HomeMy WebLinkAboutApril 2, 2024
Executive Committee Meeting Agenda
April 2, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner
Members of the public may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the
meeting.
Page
1. Call to Order/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 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. Delegates are allotted a maximum of 5 minutes to make their delegation.
Please be advised that your name will appear in the public record and will be posted on the City’s website as part of the meeting minutes.
4. Matters for Consideration
4.1 Director, Community Services, Report CS 07-24 1
Draft Recreation & Parks - Ten Year Plan & Draft Arena Strategy - Progress Update
Consultant Delegation
Steve Langlois, Principal Planner and Lead Consultant, Monteith Brown Planning Consultants (Virtual)
Recommendation:
1. That Council receive an update on the progress of the Draft Recreation & Parks Ten Year Plan for information;
2. That Council receive the Draft Arena Strategy for information; and,
3. That the appropriate City officials be authorized to take the
necessary actions as outlined in this report.
Executive Committee Meeting Agenda
April 2, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner
4.2 Director, Corporate Services & City Solicitor, Report BYL 01-24 81 Traffic and Parking By-law Amendment
- Boulevard Parking Regulation
Recommendation: 1. That Council approve the attached By-law amending Traffic and
Parking By-law 6604/05;
2. That Council direct staff to implement a public outreach campaign regarding the amendments to boulevard parking regulations contained in the attached By-law; and,
3. That appropriate officials of the City of Pickering be authorized to
take such action as necessary to give effect to the
Recommendations in this report.
4.3 Director, Corporate Services & City Solicitor, Report CLK 02-24 85 Ratepayer Association Policy
Recommendation: 1. That Report CLK 02-24 pertaining to a Ratepayer Association Policy be received;
2. That Policy ADM 270, Ratepayer Association Policy, included as
Attachment 1 to Report CLK 02-24, be approved; and,
3. That the appropriate City of Pickering officials be authorized to take such actions as are necessary to give effect to the recommendations in this report.
4.4 Director, Community Services, Report CS 04-24 108 Council Chambers Public Art Update - Commission of Public Art
Recommendation:
1. That Report CS 04-24 regarding Council Chambers Public Art Update be received;
2. That staff report back to Council regarding the selection of public
art in Council Chambers in Q2, 2025; and,
Executive Committee Meeting Agenda
April 2, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner
3. That the appropriate City officials be authorized to take the
necessary actions as outlined in this report.
4.5 Director, Community Services, Report CS 05-24 111 Whites & Kingston Road, Pickering – Artist Selection - Commission of Public Art
Recommendation: 1. That Council endorse that the commission of public art at Kingston
Road and Whites Road in Pickering be awarded to Javid Jah;
2. That Council authorize the Director, Finance & Treasurer to finance the net project cost of $72,042.00 to be funded by a transfer from the Public Art Reserve as approved in the 2024 Current Budget;
a) the sum of $20,000.00 to be funded from Development Charges and transferred to the Public Art Reserve;
b) the sum of $60,000.00 to be funded by the Public Art Reserve;
3. That the Mayor and the City Clerk be authorized to execute the Letter of Understanding, between Javid Jah Art & Design Inc. and the City of Pickering, set out in Attachment 1, subject to minor revisions acceptable to the Director, Community Services and the Director, Corporate Services & City Solicitor; and,
4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.
4.6 Director, Community Services, Report CS 06-24 182
Greenwood Recreation Association Lease Agreement - Lease Agreement Renewal
Recommendation:
1. That the Mayor and City Clerk be authorized to execute the Lease Agreement with Greenwood Recreation Association set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, Community Services and the Director, Corporate Services & City Solicitor; and,
Executive Committee Meeting Agenda
April 2, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner
2. That the appropriate City officials be authorized to take the
necessary actions as indicated in this report.
4.7 Director, Engineering Services, Report ENG 05-24 206 Asphalt Resurfacing on Various City Streets - Tender No. T2024-2
Recommendation: 1. That Tender No. T2024-2 for Asphalt Resurfacing on Various City
Streets as submitted by Viola Management Inc. in the total
tendered amount of $3,081,682.61 (HST included) be accepted;
2. That the total gross project cost of $3,587,205.00 (HST included), including the tendered amount, geotechnical investigation reports and material testing services, a contingency and other associated
costs, and the total net project cost of $3,230,389.00 (net of HST
rebate) be approved;
3. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $3,230,389.00 as approved in the 2024 Roads Capital Budgets as follows:
a) That the sum of $1,533,811.00 to be funded from the Roads &
Bridges Reserve Fund as approved in the 2024 Capital Budget for Edmund Drive, Foxwood Trail, Bushmill Street and Pickering Parkway be revised to the OCIF Reserve Fund;
b) That the sum of $1,696,578.00 to be funded from the CCBF
Reserve Fund for the remaining streets as approved in the
2024 Capital Budget; 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 Fire Chief, Report FIR 03-24 217
Oshawa-Pickering Fire Dispatch Service Agreement Recommendation:
Executive Committee Meeting Agenda
April 2, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner
1.That Council approve the attached Fire Communications ServicesAgreement to outsource fire call taking and dispatch services to
the City of Oshawa;
2.That the Fire Chief be authorized to execute the FireCommunications Services Agreement substantially in the formattached hereto, subject to revisions satisfactory to the Fire Chiefand the Director, Corporate Services & City Solicitor;
3.That the Chief Administrative Officer and the Fire Chief beauthorized to take such actions as are necessary to terminate theexisting Dispatch Agreement with the Town of Ajax by mutualagreement of the parties, such termination to be effective as of thebeginning of the term of the new Fire Communications Services
Agreement; and,
4.That appropriate officials of the City of Pickering be authorized totake such action as is necessary to give effect to therecommendations in this report.
5.Member Updates on Committees
6.Other Business
7.Adjournment
Report to
Executive Committee
Report Number: CS 07-24 Date: April 2, 2024
From: Laura Gibbs
Director, Community Services
Subject: Draft Recreation & Parks - Ten Year Plan & Draft Arena Strategy
-Progress Update
-File: A-1440-001
Recommendation:
1.That Council receive an update on the progress of the Draft Recreation & Parks Ten YearPlan for information;
2.That Council receive the Draft Arena Strategy for information; and
3.That the appropriate City officials be authorized to take the necessary actions as outlined
in this report.
Executive Summary: The purpose of this report is to provide an update on the progress
of the Draft Recreation & Parks Ten Year Plan and to provide Council with the Draft Arena
Strategy for information before it is released to the public for a final phase of community
engagement.
