering’s
business processes,infrastructure,services,information, and decision-
making .
Of critical importance to the continued success of GIS at the City is
maintaining a vision of the needs and direction of the program for the
near future .This GIS Strategy will serve as the beginning of that
strategic direction.In January and February 2022,GTG interviewed
each department to discuss GIS successes and future needs.At that
point,GTG developed a comprehensive GIS Strategy for the City to
assist in planning for the future of GIS use at the City.One goal of this
document is to identify project priorities for the near future .
GIS has evolved from a drafting role in the City Development
Department .GIS was formally introduced within the City Development
Policy and Geomatics Division.Concurrently, Engineering Services
began mapping utility and green infrastructure assets.Since Geomatics
is part of the City Development Department and falls under the Planning
&Design umbrella,any requests related to the Planning Act,or from the
executive leadership, take priority.
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KEY METHODOLOGIES
4
Multiple data-gathering techniques and assessment methodologies
were used to identify the City of Pickering’s current successes and
future needs. Key methodologies included:
Six Pillars of Sustainability –used to evaluate the City in regard to
gaps and organize action items. The Pillars of GIS Sustainability are as
follows:
1.GIS Governance –how is GIS managed and maintained
2.Data and Databases –key data elements that feed the GIS
3.Procedures, Workflows, and Integration –how is the GIS being
integrated with other systems and within the workflows of the
organization
4.GIS Software –the appropriate software for various types of users
and needs
5.Computing Infrastructure –the appropriate hardware, network, and
field tools
6.Training, Education, and Knowledge Transfer –ensuring that GIS
is understood, and that the organization has pervasive knowledge
of the power of GIS and how to use it
GIS Benchmarking –analysis of the City of Pickering’s GIS program
as compared to comparable organizations nationwide.
Key Performance Indicators –enabling the City of Pickering with a
set of KPIs to track success now and in the future based on the Six
Pillars of Sustainability.
Interviews of Policy & Geomatics Division Staff –interviews with
key managers, analysts, and stakeholders to determine an optimal
move forward strategy and discussion of possible future uses of GIS.
“A GIS program
cannot be run
haphazardly.
Following best
practices and a
playbook is key to
success.”
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5
GIS SUCCESS STORIES
What constitutes a successful GIS?This question has been a topic of debate
for decades.Some people argue that success is a robust database of GIS
layers.Others contend success is the implementation of software and
hardware that enables users to use GIS.However,the ultimate success of an
enterprise GIS program is how the GIS is being successfully used to impact
the organization and the lives of residents.
Quantifying and articulating return on investment is very important for an
organization. A GIS program might have very successful projects,but without
visibility,of these successes,the GIS might be under -appreciated.Therefore,
one of the key responsibilities of the GIS leaders in an organization is
documenting successes and giving visibility to these organization-wide.
One of the recommendations of this GIS Strategy update is to document
successes annually and offer them in a workshop and presentation to the City
Council .This visibility will ensure,a)that staff thinks in terms of success (and
documenting them) and b)that support remains strong throughout the
organization because successes are understood.
Additionally, quantification of the success stories is recommended.The return-
on-investment (ROI)section below identifies categories for consideration when
documenting ROI .The next few sections document a few of the many
successes and outcomes of the City of Pickering GIS program.
Don’t confuse
activity with
accomplishment.
HAVE A
PLAN FOR
SUCCESS.
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 133 -
6
IMPROVED EFFICIENCY
Geocortex interactive web maps (Planning and General)available to City
staff on the City’s Intranet allow users to search properties by address
and roll number and view them with additional surrounding context
(imagery underlay,buildings,roads,wetlands,etc .)to make spatially
informed decisions quickly.
OPERATIONAL
BENEFITSINCREASED PRODUCTIVITY
The “Mailing Labels”tool available in the Geocortex General web map
was recently improved to provide mailing addresses for selected
properties in an Excel spreadsheet format in addition to the original
PDF formatted for printing envelope labels .The Excel format allows the
City Clerk’s office to print the addresses directly onto the envelopes
instead of manually applying label stickers.This has saved time when
there are large mail-outs for public notices.
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IMPROVING COMMUNICATION,
COORDINATION, AND
COLLABORATION
7
The City of Pickering has an ArcGIS Online Organization with inter -
organizational groups to collaborate and share with other municipalities and
consultant organizations working with staff on urban development studies.
Interactive web maps are created and shared internally with relevant staff
for the purpose of reviewing draft map layers for development studies and
other projects.
EFFECTIVE MANAGEMENT OF
ASSESTS AND RESOURCES
The Engineering Department is tracking City assets and infrastructure in
GIS datasets,including the stormwater network,sanitary network,
water service,parks inventory,roads,sidewalks, streetlighting,and
traffic controls.
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8
SAVED TIME AND TREES!
Map of Major Residential and Non-Residential Applications and Building
Permits was previously produced quarterly on paper and manually
reproduced.By 2018,the residential product was created as the
Pickering Developments Story Map on the City’s public -facing website,
and the non -residential product was added to the story map by the
summer of 2019.
ORGANIZATIONAL
BENEFITSCOMPLYING WITH PROVINCIAL
AND FEDERAL MANDATES
The City provides a freely and publicly available address points dataset
available for download through the City’s Open Data portal. These
address points are required by Emergency Services and the Region of
Durham, who retrieve them from the Open Data portal on a regular
basis.
The City maintains a dataset of all areas subject to the Minister’s Zoning
Orders and Federal expropriation.
The City updates property ownership records in accordance with
Provincial regulations.
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INFORMING AND EDUCATING
STAKEHOLDERS
9
The City of Pickering’s Map Portal is a public -facing ArcGIS Hub-hosted
web page that links to several publicly available online web maps that
provide information to the public on current development proposals,
public art installations,and the Official Plan maps,among other things .
PROVIDING DATA TO
REGULATORS, DEVELOPERS,
AND OTHER PARTIES
The City of Pickering makes selected GIS datasets available for
developers to download from its Open Data site.
The City also will package an export of other datasets in a specific study
area for consultants and other contracted parties when needed. This
data is usually provided via the City’s ShareFile site (a file-sharing
server).
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10
NEW AND EFFECTIVE WAYS TO
PRESENT DATA AND
INFORMATION
ArcGIS Online web maps, apps,and dashboards are used to display and
share a variety of information with Staff and members of the public (ex.
Public Accessory Dwelling Units dashboard,internal HR Dashboard and
Survey 123 form for COVID -19 self-reporting,public Ward Boundaries
web map with images and contact information of the Councilors).
ORGANIZATIONAL
BENEFITS
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TECHNICAL
AND TACTICAL
BENEFITS
AUTOMATING WORKFLOWS
11
The Geomatics team currently has and improves upon ArcGIS Model
Builder tools for loading data regularly received from other
organizations (ex.Single Line Road Network from the Region of Durham
is loaded into our Road Centerlines database feature class via a Model
Builder tool that will also clip the data the City boundary).
The Geomatics team has purchased FME (Feature Manipulation Engine)
software and staff have been trained.Several tools are currently being
created to improve data flow,better systems integration,and allow for
more automation and auto -updating web maps pulling information
from a variety of sources .
.
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12
IMPROVING ACCESS TO
GOVERNMENT INFORMATION
The City of Pickering makes selected GIS datasets available for public
download on its Open Data site.