Staff initiated the development of a new Recreation & Parks Ten Year Plan (Plan) as well as the development of an Arena Strategy (Strategy) in May 2023 to support the planning and provision of the City’s recreation programs, parks, facilities, and evolution of services over the
next ten year timeline (2024-2034). The consulting firm of Monteith Brown Planning Consultants was retained on May 5, 2023, through Resolution #218/23, to lead the Plan process. They are the same firm that led the development of the former Recreation & Parks Master Plan in 2017. The Arena Strategy was expedited in order to help determine if an arena
should be considered as part of the design of the Seaton Recreation Complex & Library.
A summary of the findings to date of the Plan is set out in Attachment 1. It shares key
messages from the community regarding priorities for recreation and parks over the next decade that includes new indoor spaces and programs (i.e., pools and gyms in Seaton), additional outdoor demands for trails, racquet sports and skateboarding, and more recreational opportunities for youth. It also identifies the key recreational components to be considered in
the design of the new Seaton Recreation Complex & Library.
The draft Strategy is set out in Attachment 2 and is being shared with Council for your information. It shares key messages from the community including: arena investment is a lower priority for many residents, user groups are satisfied with current service levels, aging
infrastructure at Don Beer Arena is a growing concern, and the pandemic had a negative
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CS 07-24 April 2, 2024
Subject: Draft Recreation & Parks Ten Year Plan & Draft Arena Strategy Page 2
impact on participation. The draft Strategy identifies recommendations for the efficient and effective delivery of arena facilities to support existing ice user needs as well as the anticipated
growth and needs over the next ten years. It also includes a comprehensive assessment of the
City’s existing ice infrastructure due, in part, to the age and condition of the City’s oldest arena – Don Beer Arena.
The development of both the Plan and the Strategy involved a comprehensive community engagement process with residents, user groups and key stakeholders throughout November and December 2023 that included a City-wide survey, community pop-ups, two public
meetings, an activation display at Chestnut Hill Developments Recreation Complex (CHDRC), and a youth engagement initiative. Over 3,000 residents provided input and shared their thoughts throughout the engagement activities.
Additional community consultation will occur on the draft Strategy in April 2024, and on the
draft Plan in May 2024 in order to ensure that residents, user groups and stakeholders have an
opportunity for input on the final respective draft plans. Council can anticipate both the Plan as well as the Strategy to come forward in June for their final consideration and approval.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; Strengthen Existing & Build New Partnerships; and Foster an
Engaged & Informed Community.
Financial Implications: There are no cost implications associated with this report.
Discussion: The purpose of this report is to provide an update on the progress of the Draft Recreation & Parks Ten Year Plan and to provide Council with the Draft Arena Strategy for
information before it is released to the public for a final phase of community engagement.
The Plan provides the City up-to-date insights on current and future recreation and parks needs and prioritizes facility and program investment, including the optimal use of existing facilities. The Plan also includes recommendations for enhanced recreation programs and
service delivery and the development of parks services. In January 2018, the City of Pickering
approved the last Recreation & Parks Master Plan (Council Resolution #389/18) which guided
decision making from 2018-2023. However, with recent population and demographic changes in the community and considering the anticipated population growth over the next ten-year period, particularly with the addition of the Seaton community, Council endorsed the development of a new Plan for the next time horizon of 2024-2034.
On June 5, 2023, through Resolution #218/23, Council endorsed the firm of Monteith Brown Planning Consultants to develop the new Plan and comprehensive Arena Strategy. The purpose of an Arena Strategy is to thoroughly examine the condition of the City’s arena infrastructure and understand changing recreational patterns with ice user groups in order to address current and future arena provision needs. - 2 -
CS 07-24 April 2, 2024
Subject: Draft Recreation & Parks Ten Year Plan & Draft Arena Strategy Page 3
A. The Plan and Arena Strategy development timelines
The development of the Plan was launched in July and includes a five phased approach as
follows:
1. Project Initiation & Internal (Council/Staff) Consultation July – September 2023 2. Situation Analysis (Background, Demographics, Trends) July – October 2023 3. Community & Stakeholder Consultation November 2023 – February 2024 4. Plan Development – Needs Analysis March – April 2024 5. Draft Plan & Plan Finalization April – June 2024
The development of the Strategy was developed in an expedited timeframe in order to help determine if an arena should be included in the design of the new Seaton Recreation Complex & Library. The four phases are as follows:
1. Data & Background Review August – September 2023
2. Needs Assessment & Operational Review & Viability October 2023 – January 2024
Analysis Strategy Development 3. Draft Arena Strategy February – March 2024 4. Strategy Finalization May – June 2024
To date, the consultants are in Phase four of the Plan and Phase three of the Arena Strategy.
B. Community Engagement
A variety of communication and engagement tactics were used to encourage participation in the development of the Plan as well as the Strategy. More than 3,000 people participated in various consultation activities. Two unique approaches were used to gain valuable feedback which included a dedicated School Engagement Strategy in partnership with the Durham
District School Board and Durham Catholic District School Board, allowing staff to interact with
students in a variety of classrooms as well as in their cafeterias during the lunch hour period.
The second engagement activity that received a favourable response was the activation boards installed in the lobby of CHDRC using sticker boards to prioritize recreation and parks amenities as well as boards to allow residents to share additional feedback on what they liked best about the City’s recreation & parks programs and services and on areas of improvements.
The following chart outlines the engagement received using the following tactics:
Engagement Tactic Responses
Two Public Open Houses 210 Community Pop-ups (Go Station, Mall, Community Centres) 570
Community Survey 1,374
Youth Engagement/Survey Responses 827
Stakeholder Input 26 Organizations (representing approx. 6,300 members)
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CS 07-24 April 2, 2024
Subject: Draft Recreation & Parks Ten Year Plan & Draft Arena Strategy Page 4
C.Update on the Recreation & Parks Ten Year Plan
The Needs Analysis phase of the Plan includes a comprehensive examination of the City’s
current programs/events, services and facilities, and determines the future needs of such
programs, services and infrastructure to respond to the growth and changing demographics of the community. This review includes identifying the type of recreation, sport, and park amenities that should be considered over the next ten years. While the Needs Analysis remains a work in progress, a preliminary analysis included the identification of key components to be incorporated in the new Seaton Recreation Complex & Library.
i.Recommendations from the Plan
Full recommendations within the draft Plan will be presented to Council in June, 2024 for consideration and adoption. An update on the Plan and findings-to-date are included in Attachment 1. Key messages resulting from community consultation are as follows:
1.Recreation and parks are critical to residents’ wellbeing. 90% of residents agree that City of
Pickering recreation facilities are important to their quality of life.2.New indoor spaces and programs are needed to keep pace with a growing population, especially pools and gymnasiums in the Seaton area.3.Outdoor recreation demands are on the rise, such as trail use, racquet sports (tennis, etc.), skateboarding, basketball, outdoor skating, and more.