The City’s Map Portal acts as a catalogue of publicly accessible
interactive web maps that disseminate information on the municipal
ward boundaries, the location of City facilities,and current
development proposals .COMMUNITY AND
ENVIRONMENTAL
BENEFITS
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13
BENCHMARKING AND
KEY PERFORMANCE
INDICATORS (KPI'S)
•Define what success looks like;
•Focus everyone on goals;
•Measure –what gets measured gets
done;
•Encourage accountability;
•Provide an opportunity for small and
large victories;
•Provide a baseline for detailed annual
goals;
•Measure success and progress.
“A critical key to
GIS success is
understanding goals
and defining
success.To that end,
having KPIs
reflective of industry
best practices is an
important step.”
KPI’s Allow a GIS Program to:
GIS BENCHMARKING
It is important for the City of Pickering to establish a baseline from which
to gauge the success and progress of the enterprise-wide GIS effort.
Without metrics,organizational GIS programs often drift over time without
focus and clarity.These organizations know that GIS has benefits and
they should be using GIS but are not tracking its success.Therefore,it is
very important that the City establish metrics and begin to benchmark
performance and progress against these metrics.GIS Benchmarking is a
structured methodology that identifies the gaps in an organization and
uses them to compare actual existing performance with a potential or
desired future performance.
This chapter focuses on establishing metrics and Key Performance
Indicators (KPIs).This information should be tracked annually to identify
progress and areas that need further attention.KPIs allow a GIS program
to:
•Define what success looks like;
•Focus everyone on goals;
•Measure –what gets measured gets done;
•Encourage accountability;
•Provide an opportunity for small and large victories;
•Provide a baseline for detailed annual goals;
•Measure success and progress.
One of the reasons that many
GIS initiatives fail to reach their
full potential is the absence of
metrics and goals.The
relationship between metrics
and goals is a cyclical one –
without metrics,there is no
basis for setting goals and
gauging progress;without
goals,there are no outcomes to
measure based on metrics .
The GIS program at the City of
Pickering has been very
successful,with the Supervisor,
Geomatics providing exemplary
service to internal and external customers.However,the ongoing success
of GIS at the City of Pickering should rely on effective metrics and
achievable goals, reviewed annually to evaluate progress and refine
objectives.Committing to both will help the City:
•Define success
•Prioritize objectives
•Devise a path forward
•Stay on the desired course
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METHODOLOGY
14
The Benchmarking Analysis (BA)is a subjective evaluation of the existing
GIS conditions of the City.It is a checklist of tasks that conventional wisdom
and industry knowledge identify as prudent and essential to the success of
any enterprise GIS.The six categories of the BA are collectively referred to
as the “Six Pillars of GIS Sustainability”and each component can then be
used as a KPI gauging mechanism for a successful strategic, enterprise,
scalable,resilient,and enduring GIS.Each of the Six Pillars has a sequence
of questions graded on a percentage scale – 0%being Poor and needing
“Good Governance is
the most important
component of a
successful GIS
program.
Without it,the
program will
flounder.”
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO
significant improvement, and 100% being Outstanding and
at a ‘best business practice’ performance level. The goal
for a successful GIS program is above 70%.
Each component is weighted equally although the
importance of any given component varies with
organizations.
An initial assessment is conducted through an interview
process whereby a grade is given for each individual item.
These results are then refined during the course of the
planning process based on staff interviews and supporting
documentation. This results in an accurate and objective
comprehensive picture of the organization’s strengths,
weaknesses, gaps, opportunities, and KPIs. These KPIs
should be used as a systematic way of monitoring
progress over time.
THE SIX PILLARS
•The following sections discuss the City’s existing
conditions as it relates to Six Pillars of GIS
Sustainability”. These pillars are the major areas that
must be planned and working well to have an effective
GIS program. The pillars are:
•Governance
•Data and Databases
•Procedures, Workflow, and Integration
•GIS Software
•IT Infrastructure
•Training, Education and Knowledge Transfer
.These next pages give an overview of key elements of the KPIs. The
Benchmarking and KPI Analysis were provided in the Needs Assessment
Report.
SUMMARY
On November 15,2021,GTG interviewed the Supervisor, Geomatics;
Senior Geomatics Analyst;Geomatics Analyst;and the GIS Technician in
Asset Management to determine benchmark scores.105 metrics were
benchmarked to provide a diagnosis of the health of the existing GIS
program.This section offers insight into how GIS is implemented,
administered,and operated within the City and provides a current state of
existing conditions .The GIS Benchmarking Overall Summary Scores
shown below represent the average of all the scores for each of the Six
Pillars of GIS Sustainability
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15
GOVERNANCE KPI
Arguably, good Governance is the most important factor of a successful
GIS program.Without good governance,a GIS program will flounder at
best and fail at worst.Overall,GIS governance at the City of Pickering is
good.Staff is cognizant of the needs of the users,and they put
customer satisfaction as a top priority.
After a full Benchmarking Analysis was completed,the average score
for Governance was calculated to be 24%.The GIS program is doing
well or following best practices in several ways relating to governance;
however,there are still areas that need significant improvement.The
Benchmarking Bar Chart below shows the score for each individual GIS
Governance item.
“We need to
amalgamate
corporate data into
a central database
where all have
access to
analyze and
make decisions.
I would like to use
GIS more than we
are now.”
-Manager, Development
Review & Urban Design
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PROCEDURES, WORKFLOW,
AND INTEGRATION KPI
“Software is
often the
culmination of
GIS success.”
A prevalent misconception about GIS is that it is just a compilation of
computerized hard -copy maps.In reality, it is a digital map that is integrated
with data that enables users to analyze, query, understand,and compare
datasets.One of the mistakes that many GIS programs make is keeping
GIS separate from other IT systems.GIS should be the viewing portal to
those IT systems and work symbiotically with each of them.
One of the key components to any successful GIS is how well it integrates
with other systems and how it improves the overall workflow of the
organization.GIS implementations often fail because the GIS is seen as a
stand -alone mapping technology.However,in reality, it is a primary
integrative tool that should serve as an organization's portal into all of its
data.
After a full benchmarking analysis was completed,the average score for
Procedures, Workflow,and Integration was 27%.While some integration is
in place,there is opportunity for more seamless integration between
departments and system.See the Benchmarking Bar Chart to review
individual Procedures, Workflow,and Integration items.
16 GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 144 -
SOFTWARE KPI
“GIS has to be
part of the
culture, or it will
not survive. If
only 2-3 people
use it, it will fail.”
-Chief Administrative
Officer
17
Software is the manifestation of investment in GIS.This is a great time
to be using GIS. A decade ago,users were provisioned software
applications that required extensive knowledge of GIS.The
applications were not user -friendly nor aesthetically pleasing.
However,the focus over the last few years has been the user
experience.End -user tools are now being designed with ease-of-use
in mind .Most users are not GIS professionals and therefore need
tools that are intuitive and meet a specific need or set of needs.
Likewise, tools for the public have become much more intuitive and
graphically pleasing.Esri has created and released hundreds of
softwareoptions that work on various platforms.
Pickering GIS staff have done a good job of implementing end -user
tools.There is opportunity to leverage the Esri environment further
and provide the appropriate tools for the appropriate users .After a full
benchmarking analysis was completed,the average score for GIS
Software was 46%.See the Benchmarking Bar Chart to review
individual GIS Software items.
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18
INFRASTRUCTURE KPI
“A slow user experience
results in losing a user.
Regainingthat person as a
user takes a ten-fold effort.”
Arguably the least glamorous component of an enterprise GIS is the
infrastructure necessary to keep it running.Nonetheless,a good
infrastructure is critical to GIS success. A slow and/or unreliable GIS
experience is one of the quickest ways to frustrate users .Once users
make up their minds that technology is not user -friendly and/or unusable it
takes a huge effort to convince them otherwise.Therefore, maintaining an
effective hardware and networking platform is mission critical.City of
Pickering’s GIS program is supported by the IT team,giving staff access
to IT professionals.
After a full benchmarking analysis was completed,the average score for
Infrastructure was 48%.The last two letters of GIS represent Information
Systems,indicating the technology's overall reliance on traditional
information technology components (databases, networks,servers,data
storage,etc .).Overall, Pickering's Information Technology (IT)Division
has done a good job of ensuring that the GIS infrastructure needs are met .
See the Benchmarking Bar Chart to review individual Infrastructure
items .
“GIS software
has become
untethered.No
longer do we
have to sit at our
desk using a PC.
GIS can
be used
anywhere .”
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TRAINING, EDUCATION,AND KNOWLEDGETRANSFERKPI
“Many excellent GIS implementationslanguish
becausethepowerof GIS is notunderstood.“
19
Training, Education, and Knowledge Transfer is universally the most
underserved pillar of GIS sustainability.However,it is one of the most
important.Many excellent GIS implementations languish because the
power of GIS is not understood.Some organizations mistakenly believe
that software training is enough.However, education and understanding of
what GIS can do for the end -user are equally (if not more) important.
After a full benchmarking analysis was completed,the average score for
Training, Education, and Knowledge Transfer is 23%.Some staff
members attend conferences,and the GIS Division does a fair job of
training departmental staff on specific application functions that relate to
their operations.However,a more concerted effort should be made to
provide regularly scheduled, formal GIS training, education, and
knowledge transfer.Users need to be notified of the training available to
them through a variety of educational techniques.See the Benchmarking
Bar Chart to review individual Training, Education, and Knowledge
Transfer KPIs.
“An organization that
understands what
GIS can do for them
is on the verge of
becoming
a world-class
organization.”
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“Knowing where
things are, and why,
is essential to
rational decision
making”
~ Jack Dangermond
DATA KPI
Data is a critical and expensive component of a GIS program.
Organizations spend millions of dollars creating and maintaining data
(spatial and non-spatial).One of the most powerful aspects of GIS is
that it has the potential to become the primary tool for viewing data
within an organization.Most data maintained by a local government has
a geographic component (e.g.,address, property id).Visualizing the
data spatially empowers staff to analyze and manage data in new
ways.GIS should be used to 'geo-enable'the wealth of data that
resides in the various IT systems maintained by the organization.
After a full benchmarking analysis was completed,the average score
for Data and Databases was 49%.One of the strengths of the City GIS
program is the central GIS data repository.Opportunities exist to
leverage the GIS data further, and one part of this overall study is to
make detailed data recommendations.The Benchmarking Bar Chart
below shows the score for each individual Digital Data and Database
item.
20 GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 148 -
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO
“We need to see where the
value can be added to our
daily work.”
-Manager, Policy & Geomatics
21- 149 -
VISION, GOALS, AND
OBJECTIVES
22
VISION STATEMENT
ENTERPRISE-WIDE GOALS
AND OBJECTIVES
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“The vision of the City of Pickering’s GIS is to maintain an enterprise,
scalable, sustainable, and highly secure GIS that promotes the effective
and innovative use of geospatial technology and location intelligence
through best practices, community engagement, and innovation,
supported by good GIS governance, coordination, accurate and reliable
data, standards, and on-going training and education.”
Having a Vision,Goals,and Objectives is critical to the success of any GIS program.The Vision Statement clarifies
the overall purpose of the City of Pickering GIS initiative and gives clarity to GIS staff and users .The following is a
recommended vision statement for the City of Pickering GIS Initiative:
The goals and objectives of the City are derived from the questionnaire,department interviews,discussions with GIS
staff,and follow-up research and documentation review.The goals and objectives have been categorized to align with
the Six Pillars of GIS Sustainability (See KPI section).The City of Pickering should strive to achieve the following goals
and objectives by completing the associated tasks .An annual work plan should be established to accomplish these
goals and objectives.These goals and objectives should be reviewed annually and updated as appropriate .
23GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 151 -
24
OBJECTIVE :Develop a GIS governance strategy that includes clear lines of responsibility, accountability, decision making,
and good overall management.
GOAL 1:EFFECTIVE GOVERNANCE MODEL
TASK 1:Create a Hybrid GIS Governance Model –
Institute a clear and understandable strategy for
effective management of GIS and the best use of
enterprise GIS resources.
•Add GIS management and oversight to the IT
department.
•Implement GIS expertise in key departments.
TASK 2 :Develop Clear Lines of GIS Authority and
Accountability.
TASK 3 : Establish Key Performance Measures and KPIs
and measure them annually.
TASK 4 :Improve Enterprise GIS Management to ensure
a more coordinated and collaborative GIS experience
for all stakeholders.
TASK 5 :Enforce the GIS Steering Committee Meetings
for a smooth implementation process to allow direct
interfacing between executive decision-makers and GIS
experts.
TASK 6 : Establish a GIS Technical Committee to oversee
the technical challenges of deploying an enterprise GIS.
TASK 7 :Establish a GIS User Group of stakeholders who
share information and compare experiences with GIS
technology for the benefit of all members.
TASK 8 :Create GIS Policies.
TASK 9:Establish Regional GIS Policy.
TASK 10 :Measure the Quality of GIS Service and gather
feedback throughout the organization at least once a
year.
TASK 11 : Promote a Culture of Collaboration through
positive messaging and user group meetings.
TASK 12 :Explore GIS Grants and Funding Initiatives.
TASK 13 :Develop an Annual GIS Work Plan aligned with
the Corporation’s Vision, Goals, and Objectives.
TASK 14 : Create a GIS Blog or Newsletter to share
accomplishments and opportunities with the user
community.
TASK 15 :Develop Departmental GIS Service Level
Agreements, SLA to define services provided by the
Geomatics team and document how the central GIS
group will support each department and the enterprise
within the organization.
TASK 16 :Promote and Encourage Community
Consultation and Engagement using a map-centric
platform to build relationships with external partners,
enable communities to better understand government
processes, and allow the City to get diverse perspectives
on improving services.
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 152 -
OBJECTIVE :Develop Data Procedures,Protocols,and Standards,and Enforce Best Business Data Maintenance and Governance
Practices
GOAL 3:DEVELOP AND ENHANCE GIS PROCEDURES, WORKFLOW,
INTEGRATION, AND INTEROPERABILITY
GOAL 2:MAINTAIN ACCURATE AND RELIABLE GIS DATA AND DATABASES
TASK 1:Conduct a Digital Data Assessment of all GIS
Data layers to analyze the data and identify any
inaccurate data, non-standard spatial projections, and
incomplete data or attributes.
TASK 2 :Develop a Master Data List, MDL to document
key data sets.
TASK 3 : Create Metadata for all GIS Data Layers
detailing how, when, and where data was created and
the scale, accuracy, resolution, and other properties.
TASK 4 : Develop and Enforce Metadata Standards.
TASK 5 : Create an Enterprise Modern Databases Design
–e.g., Esri Utility Network Model and other Asset
Management solutions.