4.Youth are seeking more after-school recreation and arts-based activities in accessible and convenient locations.
As part of the 2017 plan, components of the Seaton Recreation Complex & Library were recommended. In the development of the 2024 Plan, the components for the Seaton
Recreation Complex & Library have been updated based on analysis and community
consultation completed in the first four phases of the Plan. The following parks and recreation components are recommended for the Seaton Recreation Complex & Library:
1.Aquatics Centre (with 25-metre, six to eight lane pool and separate warm water tank)2.Gymnasium (divisible)3.Fitness Centre and Studios
4.Multi-purpose program rooms5.Two-pad arena6.Walking track7.Support Spaces (e.g., lobby, change rooms, office space, storage)
8.Outdoor spaces (e.g., destination playground, skate spot, splash pad, sports courts)
9.Library (note: library facilities and services are outside the scope of the Plan)
D.Update on the Arena Strategy
The purpose of developing an Arena Strategy is to guide planning and inform decisions for Pickering’s arena system for the next ten years (out to 2034). More specifically, the strategy
evaluates options for maintaining and/or reinvesting in the two municipal ice facilities and examines growth-related needs in order to support Pickering’s growing community. The assessments are based on a comprehensive analysis that included background research,
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CS 07-24 April 2, 2024
Subject: Draft Recreation & Parks Ten Year Plan & Draft Arena Strategy Page 5
trends and best practices review, demographics, and understanding local and regional supply and usage levels.
The two ice facilities include Don Beer Arena which contains three ice pads, the first pad
constructed in 1967, the second pad built in 1972, and the third pad added in 2003. The second Arena is located at CHDRC and contains two pads, one pad built in 1983 with a seating capacity of 850, and a second pad built in 1992 with a seating capacity of 200.
i. Recommendations from the Arena Strategy
Arena participation and ice sport trends across Canada have experienced a decline over the
past number of years, and in Ontario, youth hockey in particular has seen a decline of 18% from 2012 to 2023. At a local level, the City experienced an overall decline of 4% from 2014 to 2023, and trends suggest that registration will continue to decline in the coming years. In 2022, Pickering Minor Hockey and Pickering Ringette Associations amalgamated with the Ajax Minor
Hockey and Ajax Ringette Associations respectively to support stronger programs due to
declining enrollment. Ice usage needs are being met and allocated by both the City of Pickering and the Town of Ajax. However, there remains a strong demand for competitive development opportunities, with greater focus on athlete development. The City is also experiencing a high level of interest and demand on Learn to Skate programs for all ages.
A number of recommendations have been included in the draft Arena Strategy for Council’s
future consideration which includes the following:
1. Lowering the ice service provision from one ice pad per 500 registered youth participants to 400 to support current and future ice surface needs. This provision requires four ice pads to meet anticipated demand until 2034.
2. Begin planning for the decommissioning of Don Beer Arena.
3. Construct a new two pad arena at the Seaton Recreation Complex & Library. 4. Maintain Don Beer Arena with minimal investment until the new arena opens. 5. Continue to operate and invest in the two ice pads at CHDRC.
Aside from the age of the Don Beer Arena facility, with the original ice pad approaching 60 years old, the Arena has a number of additional challenges as follows:
• Facility does not offer the level of amenities that most arena users are looking for in today’s recreational facilities. This would include a walking track, larger dressing rooms, heated viewing areas.
• Playing surfaces are not to today’s standards and are below standard NHL size.
• Facility is located in an industrial area, and not on a transit route. This creates
accessibility issues for many youth in the community (the majority of ice users).
• The parking lot is not owned by the City and is leased by Ontario Power Generation at a cost of $99,400 annually. This fee continues to rise each year making the investment in this facility more costly.
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CS 07-24 April 2, 2024
Subject: Draft Recreation & Parks Ten Year Plan & Draft Arena Strategy Page 6
E.Next Steps for the Plan and Arena Strategy
The consultants will continue their work in preparing the draft Plan which is anticipated in mid-
April. Once complete, further community consultation will occur in early May to ensure that the
Plan meets the needs of residents, user groups and stakeholders. In the meantime, Staff have begun consultation with ice user groups on the Draft Arena Strategy to ensure that feedback is received and considered prior to Council’s receiving both documents in June of 2024 for approval.
Staff will continue to work with the consultant and the community to ensure that the project
remains on schedule and that community input on the draft Plan and Arena Strategy is received and that the two Plans meet current and future community needs.
Attachments:
1.Recreation & Parks Ten Year Plan Needs Analysis: Seaton Recreation Complex2.Draft Arena Strategy
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Marilou Murray Laura Gibbs, MBA, MSc. (Acting) Division Head, Director, Community Services
Culture & Community Programming
LG:mm
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A. Chief Administrative Officer
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Recreation & Parks –Ten Year Plan
Needs Analysis: Seaton Recreation Complex
Presentation to City of Pickering Executive Committee April 2, 2024
Attachment 1 to Report CS 07-24
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Recreation & Parks –Ten Year Plan: Seaton Recreation Complex City of Pickering
Project Overview
The Recreation & Parks – Ten Year Plan is an update to the Recreation & Parks Master Plan approved by Council in January 2018.
The Ten Year Plan:
•identifies facility, park, and service needs for thenext ten years – by 2034, Pickering isforecasted to have 46,000 additional residents(45% growth)
•considers community input, demographics,trends, usage levels, geographic accessibility,emerging needs
•is currently being drafted, with an analysis ofindoor recreation facility needs fast-tracked tomeet deadlines for the Seaton RecreationComplex & Library project
•includes a comprehensive Arena Strategy
•will be presented in full to Council in June 2024
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Community Engagement
The following engagement tactics have informed the Recreation & Parks – Ten Year Plan, with input directly received from over 3,000 persons to date.
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Community Engagement
1
Key messages we have heard so far:
Recreation and parks are critical to resident wellbeing. 92% of residents agree that City of Pickering recreation facilities are important to their quality of life.
New indoor spaces and programs are needed to keep pace with a growing population, especially pools and gymnasiums in the Seaton area.
Outdoor recreation demands are on the rise, such as trail use, racquet sports (tennis, etc.), skateboarding, basketball, outdoor skating, and more.
Youth are seeking more after-school recreation and arts-based activities in accessible and convenient locations.
2
3
4
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Community Engagement
The community survey asked households from across Pickering about the types of facilities they want additional public funds spent on. Support for indoor facilities is shown below.