TASK 6 : Develop Data Creation and Data Submittal
Standards to ensure data quality and process
sustainability.
TASK 7 : Assign, Enable, and Document GIS Data layer
Custodians and Stewards.
TASK 8 :Develop a Mobile Data Collection Program.
TASK 9:Improve and Enhance the Arc GIS Hub Open
Data Portal.
TASK 10 :Improve Digital Data Management and Life
Cycle Practices.
TASK 11 : Create New Digital GIS Data Layers as
identified in the Needs Assessment.
OBJECTIVE:Integrate GIS functionality with existing enterprise software businesssystems and workflows
TASK 1:Integrate GIS with Existing Enterprise Business
Systems.
TASK 2 :Improve the Integration of GIS with Asset
Management and Work Order Software.
TASK 3 : Improve the Integration of GIS with Enterprise
Resource Planning (ERP) Software.
TASK 4 : Improve the Integration of GIS with Public Safety
Software Solutions.
TASK 5 : Integrate GIS with Document Management
Software.
TASK 6 : Improve Departmental Access and Use of GIS
Software for editing, analysis, and visualization.
TASK 7 : Develop GIS Data Creation and Maintenance
Procedures.
TASK 8 :Improve the GIS Ticketing and Support
Procedures.
TASK 9:Develop Data Ownership, Access, and Data
Sharing Policies to document what controls exist for the
organization’s geodata.
25GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 153 -
26
OBJECTIVE:Utilize Esri’s GIS software ecosystem across the enterprise,including Desktop,Web,andMobilesolutions.
GOAL 5:MAINTAIN ENTERPRISE IT INFRASTRUCTURE TO SUPPORT GIS
GOAL 4:PROMOTE EFFECTIVE, EFFICIENT, AND INNOVATIVE USE OF GIS
SOFTWARE
TASK 1:Optimize GIS Software Licensing
•Cost-Benefit -Migrate Geocortex to Esri
solutions.
•Leverage Esri Enterprise Agreement
Offerings.
TASK 2 :Promote Widget Development to make
configurable software products more useful.
TASK 3 : Create Story Maps.
TASK 4 : Create Crowdsourcing Solutions.
TASK 5 : Utilize Real-Time GIS in Council Meetings to
better visualize information about the various issues
related to the organization.
TASK 6 : Evaluate GIS Modeling Extensions
TASK 7 : Implement Mobile GIS and GPS Solutions for
office-to-field, field-to-office workflows to increase the
use and participation of GIS by departments.
TASK 8 :Improve and Enhance the existing ArcGIS Hub
Map Portal solution.
TASK 9:Evaluate GIS Predictive Analysis Tools to
determine use cases for the City.
TASK 10 :Improve the Level of Automation.
OBJECTIVE:Integrate GIS functionality with existing enterprise software businesssystems and workflows
TASK 1:Develop a GIS Architectural Design plan to
understand and visualize the complex interrelationship
between the GIS technology components.
TASK 2 :Develop GIS Training for IT Professionals –
Geodatabase Administration, GIS Security Platform
TASK 3 : Develop a GIS Mobile Action Plan of the City’s
tactics to increase GIS accessibility on tablets,
smartphones, and other mobile devices.
TASK 4 : Evaluate Existing GIS Data Security Plans.
TASK 5 : Develop Data Storage and distribution
strategies to support the growth of the GIS initiative.
TASK 6 : Manage Staffing Structure and Governance
changes.
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 154 -
OBJECTIVE:.Improve the opportunities for GIS Training,Education,and Knowledge Transfer across the enterprise.
GOAL 6:IMPLEMENT GIS TRAINING, EDUCATION, AND KNOWLEDGE
TRANSFER
TASK 1:Develop a Formal GIS Training Plan to provide all
new and current staff with GIS training and education
opportunities.
TASK 2 :Develop Multi-tiered GIS Training for all levels
of user.
TASK 3 : Conduct Mobile GIS Training on topics like GPS,
AVL, and field data collection solutions.
TASK 4 : Conduct Departmental Specific GIS Training to
increase organizational GIS skillsets and knowledge
base.
TASK 5 : Conduct GIS ROI Workshops to showcase the
value and Return on investment GIS offers the City.
TASK 6 : Promote Education and Knowledge Transfer
through conference attendance, online seminar
participation, and informal training sessions.
TASK 7 : Conduct GIS Succession and Continuity of
Operations Planning.
TASK 8 : Promote Community Consultation and
Engagement –Implement methods for sharing ideas,
discussions, and information about GIS and emerging
technologies.
27GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 155 -
28
“The application of GIS is limited only by the
imagination of those who use it.”
-Jack Dangermond
CONCLUSION
“This GIS Strategy will
serve as a road map
for the future and
should be updated
incrementally to reflect
accomplishments and
changing priorities.”
The City of Pickering’s GIS is a success by any standard.As evidenced
by the key performance indicators,the City has achieved
implementation of the technology.However,the technology continues to
evolve and advance.Many opportunities exist to expand the use of GIS
within departments and with the public .It is clear that staff throughout
the City need to and desire to continue to utilize GIS technology to
conduct daily tasks.GIS use in local government is going to become
more prevalent.GIS will become the de facto portal for managing and
analyzing data at the City of Pickering (spatial and non-spatial).The
spread of GIS tools has been significant over the past few years.Also,
residents are equipped with an ever -increasing array of GIS-based
tools.They have location-aware phones and an assortment of mobile
devices.Over the next decade,this will become more prevalent .Users
will expect local governments to automatically provide location-based
service (LBS)information on road closures or work in their area,the
location of the nearest recreation facility with desired amenities,the
location of special events,utility services,and the location of capital
projects.This can only be accomplished through the use of GIS.The
City has invested in GIS and will continue to do so.The importance of
GIS at the City will continue to increase.Therefore,it is critical to the
success of the organization as a whole that the recommendations made
in this GIS Strategy are adopted,ensuring that the City’s GIS
investment will be viable and able to meet the ever-increasing demand.
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO- 156 -
GIS STRATEGIC PLAN | CITY OF PICKERING, ONTARIO
“We need to amalgamate corporate
data into a central database where all
have access to analyze and make
decisions. I would like to use GIS
more than we are now.”
-Manager,Development Review &
Urban Design
29- 157 -
A product of:
- 158 -
Report to
Executive Committee
Report Number: SUS 02-23
Date: March 6, 2023
From: Kyle Bentley
Director, City Development & CBO
Subject: City of Pickering Environmental Schools Grant
-Results of the 2022 Funding
-File: D-7000-007
Recommendation:
1.That Report SUS 02-23 regarding the City of Pickering Environmental Schools Grant be
received for information.
Executive Summary: On October 21, 2019, Council approved the creation of the City of
Pickering’s Environmental Schools Grant (Resolution #154/19). The purpose of the grant was
to provide thousands of Pickering students the opportunity to implement activities that
contribute to a healthy environment.
The intent of this report is to share the results of year three of the grant program. In 2022, the
Durham Catholic District School Board (DCDSB) and the Durham District School Board
(DDSB) each had access to up to $10,000.00 for their respective schools. The Viamonde
School Board (VSB) could apply for up to $1,000.00, which was reflective of there being only
one joint elementary and secondary school site in Pickering. Staff worked with all three school
boards to communicate the grant opportunity to their respective schools. Seven schools applied
and a total of $18,494.26 in funding was allocated in 2022.
Each school board provided a summary outlining the projects that were undertaken within
their respective schools (see Attachment #1 for DCDSB, Attachment #2 for DDSB, and
Attachment #3 for VSB). Through the City of Pickering’s Environmental Schools Grant, the
schools collectively undertook the following initiatives:
•purchased Painted Butterfly Kits to help educate students on the lifecycle of the butterfly
and the importance of pollinators for our natural environment and food systems;
•created a native plant pollinator garden to attract pollinators and to support outdoor learning;
•installed amour stones for outdoor classroom seating;
•added mulch to large caliper trees for protection and water retention;
•hosted six educational and interactive workshops with Soper Creek Wildlife Rescue, to
educate students about soil, water, and food chains; and purchased related supplies,
including owl pellets to dissect, green house technology for Micro:bits, soil and water
testing kits, as well as outdoor science tools;
•installed raised vegetable garden beds made of recycled materials, to educate students
and the wider community on the planting process and the importance of growing local food;
- 159 -
SUS 02-23 March 6, 2023
Subject: City of Pickering Environmental Schools Grant Page 2
•purchased a 3D printer filament extruder to recycle 3D printer waste and create new
filament; and
•hosted subject matter experts who engaged students in STEM (Science, Technology,
Engineering, and Math) related workshops to design planet-friendly products.
The City’s Environmental Schools Grant initiative provided equitable access for thousands of
students to be engaged in fun, educational, and meaningful activities they otherwise would not
have been able to pursue.
Financial Implications: Not applicable to this report. The cost of this program is funded
from the casino reserve.
Discussion: The parameters outlined in the Environmental Schools Grant Application
Guidelines ensured that the funded activities/programs provided an environmental benefit to
the Pickering community and its residents, had clear measurable benefits and results, and
directly supported the City’s goals to continuously improve environmental sustainability. In
2022, three schools from both DCDSB and DDSB participated, as well as the secondary
school from the VSB.
Participating schools recognized the City’s contribution in various ways including:
•eNewsletter (e.g. Weekly Buzz);
•social media;
•media release;
•school website (e.g. DCDSB News);
•classroom communications; and
•news section of the board website.
Many schools have inquired about applying for funds in 2023. Pending Council’s approval of
the 2023 Current Budget, Pickering’s Environmental Grant program is intended to be offered
again to the above-noted school boards.
The attached reports from these School Boards provide a brief overview and photographs of
the work that was completed. Through the Pickering Environmental Schools Grant, many
schools were able to deliver meaningful projects they may have otherwise not been able to do.
The City of Pickering’s grant provided opportunities for local students to expand their
knowledge about environmental matters, and share their experience with family and friends.
These efforts will help Pickering’s future decision-makers gain an appreciation about the
important role they play in creating a more sustainable home, neighbourhood, and city as a
whole.
Attachments:
1.Durham Catholic District School Board Environmental Grant Final Report
2.Durham District School Board Environmental Grant Final Report
3. Viamonde School Board Environmental Grant Final Report
- 160 -
SUS 02-23 March 6, 2023
Subject: City of Pickering Environmental Schools Grant Page 3
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Melanie Edmond, BSc Kyle Bentley, P. Eng.
Coordinator, Sustainability Director, City Development & CBO
Original Signed By Original Signed By
Chantal Whitaker, BESc (Hons), CSR-P Stan Karwowski, MBA, CPA, CMA
Manager, Sustainability & Strategic Director, Finance & Treasurer
Environmental Initiatives
ME:ld
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A.
Chief Administrative Officer
- 161 -
1
Attachment #1 to Report SUS 02-23
Durham Catholic District School Board
Pickering Environmental Schools Grant 2022
Final Report
- 162 -
2
St. Mary Catholic Secondary School– 21st Century Learning
As part of the new grade 9 destreaming program, 165 students from St. Mary Catholic
Secondary School had the opportunity to learn how to care for, and conserve, animals
in Durham Region through presentations from Soper Creek Wildlife Rescue. Sessions
were held the week of November 21st with all six classes.
Students learned how to analyze soil, water and study food chains through hands-on
learning projects. Part of the grant also went towards purchasing related supplies,
including owl pellets to dissect, green house technology for Micro:bits, soil and
water testing kits, as well as outdoor science tools. The supplies allow for experiential
hands-on learning and exploration with extensions to future career pathways. The new
science curriculum in Ontario promotes green energy, coding/technology
conservation/sustainability, and Indigenous knowledge. Students learned about the
connection of the land and animals and how we can do more to protect and care for the
world around us.
St. Mary’s acknowledged the City of Pickering’s contribution through a media release,
school/school board website, and social media (e.g. Twitter) to parents and community
members.
- 163 -
3
St. Monica Catholic School
The Eco Team and staff at St. Monica's Catholic elementary school created a pollinator
garden on school property. The space includes many types of Indigenous and drought
resistant flowering plants to attract pollinators, such as bees and butterflies, to our
garden. The garden supports the Life Systems strand in the science curriculum for all
grades. The garden is located by the outdoor classrooms, so that it will be a convenient
location for teachers to bring their students to study the ecosystem the garden will
create. The plants are labelled to support further learning. The garden spans roughly
100 square feet. This is a draft design of what we expect the garden will look like in full
bloom.
List of purchased plants include: Serviceberry, FothergiIla, Rudbeckia X2, Echinacea,
Boxwood X4, Nannyberry, Aster, Lavender, Alchemilla.
The City of Pickering’s contribution was recognized through the school board website,
school website, an article in the Weekly Buzz that is sent to all staff and the DCDSB
News to all DCDSB families.
- 164 -
4
St. Isaac Jogues Catholic School
Through funding from the Pickering Environment Schools Grant, St. Isaac Jogues was
able to build an outdoor classroom space by adding some armour stones for sitting,
mulch for the protections of larger trees, and were able to clean out old weedy garden
beds.
The project was completed for the primary classrooms at St. Isaac Jogues Catholic
School and provided a space where students could go outside for their education and
learn about the environment.
Students also use the space during recess and lunch.
The City of Pickering was recognized through the school board website, school website,
the article in the Weekly Buzz to all staff and DCDSB News to all DCDSB families.
- 165 -
Attachment #2 to Report SUS 02-23
Durham District School Board
Pickering Environmental Schools Grant 2022
Final Report
- 166 -
2
City of Pickering Environmental Grant
Final Report 2022
As of the end of 2022, the following schools have completed their
environmental grant projects in partnership with the City of Pickering.
1.Dunbarton High School (DHS)
Teacher: Paul Brunette
The grant funds were used to purchase new raised garden beds for growing vegetables
at Dunbarton.
Planting the garden beds got many groups of people involved, and helped everyone
come together for an environmentally beneficial event. Not only did many of
Dunbarton’s environment council students get involved (12, to be exact), this event also
managed to get family and community members to participate as well. Dunbarton’s
administration was instrumental in helping to select what garden beds to purchase (we
opted for beds made of recycled material). The DHS environment council and Durham's
Practical Learning Program class will help plant, maintain, and harvest the veggies year
after year.
What was the environmental benefit? With this grant, the Dunbarton Environmental
Council helped implement an event that educated, not only the students, but the
community on the importance of growing and eating local food. By growing food for the
community, our council was also able to spark an interest that gets more staff and
students into gardening. Much of the veggies that are grown are donated to a local
charity.