33%
37%
53%
53%
55%
56%
58%
65%
72%
72%
73%
77%Swimming Pools (Indoor)
Dedicated Youth Space
Dedicated Seniors’ Space
Gymnasiums (Basketball, Volleyball, etc.) Fitness
Centres (equipment-based)
Indoor Sport Fields (Soccer, etc.)
Dance/Fitness Studios
Community Halls or Banquet Rooms
Arenas (Ice Sports)
Arts Studios
Squash Courts
Racquetball Courts
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Seaton Recreation Complex Analysis
The Seaton community is under development with a build-out population of 70,000 persons. This new community will be attractive to a broad range of residents, including young families and newcomers,
A 10-hectare site is designated for the Seaton Recreation Complex & Library in the vicinity of Whitevale Road & Sideline 24. The last long-range facilities plan supported a multi-use facility in Seaton as the city approached a population of 120,000 persons (currently forecasted for 2027/28).
In 2018, the direction was for a facility with an aquatics centre, fitness centre, gymnasiums, walking track, youth space, and program rooms. Further analysis regarding arena needs and older adult space was recommended at the time.
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Seaton Recreation Complex Analysis
Preliminary analysis of recreation requirements confirms the need for the proposed recreation complex.
The analysis has been updated to consider citywide and localized needs for the following facilities for the next ten years.
Indoor Pools ArenasRecreation Space
(gymnasiums, fitness,
youth, seniors, etc.)
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Indoor Pool Analysis
Existing pools are
aging (built 1972 and
1983). Facility
Renewal Study
indicates long-term
capital planning is
required for both the
CHDRC and
Dunbarton pools.
Existing pools are at
capacity (with
waitlists) and unable
to fully meet growing
needs.
There is no ability to
expand service given
the size and
configuration of the
pools.
A third pool (Seaton)
is needed to expand
capacity and offer
relief to existing
pools, allowing for
planned renovations
to be undertaken to
extend their lifespans.
Recommendation for Seaton Recreation Complex:
25 metre, 6-8 lane, 2 tank facility (lap and teaching/warm water
pools), and inclusion of play features – allows for multi-level
learn to swim and family swim programming
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Recreation Space Analysis
Gymnasiums
(triple/FIBA,
divisible), plus
extend agreement
to use gyms in
future schools
Fitness Centre
and Studios
(aerobics, fitness,
dance)
Indoor Walking
Track
(encircling rink or
gym)
Multi-use
Program Rooms
(various)
Park Amenities*
(destination
playground, skate
spot, splash pad,
sport courts)
*note: the full extent
of outdoor amenities
will depend on land
availability
The following spaces components are also recommended for the
Seaton Recreation Complex based on community input, local
research demand factors, and population-based metrics.
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Arena Analysis – Demand
Currently 1 in 20
(5%) Pickering
youth play
organized ice
sports.
Despite a growing
population, there are
fewer youth playing
organized ice sports
today compared to
ten years ago.
Participation is also
declining across
Canada due in part to
high costs, population
diversity, and
competing interests.
Arenas in both Pickering and Ajax are
mostly being used by the same
groups. Several minor ice sport
associations have amalgamated with
groups in Ajax in part to address this
registration challenge.
Ajax has recently
closed one ice pad
due to low demand
and has no current
plans to increase their
supply.
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Arena Analysis – Needs
Pickering has a
surplus of ice time
and could
consider reducing
its supply to
4 pads (from 5 at
present).
Due to growth, demand
for a 5th ice pad may be
felt by 2034 or beyond if
current participation
rates hold. Regular
monitoring of demand is
recommended.
The average age
of arenas in
Pickering is 42
years, beyond
typical industry
lifespans.
Don Beer Arena has several shortcomings
that limit its long-term viability, such as
limited barrier-free accessibility, undersized
pads and team rooms, parking lot lease
(~$100,000 per year), and impending
stormwater management collection
requirements (estimated at $3 million).
Costly repairs are
needed to Don
Beer Arena – over
$20 million to keep
the arena in good
condition over the
next ten years.
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Arena Analysis – Recommendations
Planning should begin to
replace Don Beer Arena (3
pads) with two (2) new ice
pads within the Seaton
community no later than
2029 (next five years).
The Seaton Recreation
Complex & Library is the
preferred site for the new
arena as it is within an
emerging community and
will be a convenient
location for many users.
Once a new twin pad
opens, the Don Beer
Arena site may be
disposed of, with any
proceeds to offset the
cost of replacement
infrastructure.
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Recommended Component Summary
Based on the draft Ten Year Plan, the following spaces are recommended for the Seaton Recreation Complex & Library:
1.Aquatics Centre (with 25-metre, 6-8 lane pool and separate warm water tank)
2.Gymnasium (divisible) – Triple/FIBA regulation
3.Fitness Centre and Studios
4.Multi-purpose Program Rooms (various)
5.Arena (2 pads) – replacement for Don Beer Arena
6.Walking Track
7.Library; note: libraries are not considered with this Ten Year Plan
8.Support Spaces (e.g., lobby, change rooms, office space, storage)
9.Outdoor Spaces (e.g., destination playground, skate spot, splash pad, sport courts)
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Recreation & Parks – Ten Year Plan: Seaton Recreation Complex City of Pickering
Next Steps
Recreation & Parks – Ten Year Plan
1.Public feedback will be sought on the fullplan in spring 2024.
2.The plan will be presented to Councilbefore summer for consideration.
Seaton Recreation Complex & Library
1.A project architect will be retained todevelop a functional program and designconcepts.
2.Public, stakeholder, and Council input willbe sought throughout the design process.
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Thank you!
Steve Langlois, Principal PlannerMonteith Brown Planning Consultants
Questions?
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Attachment 2 to Report CS 07-24
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Arena Strategy
Recreation & Parks – Ten Year Plan
February 27, 2024 – Draft
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City of Pickering Arena Strategy | February 2024 – Draft Page i
Table of Contents
Section Page
1.0 Introduction ...................................................................................... 1
1.1 Project Overview ........................................................................................ 1 1.2 Study Process ............................................................................................ 2
2.0 Existing Conditions .......................................................................... 3
2.1 Arena Inventory ......................................................................................... 3 2.2 Local Arena Utilization ............................................................................... 8 2.3 Local Participation ................................................................................... 11
2.4 Regional Arena Inventory ........................................................................ 13
2.5 Population Factors ................................................................................... 14 2.6 Arena Participation & Ice Sport Trends .................................................... 16 2.7 Arena Provision & Design Trends ............................................................ 21
3.0 Stakeholder Engagement ............................................................... 26
3.1 Input from Arena Organizations ............................................................... 26
3.2 Input from the Community ........................................................................ 29
3.3 Summary of Key Themes ........................................................................ 30
4.0 Operational Assessment................................................................ 32
4.1 Review of Existing Arena Condition & Operations ................................... 32 4.2 Recreational Skating Review ................................................................... 39
5.0 Arena Needs Assessment .............................................................. 41
5.1 Arena Needs ............................................................................................ 41 5.2 Considerations for a Multi-Purpose Event Arena ..................................... 46
5.3 Arena Provision Options .......................................................................... 48
6.0 Recommendations ......................................................................... 54
Appendix A: Typical Arena Facility Program ...................................... A-1
Limitations: This report was prepared by Monteith Brown Planning Consultants Ltd., Largo Facility Management, and MJMA Architecture & Design for the account of the City of Pickering. The material in this report reflects the consultant’s best judgment considering the information available to it at the time of
preparation. Any use which a third party makes of this report, or any reliance on or decisions to be made based on it, are the responsibility of such third parties. The consultants accept no responsibility for damages, if any, suffered by a third-party because of decisions made or actions based on this report.