Qualitative/Quantitative metrics The Dunbarton Environmental Council can measure the
project’s success by identifying how many students attend and actively participate in
planting, maintenance, and harvesting each year. This project showed great success as
it managed to get many students involved in local foods and gardening. Along with this,
the garden beds are able to inspire the community to actively grow their own food and
eat more locally. Dunbarton’s Environment Council has had their own fully operational
veggie gardens since 2011. Every year, students are eager to partake in the entire
- 167 -
3
process: selecting what veggies to grow, the planting process, weeding and watering
(we have a summer schedule for student volunteers) and harvesting the food. Students
are allowed to take some food home. They are always raving about how much better
local food tastes.
The City of Pickering was recognized through the use of Dunbarton High School’s feeds
on their social media accounts. Along with that, DHS Environment Council’s Instagram
and Twitter accounts also consisted of exciting posts of the event. There were also
announcements made on the school’s website, and therefore was seen by Dunbarton
families, community and board members.
- 168 -
4
2.Elizabeth B. Phin Public School
Teacher: Gary Braid
We purchased a
3d printer filament extruder (basically it's a shredder that recycles 3D
printer waste and creates new filament that can be used to create new 3D printer jobs).
Our grade 6, 7, and 8 students who joined our Future City project last year, learned how
to use 3D printer software and during this process, we learned about the above-
mentioned product. We were hoping to create our model for the project using recycled
3D printer waste and a 3D printer but things didn't quite work out last year. This year,
we used the City of Pickering grant to purchase the Extruder and the money we won
from another sustainability project (another $5,000) to purchase a 3D printer. We have
reached out and formed a relationship with Ontario Tech University, Pickering Public
Library, and Whitby Public Library and these institutions are saving their 3D printer
waste for us. In addition, we have reached out to all of the DDSB High Schools to do the
same.
The environmental benefit is that we are saving the 'plastic' from the 3D printer from
landfills. If this project becomes very successful, we will be able to save ALL 3D printer
waste from the entire DDSB Schools and all Durham Libraries from going into the
landfills. We have collected waste from a variety of sources since February of last year
and will continue to reach out to additional establishments. the City of Pickering was
recognized through classroom communications (newsletter/email) and it was also
mentioned in a school newsletter and Twitter.
- 169 -
5 - 170 -
6
3.Glengrove Public School
Teacher: Crista Wales
•The funds were used to purchase Painted Lady Butterfly kits for the 3 kindergarten
classes at Glengrove.
• 65 students were involved in raising the caterpillars. Students observed the caterpillar
growth each day, then counted the days until the butterflies emerged from the chrysalis.
• The environmental benefit is to help increase the number of pollinator species that live
locally in our area.
• 15 butterflies survived to be released to the wild.
• The City of Pickering was acknowledged in the school newsletter and classroom
communication.
- 171 -
1
Attachment #3 to Report SUS 02-23
Viamonde School Board
École secondaire Ronald Marion
Pickering Environmental Schools Grant 2022
Final Report
- 172 -
2
The Environmental Schools Grant helped École secondaire Ronald Marion fund
Scientists in Schools workshops for their grade 7-8 studies in line with science
curriculum but with particular focus on environmentalism. Scientists in the School which
centered around STEM (Science, Technology, Engineering & Math), and included
activities that challenged students to design planet-friendly products. The school looks
forward a renewed partnership with Scientists in Schools to provide the same basis of
design-thinking in the context of environmentalism.
The City of Pickering’s contribution was recognized in a written communication to the
parents, spoken about with the students, and acknowledged during the subsidized
Scientists in School environmental workshop.
- 173 -
Report to
Executive Committee
Report Number: SUS 03-23
Date: March 6, 2023
From: Kyle Bentley
Director, City Development & CBO
Subject: Re-examination of Diabetes Canada Textile Drop Box Initiative
-Council Resolution #223/20
-File: D-7001
Recommendation:
1.That Report SUS 03-23 regarding the Diabetes Canada Textile Drop Box Initiative be
received;
2.That Council adopt one of the following options:
Option A: That the City of Pickering does not enter into a partnership agreement with
Diabetes Canada for a Textile Drop Box Initiative; or
Option B: That the City of Pickering does enter into a partnership agreement with
Diabetes Canada for a Textile Drop Box Initiative and that staff be directed to draft a
partnership agreement for Council’s consideration that includes:
i.a one-year pilot project whereby Diabetes Canada Textile Drop Boxes will be
installed on the following three City of Pickering properties: i) the southeast corner
of the South Esplanade municipal parking lot; ii) the southwest side of the gravel
arena parking lot at Chestnut Hill Developments Recreation Complex; and iii)
Dunmoore Park; and
ii.that staff be directed to report back to Council in Q2 2024 with results of the pilot
project and provide recommendations for next steps;
3.That staff be directed to develop and implement a community education and outreach
program pertaining to textile diversion within the City of Pickering; and
4.That the appropriate officials of the City of Pickering be authorized to take the
necessary actions as indicated in this report.
Executive Summary: At the Executive Committee Meeting of January 9, 2023,
Report SUS 01-23 (see Attachment #1) was referred back to staff to re-examine the textile
drop box initiative with Diabetes Canada, and report back to Council prior to 2023 budget
deliberations.
As requested, staff revisited their examination of the potential of partnering with the Diabetes
Canada Textile Diversion program to allow drop boxes to be installed on City properties.
- 174 -
SUS 03-23 March 6, 2023
Subject: Re-examination of Diabetes Canada Textile Drop Box Initiative Page 2
In January 2023, staff met with Diabetes Canada representatives to review their program and
the associated operational requirements.
Based on discussion with Diabetes Canada staff, site selection must consider the following:
•available space;
•ability for a collection truck to service the site;
•visibility to the public to encourage donations; and
•security of the site to discourage vandalism/illegal dumping.
Site selection was then reviewed with Community Services Department staff. Each facility was
assessed against the above criteria, as well as the following considerations:
•parking requirements of City facility users; and
•regular City staff presence to monitor the bins and report issues as necessary.
As a result, two locations met these requirements:
1.southeast corner of the South Esplanade municipal parking lot; and
2.southwest side of the gravel arena parking lot at Chestnut Hill Developments Recreation
Complex.
Subsequently, a third location with adequate space on the west side of the City was
considered by staff within the Operations Department:
3.Dunmoore Park.
Site approval is subject to a review by Diabetes Canada leadership team and operational staff.
City staff received confirmation that Diabetes Canada would consider these areas for their
textile diversion program should the City proceed.
During recent visits to various drop box locations throughout Durham Region, staff noted that
units regularly had items improperly disposed of around the units. Illegal dumping of non-textile
materials outside of the bins is problematic because it can result in the area looking unkempt,
litter and pest issues and resident complaints. It can be expected that the same issue will
occur at Pickering sites.
To help address these instances, Diabetes Canada will provide the municipality with a number
to call to report issues, and will respond to complaints within 24 hours. Operationally, City staff
will also require that the sites be serviced by Diabetes Canada seven days week, at least until
there is an understanding of bin usage. City staff will also work with Diabetes Canada to revise
bin branding to include Diabetes Canada contact information that residents can use to report
an issue at a site.