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City of Pickering Arena Strategy | February 2024 – Draft Page 1
1.0 Introduction
1.1 Project Overview
The purpose of this Arena Strategy is to guide planning and inform decisions for Pickering’s arena system for the next 10 years (to the year 2034).
Specifically, the Strategy evaluates options for maintaining and/or reinvesting in Pickering’s two municipal arena facilities and examines growth-related needs to provide additional facilities into the future. These assessments are based on a comprehensive
analysis of background research, trends and best practices, demographics, and understanding of local and regional arena supply and usage levels. The Don Beer Arena is of specific focus to determine the future for this facility due to its life expectancy and the feasibility of this location.
The following objectives have been established for the Arena Strategy:
•Review background research including facility condition assessments, localdemographics, and other documents pertinent to the Arena Strategy.
•Consider arena trends such as ice sport participation, facility design, and
accessibility.
•Project future arena demand with consideration given to local and regionalsupply, distribution, utilization, operating performance, planned capitalinvestments, and the ability to serve current and future residents.
•Consult with local arena and indoor facility users, the public, City staff, andCouncil to gather input and feedback on current and future ice needs.
•Project future ice surface demand based on the items above and make
recommendations for major capital requirements over the next ten years.
The Strategy shares the same planning horizon as the City’s updated 2024 Recreation & Parks – Ten Year Plan. As part of the plan’s scheduled five-year update, the 2017 Master Plan recommended for an Arena Provision Strategy or comprehensive arena assessment to be prepared to determine whether a net expansion to the City’s supply of
ice pad and/or relocation of an existing ice pad(s) is warranted based on prevailing
market forces and arena operating conditions.
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City of Pickering Arena Strategy | February 2024 – Draft Page 2
1.2 Study Process
To achieve the Strategy’s objectives, a work plan was devised that involved public and stakeholder consultation, thorough background research, evidence-based needs assessment, and evaluation of options. All inputs from this process are represented
within this Strategy.
Figure 1: Arena Strategy Phasing
The demand analysis relies largely on data provided by the City of Pickering (usage data, registration figures, population projections, etc.) and stakeholder consultation, as well as trends in the sector.
Furthermore, because several local organizations have amalgamated with other centres
and have membership boundaries that extend beyond Pickering, arena participation and demand in Ajax is also examined at a high level to gain a more accurate understanding of local arena demand.
Outdoor skating facilities are not able to satisfy requirements for organized play and are beyond the scope of this analysis. They are examined further within the Recreation and
Parks Plan.
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2.0 Existing Conditions
The City of Pickering’s arena inventory is described in this section, along with other arenas in the region that may be used by local organizations. Local arena utilization and participation rate trends are also examined, as well as broader trends impacting ice sports.
2.1 Arena Inventory
The City owns and operates two (2) arena facilities containing a total of five (5) pads for
ice and dry floor uses. The Chestnut Hill Developments Recreation Complex (2 pads) and Don Beer Arena (3 pads) are shown on the map below along with other municipal recreation facilities within Pickering’s built-up area.
Figure 2: Arenas and Municipal Recreation Facilities, Built-up area of Pickering
Until 2019, the Art Thompson Iceplex (a privately-owned twin pad arena) was also available for rentals, largely being used for adult leagues. This facility has since been
closed and demolished. There are no longer any private arenas in Pickering.
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Chestnut Hill Developments Recreation Complex
The Chestnut Hill Developments Recreation Complex (CHDRC) is located at 1867 Valley Farm Road, just north of Highway 401 and in the Pickering City Centre,
surrounded by residential and commercial properties. The CHDRC is home to the
Delaney and O’Brien pads, which are co-located with other recreational amenities (e.g., indoor pool, fitness centre, racquet courts, multi-purpose rooms, etc.). Current rink dimensions are less than NHL standard 200 x 85 feet: Delaney Rink – 190 x 85 feet; O’Brien Rink – 185 x 85 feet.
The Delaney Rink was constructed in 1983 (renovated in 2015) and the O’Brien Rink in 1992; both share common amenities including change rooms, storage areas, referee and coach rooms, concessions, lobby entrance, and customer service reception area. It is worth noting that the rinks do not share refrigeration systems and each ice rink has its own dedicated refrigeration plant room.
The Delaney Rink has seating for approximately 850 spectators. The seating capacity appears to currently serve the needs of the associations and teams currently playing at this rink – this pad is predominately used by the Pickering Panthers ice hockey team and the Pickering Skating Club.
The O’Brien Rink has a seating capacity of approximately 200. Again, this smaller
capacity seems to work well for the associations and teams that use this ice pad – this rink is used mainly by Durham West Girls Hockey and the Ajax Pickering Ringette Association. Summer ice is only offered at O’Brien.
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Figure 3: Delaney and O’Brien Rinks – Chestnut Hill Developments Recreation Complex
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Don Beer Arena
Don Beer Arena provides three (3) pads and is located south of Highway 401 in the City’s Brock industrial and light commercial neighbourhood (940 Dillingham Road). The
facility is also used for ball hockey and lacrosse in the summer months. The original pad
was built in 1967, a second rink added in 1972, and expanded to include a third ice pad in 2003. Accessibility and green improvements were undertaken in 2011, marking the last major renovation. Each ice pad is supported by amenities including change rooms, referee/coach rooms, storage, spectator seating, and concessions. It is worth noting
that Rinks 1 and 2 share a refrigeration system, while Rink 3 has its own.
The facility does not offer the level of amenity or comforts that people are looking for in today’s recreational facilities such as walking tracks, larger dressing rooms, and extended heated viewing areas. Playing surfaces are not to today’s standards and all rinks are below a standard NHL size (200 x 85 feet). Current rink sizes are: Rink 1 –
185 x 85 feet; Rink 2 – 185 x 85 feet; and Rink 3 – 190 x 85 feet. Long term direction is
needed for the arena as there have been few recent investments into the facility and it is showing its age.
The facility’s location in an industrial area not on a public transit route also creates accessibility challenges for some users. Further, the arena is not part of a multi-use
facility like CHDRC, further limiting its appeal and efficiencies. Furthermore, the Don
Beer Arena parking lot is almost entirely situated on lands leased from Hydro One, which adds to the annual operating cost (the lease is approximately $100,000 annually and is subject to inflation indexing). Hydro One has also requested that the City of Pickering invest in a storm water collection program for the parking area, which will
prove to be an expensive endeavour. In speaking with City of Pickering staff, there is
currently no solution to rectify this issue due to design/capital costs and on-site logistical challenges. There are no funds identified currently in the capital budget to address this issue (estimated at $3+ million).
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Figure 4: Don Beer Arena
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2.2 Local Arena Utilization
The City’s Ice Allocation policy (prepared in 2013 and revised in 2018) contains several directives, including: (a) meeting the needs of existing users whenever possible; (b) maximizing the use of existing facilities; (c) maintaining a high level of fiscal
responsibility to the residents of Pickering; and (d) providing for the development of new
users and user groups. The policy applies to the weekly allocation of ice time, beginning on the 3rd Saturday of September and extending for 28 weeks. The policy aims to allocate ice times in an equitable, transparent, and consistent manner that prioritizes City program rentals, followed by affiliated organized minor and adult users, Junior A
teams, schools, and other users.
The designation of prime-time ice is determined by the City of Pickering and posted prior to the start of the ice allocation process for each coming season. Special event and tournament ice requests are limited to three consecutive days. Weighting factors for ice times are employed in the allocation process and are based on age, skill level,
number of players per team, and the number of teams on the ice. The policy states that
residency requirements may apply to the determination of ice allocation and that groups are required to submitted registration figures annually.
The City’s parameters for prime and non-prime time ice are defined below:
Table 1: City of Pickering Definition of Prime Time, Shoulder, and Non-Prime Time Hours
Days of the Week Prime Time Hours Non-Prime Time Hours Total
Monday to Friday 5:00 pm – 11:00 pm 6:00 am – 5:00 pm n/a
Saturday and Sunday 8:00 am – 9:00 pm 6:00 am – 8:00 am 9:00 pm – 11:00 pm n/a
Total Weekly Hours per Rink 56 hours 63 hours 119 Hours
Total Weekly Hours across 5 City Rinks 280 hours 315 hours 595 Hours
28 Weeks across 5 City Rinks 7,840 hours 8,820 hours 16,660 Hours
Ice pad usage is the strongest during prime-time hours and this will be the focus of the ice pad needs assessment. While municipal programming, public skating, and
community access are important aspects of arena use, some of these opportunities take
place during non-prime time hours and when ice times are generally not booked for rentals. An estimated 11% of non-prime hours are used on a weekly basis – this is the time that youth are in school and many adults are working or otherwise unavailable, thus demand is quite low.
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City of Pickering Arena Strategy | February 2024 – Draft Page 9
Peak week usage data provided by the City indicates that in 2022/23, 92% of available
prime-time arena hours were utilized. This remains slightly below the 95% level experienced pre-pandemic (2018/19). At 96%, prime-time usage is strongest at the Delaney and O’Brien Rinks (CHDRC). However, prime time rentals have been declining at the Don Beer Arena, down from 94% in 2018/19 to 87% in 2022/23. This
suggests waning demand for ice rentals, particularly at the older Don Beer Arena.
Figure 5: Summary of Prime-Time Arena Utilization, 2018/19 to 2022/23 (City of Pickering)
91%91%89%95%91%92%
90%
91%
89%94%
93%
87%
91%
90%
89%
96%
88%
96%
75%
80%
85%
90%
95%
100%
2014/2015 2015/2016 2016/2017 2018/2019 2019/2020 2022/2023
All Arenas Don Beer Arena CHDRC
Note: 2020/21 and 2021/22 data (from during the COVID-19 pandemic) is not included. Utilization includes prime time only during November and February (peak times). Source: City of Pickering, 2023.
Comparatively, an analysis completed by the Town of Ajax in 2019 for their Recreation and Parks Master Plan indicated that this community was using 79% of peak hours at the time. More recently, with the amalgamation of minor hockey organizations, the Town
of Ajax saw significant turnback of ice from this group and in response has since closed one pad to ice activities (Village Arena).
Discussions with the Town of Ajax suggest that there remains capacity for additional rentals – by their definition, approximately 16% of weekly prime time hours are unallocated in 2023/24.
The City of Pickering has established the following priority list of non-profit groups that have demonstrated stability and ongoing viability for the allocation of ice time. The City’s allocation policy allows Pickering to recognize a new ice organization or emerging ice sport to provide for unmet community needs from time to time. Ice times may be allocated to enable organizations or groups who have demonstrated that there is a
need for programs and services.
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City of Pickering Arena Strategy | February 2024 – Draft Page 10
Table 2: Ice Allocation User Groups – Priority Listing (City of Pickering)
User Groups – Priority Order for Access to Ice Time
1.City of Pickering Programs (includes leisure skate and instructional programs)
2.Affiliated Minor Associations, Organizations and Groups
3.Junior A – Pickering Panthers (outside of contract allocation on Delaney)
4.Boards of Education, elementary, secondary, LOSSA, seasonal
5. Occasional, non-affiliated, non-resident and commercial users
The table below illustrates the typical distribution of ice time for each user group from
the current season (2023/24) in the City of Pickering. Approximately 88% of these hours are prime time (an estimated 257.5 hours), with 12% being non-prime (an estimated 34.25 hours). Minor changes in allocation can be expected from week to week.
Table 3: Weekly Ice Utilization (Prime and Non-Prime Hours), 2023/24 (City of Pickering)
Organization Mon Tue Wed Thu Fri Sat Sun Total
Ajax Pickering Minor
Hockey Association 13 16 10 13 10 30 31 123
Durham West Girls Hockey Association 7 1 1.5 5 2 5 10.5 32
Ajax Pickering Ringette Association -- 8 -- 7 -15
Pickering Skating Club 2 3 3 2 3 13
Pickering Panthers Jr A Hockey Club 1 2 2 2 2 -3 13
Pickering Oldtimers --6.25 ---8.5 14.75
City of Pickering 6.5 5 5 2 6 2 3 29.5
Others 8 7.5 5.5 10 11.5 6.5 2.5 51.5
Total 37.5 34.5 38.25 35.0 31.5 52.5 61.5 291.75
Source: City of Pickering, 2023.