To fully assess the program, should the City of Pickering enter into a partnership agreement
with Diabetes Canada, staff will prepare a draft partnership agreement for Council’s
consideration. It is recommended that the partnership be for a one-year pilot project, at which
time staff will report back to Council with the results, and recommended next steps. During the
pandemic, Diabetes Canada stopped servicing their bins. Staff would seek to include language
in the agreement to address any similar occurrence, and provide the municipality the ability to
remove the units at no expense to the City. - 175 -
SUS 03-23 March 6, 2023
Subject: Re-examination of Diabetes Canada Textile Drop Box Initiative Page 3
As per Report SUS 01-23, residents have many opportunities to divert textiles through existing
drop boxes, home collection services, and storefronts. The City can play a role in educating
residents about the importance of using textile diversion opportunities. To support this effort,
staff will include messaging on a variety of platforms including the City’s website to evenly
promote known registered charities that use textile diversion programs to raise funds.
Additionally, social media, eNewsletters, and/or digital/Curbex signage will be used to direct
viewers to the City’s website. Staff are also exploring the opportunity to host events that would
further support textile diversion.
Financial Implications: Not applicable to this report.
Discussion: This report is intended to provide an update to the Report SUS 01-23 on the
January 9, 2023 Executive Committee Meeting agenda (see Attachment #1). Report SUS 01-23
was referred back to staff to re-examine the textile drop box initiative with Diabetes Canada,
and report back to Council prior to pre-budget deliberations.
Diabetes Canada has approximately 4,500 bins across Canada, 1,000 of which are on
municipal properties. Diabetes Canada has partnered with a number of municipalities in Peel
and York regions. Within Durham Region, only the City of Oshawa has a partnership
agreement with Diabetes Canada at this time.
The City of Oshawa has units at four facilities. Oshawa staff report that the sites are very well
used and that Diabetes Canada staff are good to work with on the program. Staff also noted
that unfortunately, some residents use the site as an opportunity to drop off non-textile
materials outside the units (see below photos from two Oshawa sites). To help address the
matter, some of their sites receive collection seven days a week. Diabetes Canada also
provided municipal staff with a phone number to call if additional service was required, and
Diabetes Canada would respond within 24 hours.
Diversion Bins at Oshawa Facilities
- 176 -
SUS 03-23 March 6, 2023
Subject: Re-examination of Diabetes Canada Textile Drop Box Initiative Page 4
Potential Pilot Program
Staff from both Diabetes Canada and the City of Pickering reviewed the viability of municipal
locations to host textile diversion bins. Based on those criteria three locations were proposed:
1. the southeast corner of the South Esplanade municipal parking lot;
2. the southwest side of the gravel arena parking lot at Chestnut Hill Developments
Recreation Complex; and
3.Dunmoore Park.
Should the City of Pickering seek to enter into a partnership agreement, staff will work with
Diabetes Canada and the City’s Legal Services to prepare a draft partnership agreement for
consideration by Council. It’s recommended by staff that the arrangement be for a one-year
pilot project at the above noted City of Pickering properties. At the conclusion of the pilot, staff
would report back to Council with results and provide recommendations for next steps.
Similar to Oshawa, staff will request that the units be serviced seven days a week. Staff will
also request the partnership agreement reflect servicing needs to include removal of all debris
and materials inside and outside of the bin, and that the area around the bin is left free of any
materials or debris. In addition, staff will request that the partnership agreement include
language that enables the municipality to remove units at no expense to the City should
Diabetes Canada neglect to provide adequate servicing of their bins. Over time, the number of
service days may be adjusted to reflect actual need. Should a site be regularly problematic, an
alternate arrangement or removal of the units may need to be explored.
In addition, appropriate City staff within Customer Care, Community Services (Facilities) and
Operations (Roads and Parks) Departments would be advised to contact Diabetes Canada
should an issue arise and provided with a direct line to their key staff. City staff will also work
with Diabetes Canada to revise bin branding to include Diabetes Canada contact information
that residents can use to report an issue directly, without needing to contact the municipality.
Currently, most units only display contact information to request a porch pick up.
In some cases, textile diversion bins have come under scrutiny due to concerns about where
the collected materials go, how much of what is collected is diverted, or the authenticity of the
charity itself. To validate collection, Diabetes Canada provides a monthly diversion report to
each partner indicating the amount (weight) of textiles collected. On a quarterly basis, partners
receive a more detailed report that provides life cycle analytics related to the amount of textiles
collected and diverted. Diabetes Canada data collection reporting is overseen by York
University.
Community Safety
Concerning safety and in response to incidents involving individuals trying to enter bins,
Diabetes Canada reported that in 2019 they completed a national initiative to modify and
retrofit their bins across Canada. Diabetes Canada reported that the modifications removed
pinch points and entry constraints of the bins to eliminate the possibility of someone getting
stuck or caught while trying to enter the bin. Additional signs, with text and visual direction
warning of the dangers of attempted entry or misuse, are adhered to all Diabetes Canada
- 177 -
SUS 03-23 March 6, 2023
Subject: Re-examination of Diabetes Canada Textile Drop Box Initiative Page 5
clothing donation bins. Diabetes Canada staff noted that the bins have been reviewed by a
third-party engineer and have been deemed safe for public use with respect to both intended
and unintended use.
Education and Outreach
It is important to help educate residents about the importance of using textile diversion
opportunities. To support this effort, City staff will include messaging on a variety of web and
social media platforms. For example the existing ‘Recycle Your Textiles’ section under the
Take Action section of the City website will be expanded, and placed in a more prominent
location. Social media messages, Sustainable Pickering eNewsletter, and digital/Curbex
signage will be used to direct people to visit the website for details on how they can divert
textiles. When using corporate communication channels, it is important for the City to evenly
promote textile diversion opportunities and not only one charity.
An inventory of existing textile diversion avenues throughout the City was created. Pickering
residents currently have access to a variety of convenient ways to divert usable textiles from
the garbage, including:
•over twenty-five drop box locations;
•store fronts (e.g., Salvation Army, H&M, Value Village); and
•organizations that will pick up textiles from their home (e.g., Diabetes Canada, Kidney
Foundation).
Conclusion
As directed by Council in January 2023, staff re-examined the City’s participation in the
Diabetes Canada Textile Drop Box Initiative. Should the City of Pickering enter into a
partnership agreement with Diabetes Canada for a Textile Drop Box Initiative, staff will
proceed as per the recommendations set out in this report.
Attachment:
1.Report SUS 01-23
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SUS 03-23 March 6, 2023
Subject: Re-examination of Diabetes Canada Textile Drop Box Initiative Page 6
Prepared By:
Original Signed By
Kristy Gagen
Coordinator, Environmental Engagement
Original Signed By
Chantal Whitaker, BESc (Hons), CSR-P
Manager, Sustainability & Strategic
Environmental Initiatives
Approved/Endorsed By:
Original Signed By
Kyle Bentley, P. Eng.
Director, City Development & CBO
KG:ld
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A.
Chief Administrative Officer
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Attachment #1 to Report SUS 03-23
Report to
Executive Committee
Report Number: SUS 01-23
Date: January 9, 2023
From: Kyle Bentley
Director, City Development & CBO
Subject: Review of Diabetes Canada Textile Drop Box Initiative
-Council Resolution #223/20
-File: D-7001
Recommendation:
1.That Report SUS 01-23 of the Director, City Development & CBO, regarding the Diabetes
Canada Textile Drop Box Initiative, be received for information;
2.That Council endorse staff’s recommendation that the City of Pickering not enter into a
partnership agreement with Diabetes Canada to install textile drop boxes on City of
Pickering properties or adjacent to City facilities; and
3.That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
Executive Summary: This report is intended to provide an update and recommendation
in regards to Council Resolution #223/20 (see Attachment #1), where staff were directed to
review the potential of partnering with the Diabetes Canada Textile Diversion program to allow
drop boxes to be installed on City properties/facilities.