Based on current schedules and allocations, approximately two-thirds (67%) of ice time is used by youth-serving ice sport organizations (largely boys and girls minor hockey),
23% is allocated toward adult or other user groups, and 10% is used for City of
Pickering programming (public skating, etc.).
Arena schedules in the Town of Ajax were also reviewed to better understand usage in arenas that share the same base of users. Similar allocations between youth and other/adult uses were evident, as were trends in usage, which generally saw a decline
in rentals in recent years (highlighted by the closure of one ice pad in 2021). It is also
notable that the three cross-municipal organizations use different proportions of ice time
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City of Pickering Arena Strategy | February 2024 – Draft Page 11
in each community, with boys’ minor hockey generally receiving more ice time in Pickering and girls’ minor hockey receiving more time in Ajax.
However, each municipality accommodates an equal share of total usage from these three groups combined in proportion to their arena supply (Pickering at 55% with 5 rinks and Ajax at 45% with 4 rinks).
Table 4: Share of Weekly Ice Rentals for Regional Youth Ice Sport Organizations, 2023/24
Organization
Usage of City of Pickering Arenas (5)
Usage of Town of Ajax Arenas (4) Total
Ajax Pickering Minor Hockey Association 60% 40% 100%
Durham West Girls Hockey Association 41% 59% 100%
Ajax Pickering Ringette Association 58% 42% 100%
Total 55% 45% 100%
Lastly, there is little conclusive evidence that the closure of the Art Thomson Iceplex has led to increased demand for municipal arenas from adult-serving groups. While the Town of Ajax is accommodating more private rentals during prime time, this may also be a function of additional availability due to the decline in rentals from boy’s minor
hockey. As per the City of Pickering’s ice allocation policy, rentals to adult-serving and commercial groups are attributed the lowest priority, yet some prime-time and ample non-prime time hours remain available for these and other groups.
2.3 Local Participation
Recent and known historical registration numbers for local ice sport organizations are noted below. A focus is placed on youth-serving organizations as these groups are the predominant users of prime time ice.
In 2023/24, there were approximately 2,225 youth registered within local minor ice sport organizations using Pickering arenas; several of these groups are also served by arenas in Ajax.
Of this, it estimated that approximately 42% of youth registrants are residents of Pickering, amounting to 925 local registrants. This accounts for approximately 5% of all youth (ages 5 to 19) living in Pickering. The balance of users live in Ajax and beyond.
In terms of trends, overall registration levels declined by 4% (93 participants) between the 2014/15 and 2023/24 seasons, but have fluctuated from year to year including impacts during the pandemic years. Data for the most recent seasons is also inflated due to mergers between minor sport organizations. Past data from the early 2000s indicates that participation rates were much higher.
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City of Pickering Arena Strategy | February 2024 – Draft Page 12
More recently, participation declined by 9% from the previous season (208 participants) and has not increased with recent population growth, suggesting that the participation rate in ice sports continues to slowly decline.
Table 5: Ice Sport Organizations, Total Registration Figures (Pickering, Ajax, etc.)
Primary Youth User Groups
Pickering Residents (2023/24)
Total Members2014/15
Total Members2015/16
Total Members 2016/17
Total Members2022/23
Total Members2023/24
Ajax Pickering Minor Hockey Association 44% 1,026 910 924 1,257 1,198
Durham West Girls Hockey Association** 20% 525* 480* 425* 383 390
Ajax Pickering Ringette Association 33% 300* 300* 303 317 308
Pickering Skating Club 71% 445 445 337 454 307
Pickering Panthers Jr A Hockey Club n/a 22 22 22 22 22
Total 42% 2,318 2,157 2,011 2,433 2,225
*estimated; ** excludes seniors program (age 18+)Source: City of Pickering, minor sport organizations
As noted, each of the first three ice sport organizations identified above are also served by arenas in Ajax. Not shown in the table is the Ajax Skating Club, which is also identified as a core user by the Town of Ajax. The Town’s Recreation and Parks Master Plan notes a registration level of 457 skaters in 2019, which has been used for assessing youth registration across both Pickering and Ajax (for a total of 2,682 youth
participants).
Figure 6: Youth Ice Sport Registration Figures, City of Pickering & Town of Ajax (2023/24)
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2.4 Regional Arena Inventory
The following map illustrates the locations of other arenas in adjacent municipalities.
Figure 7: Regional Inventory of Arenas
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City of Pickering Arena Strategy | February 2024 – Draft Page 14
In general, Pickering is providing ice pads at a similar rate as the comparator group – one ice pad per 20,600 residents in Pickering, compared to an average of one ice pad per 20,015 persons elsewhere. Pickering’s provision rate is a little more favourable
when one examines the youth population only (1 per 3,400 youth in Pickering compared
to 1 per 3,750 youth elsewhere).
With 2,225 youth registrants in 2023/24, Pickering is providing one ice pad for every 445 youth registrants. However, it is estimated that only about two-fifths (925) of these participants are Pickering residents, reducing this ratio to one ice pad per 185 local
youth registrants. The regional nature of Pickering/Ajax minor sports makes it difficult to
compare to other jurisdictions with registration boundaries that more closely align with their municipal boundaries.
Table 6: Regional Arena Inventory and Provision Rates
Municipality Estimated Population No. of Ice Pads
Provision Rate (all ages)
Provision Rate (ages 5 to 19) Youth Registrants Registrants per Ice Pad
Pickering 103,000 5 1:20,600 1:3,400 2,225*
(2023/24) 445*
Ajax 126,666 4 1:31,700 1:6,200 2,353*
(2023/24) 588*
Clarington 116,346 7 1:16,600 1:2,800 1,981
(2022-23) 283
Oshawa 191,600 10 1:19,160 1:3,400 2,240
(2022/23) 320
Whitby 138,501 11 1:12,600 1:2,600 4,840
(2019/20) 440
Comparator Average 143,278 8 1:20,015 1:3,750 2,854 408
Note: The Town of Ajax recently closed a single pad arena due to low demand (Village Arena) *Includes several organizations that operate in a regional catchment area also serving non-residents.
2.5 Population Factors
The City of Pickering has an estimated population of 103,000 residents (2024). Between 2016 and 2021, the City demonstrated a growth rate identical to Durham Region (8%). Over the last ten years, Pickering’s population had grown the most amongst seniors aged 75 and over by 43%, older adults aged 55 to 74 by 38%, young adults aged 20 to 34 by 23%, and children aged 0 to 9 by only 19%.