This process was delayed due to the COVID-19 closure of Diabetes Canada offices and their
Textile Diversion program. Once staff resumed their review, a number of important factors
were explored. Currently, there are numerous existing textile diversion opportunities in the
City, including over 25 textile drop box locations, store fronts at Value Village, Salvation Army,
and H&M; and charities that arrange for textile pick-up directly from a resident’s home.
There are multiple charities that use textile drop boxes to raise funds. Partnering with one sole
charity may be not equitable. In addition, during multiple site visits to various drop box locations,
including those of Diabetes Canada, staff continually found the units to have items littering the
surrounding area (see photos on page 3). If these bins were located on City property or were
adjacent to a City facility, it would result in the area looking unkempt, and the potential for
many Customer Care complaints requesting the City to clean it up. Other issues may include
garbage being dropped off, and pest issues. This problem was exacerbated during the
pandemic, when Diabetes Canada stopped servicing their bins, leaving very large amounts of
donations littering the parking lots, and the responsibility of clean up to others.
Based on this review, staff do not recommend that the City enter into a license agreement with
Diabetes Canada to have textile drop boxes installed on City of Pickering properties/facilities.
- 180 -
SUS 01-23 January 9, 2023
Subject: Review of Diabetes Canada Textile Drop Box Initiative Page 2
It is recognized that waste diversion, including of textiles, is essential. To that end, staff will
employ a variety of City platforms to promote these avenues to educate residents about existing
textile diversion opportunities and its importance.
Financial Implications: Not applicable to this report.
Discussion: On January 27, 2020, Council received a delegation from Ryan Michaels, National
Senior Associate, Government and Strategic Partnerships, Diabetes Canada. Mr. Michaels
proposed establishing a partnership with the City of Pickering to develop a textile diversion
program. A primary focus of the program was the placement of textile diversion drop boxes,
located on both City and privately owned properties in the community.
In consideration of Mr. Michael’s proposal, Council directed staff to form a working group,
including staff representatives from By-law, Facilities, Sustainability and Planning, to work with
Diabetes Canada, in an effort to review creating a partnership, and to report back to Council at
its April 27th meeting on an implementation plan.
Unfortunately, the COVID-19 global pandemic resulted in a shutdown of Diabetes Canada
offices and their Textile Diversion program. Diabetes Canada staff were not available for
discussion and no pick-ups were being done, leaving many bin sites in participating plaza and
municipalities overflowing with donations. Given the closure of Diabetes Canada and a
reprioritization due to COVID-19, further action on the project was deferred until such time as
Diabetes Canada reopened.
Following the lifting of COVID-19 restrictions, and Diabetes Canada’s reinstatement of staff
and service, City staff resumed work on the project file and completed the following tasks:
• researched existing diversion opportunities that residents can access;
• completed an audit of current textile drop boxes; and
• reviewed other municipal practices.
An inventory of existing textile diversion opportunities throughout the City was created.
Pickering residents currently have access to a variety of convenient ways to divert usable
textiles from the garbage, including:
• over twenty-five drop box locations;
• store fronts (e.g., Salvation Army, H&M, Value Village); and
• organizations that will pick up textiles from their home (e.g., Diabetes Canada,
Kidney Foundation).
- 181 -
SUS 01-23 January 9, 2023
Subject: Review of Diabetes Canada Textile Drop Box Initiative Page 3
Also, Diabetes Canada is not the only charity that collects textiles. It may not be equitable to
enter into a sole partnership with only one particular charity. Lastly, as noted above, during the
pandemic, Diabetes Canada stopped servicing their bins, leaving very large amounts of
donations littering the parking lots. The mess became the responsibility of others to clean up.
The materials had to be disposed of as garbage since the goods had been exposed to the
weather. Although Diabetes Canada has resumed servicing units, based on inspections, the
bins quite often have donated materials surrounding them. If these bins were located on City
property or adjacent to a City facility, it will result in the area looking unkempt, litter and pest
issues, and Customer Care complaints.
Photos of Diabetes Textile Diversion Bins
Based on that review, at this time, staff do not recommend that the City enter into a license
agreement with Diabetes Canada to have textile drop boxes installed on City of Pickering
properties/facilities.
To help educate residents about the importance of using existing textile diversion opportunities
staff will include messaging on a variety of platforms. For example a ‘Recycle Your Textiles’
section was added to the City’s website under the Take Action section for Waste and Litter.
Social media messages and promotions through an eNewsletter will also be used.
Attachment:
1. Council Resolution #223/20
- 182 -
SUS 01-23 January 9, 2023
Subject: Review of Diabetes Canada Textile Drop Box Initiative Page 4
Prepared By:
Original Signed By
Kristy Gagen
Coordinator, Environmental Engagement
Original Signed By
Chantal Whitaker, BESc (Hons), CSR-P
Manager, Sustainability & Strategic
Environmental Initiatives
Approved/Endorsed By:
Original Signed By
Kyle Bentley, P. Eng.
Director, City Development & CBO
KG:ld
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A.
Chief Administrative Officer
- 183 -
Attachment #1 to Report SUS 01-23
Legislative Services Division
Clerk’s Office
Directive Memorandum
January 30, 2020
To:Kyle Bentley
Director, City Development & CBO
From:Susan Cassel
City Clerk
Subject:Direction as per Minutes of the Meeting of City Council held on
January 27, 2020
Notice of Motion
Textile Diversion Strategy
Council Decision Resolution #223/20
WHEREAS, the City of Pickering has been approached by Diabetes Canada and York
University to develop a Textile Diversion Strategy;
And Whereas, Diabetes Canada is the largest charitable clothing recycler with over 30
years of collection experience, diverting over 45 million kilograms of textiles each year;
And Whereas, over 205 Canadian Municipalities have partnered with Diabetes Canada
who operate over 1000 bins on Municipal property;
And Whereas, Diabetes Canada is a member of the National Zero Waste Council;
And Whereas, Diabetes Canada is a not for profit Organization with revenues generated
from Textile Diversion helps support 11 million Canadians with diabetes including
approximately 27000 individuals from Pickering;
And Whereas, through a Textile Diversion Strategy an estimated 3,000,000 kilograms of
textiles can be diverted from landfill;
And Whereas, this Textile Diversion program will help support York University’s National
Textile Diversion Study;
And Whereas, the implementation of a Textile Diversion program in partnership with
Diabetes Canada and their charitable partners will have no financial implications for the
City of Pickering and enable Pickering to regulate the placement of textile diversion
receptacles on public and private properties;
Now therefore be it resolved that the Council of The Corporation for the City of
Pickering:
- 184 -
1.Supports in principle the implementation of a Textile Diversion Strategy; and,
2.Directs Staff, through the Office of the CAO, to form a working group including
Staff representatives from By-law, Facilities, Sustainability and Planning to work
with Diabetes Canada in an effort to review creating a partnership and report
back to Council at its April 27th meeting on an implementation plan.
Please take any action deemed necessary.
Susan Cassel
Copy:Chief Administrative Officer
Director, Community Services & Deputy CAO
Director, Corporate Services & City Solicitor
- 185 -
LINK