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Looking ahead, Pickering is set to undergo substantial growth. Over the ten-year projection period of this study (2024-34), the City is projected to grow to approximately 149,000 persons – growth of 45%. By 2042, the City’s population is forecasted to grow to 185,044 – growth of 80%1.
Planned population growth is allocated to new communities and strategic growth areas, including the Seaton community, which will account for 70,000 new residents at build out. There are currently no municipal indoor recreation facilities or arenas in this area, though a new recreation complex is planned in the short-term. The City has recently
initiated a secondary plan for Northeast Pickering, which is being planned for approximately 45,000 residents but is beyond the 10-year horizon of this Arena Strategy.
While population growth will lead to more children and youth in Pickering (the age group that is the predominant user of arenas), this cohort is forecasted to grow at a slightly
slower rate than the rest of the population beyond 2034.
Figure 8: Durham Region, Total Population Forecast Shares by Major Age Group, 2021 to 2051
5%
10%
15%
20%
25%
2021 2026 2031 2036 2041 2046 2051
0-19 20-34 35-44 45-54 55-64 65-74 75+
Source: Region of Durham, Region-Wide Growth Analysis Technical Report (June 2021)
Pickering’s population is also diverse, with 52% represented by visible minorities and 12% speaking non-official languages (2021 Census). Recent immigrants, referring to
individuals who first obtained landed immigrant or permanent resident status between
2016 and 2021, represented 2.8% of Pickering’s residents in 2021. Pickering residents who are newcomers to Canada are more likely to reside in growing areas such as Seaton and intensifying areas closer to Highway 401.
1 City of Pickering. Detailed 20 Year Population Forecast. March 2023.
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City of Pickering Arena Strategy | February 2024 – Draft Page 16
These indicators of Pickering’s diversity may have an influence on demand if
newcomers are more likely to choose other recreation activities over participating in arena programs and sports.
2.6 Arena Participation & Ice Sport Trends
Communities across Canada have experienced a decline in ice sport participation over
the past several years. Understanding trends at the national, provincial, regional, and local level can help anticipate needs for arenas. This section explores current and emerging trends in ice sport participation that could affect the demand for arenas in Pickering.
•Declining Participation in Ice Sports
•Growing Emphasis on Skill Development and Competition
•Narrowing Perception of Prime Time
•Uncertain Impact of Hockey Canada Scandals
•Female Sport Participation May be Declining After Years of Growth
•Other Activities are Emerging and Creating Greater Diversification AmongstSports
•Partnerships can Offer Opportunities to Share Risks and Attract New Markets
Declining Participation in Ice Sports
Youth hockey registration in Ontario has generally declined, with nearly 178,190 registrants in 2023, representing 7.5% of all Ontario youth (aged 5 to 19 years). This is an 18% decline in registration since peaking in the 2012-13 season. This can be linked to several factors, such as the high cost of hockey, concerns over safety, competing interests, aging populations, the uncertain impact of Hockey Canada scandal and
competition from leagues/organizations that are not sanctioned by Hockey Canada.
Figure 9: Youth Hockey Registration in Ontario, 2012/13 to 2022/23
120,000
140,000
160,000
180,000
200,000
220,000
Source: Hockey Canada Annual Reports. Includes players registered in youth hockey (U7 to U21). Note: Player registration was negatively affected in 2020/21 due to COVID-19 and is still recovering.
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Since the 2020/21 season when the COVID-19 pandemic first began and registration was at its lowest, youth hockey registration in Ontario has increased by 30%, but is still 14% below 2019/20 registration levels. There is also a risk that young children that
would have been eligible to begin learn-to-play hockey or skating initiation programs
during the pandemic have missed their opportunity due to program/facility shutdowns, and may never pick up the sport. This could lead to further challenge sin regaining past participation levels and create a “void cohort”.
This nation-wide decline in participation is most prevalent amongst boys (but
increasingly being seen in girls’ participation as well) and can be attributed to several
factors, such as:
•changing demographics factors such as an aging of the population, immigrationfrom countries that do not play ice sports, growing polarization between
household incomes, etc.;
•significant and escalating costs borne by households (for equipment, travel, icerentals);
•lack of time for households to commit to sport, especially at the competitive/rep
level;
•difficulties in finding and/or compensating qualified coaches and volunteers;
•volunteer burnout leading to shortages at the executive level and among parent-coaches; and
•growing competition from other sports (e.g., indoor soccer, basketball, etc.) aswell as unstructured, self-scheduled activities.
On the aforementioned point about affordability, research from 2018 found that the cost
of children’s activities put a strain on the finances of a majority (55%) of Canadian parents. As many as one in three (32%) Canadians used debt to fund the extracurricular activities of their children. Hockey topped the list as the most expensive extracurricular activity (an average cost of nearly $750 annually) and the research found that parents
were increasingly less likely to enroll their children in hockey as a result.2 These results are compelling considering today’s challenging economic climate.
Growing Emphasis on Skill Development and Competition
Demand remains strong for competitive development experiences and opportunities. The higher the level of play and the greater the focus on athlete development, the more
time that is required for practices, games, and camps. While this “professionalization” of minor hockey helps to support skill development for many athletes, it also comes at a cost (in terms of both time and money) that can raise barriers for many families. Several sport governing bodies in Canada are implementing the Long-Term Player Development (LTPD) model that emphasizes player growth, maturation, and
development. This model identifies the needs of players at various stages of their development and addresses the appropriate stages for the introduction and refinement
2 Ipsos. One in Three (32%) Families Going into Debt to Fund their Children’s Extra-Curricular Activities, Up 5 Points from Last Year. 2018. https://www.ipsos.com/en-ca/news-polls/back-to-school-2018
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City of Pickering Arena Strategy | February 2024 – Draft Page 18
of technical, physical, mental, and tactical skills. Pickering’s Learn to Skate programs are currently experiencing high demands with waitlists.
The adoption of the LTPD model has transformed the way many ice organizations
deliver programming, such as a greater emphasis on skill development. Additionally, in
2018, Hockey Canada mandated that novice participants play half ice (or cross ice) to boost fun and skill development. The standards of play mandate minimum thresholds for game and practice time, which can be particularly challenging for the higher levels of play that require greater access.
Narrowing Perception of Prime Time
Historically, municipal arenas experienced strong or steady ice usage during the early mornings or late-night hours. However, usage profiles of arenas – in Pickering and across Ontario – have changed in recent decades. Families are less willing to use early morning weekday ice and interest in late night times for adult hockey has declined.
Some communities are also challenged with filling weekend hours. There are more
tournaments and a focus on skill development, which has also placed a premium on access to prime-time ice, particularly during the week. In short, the prime-time window is shrinking, which is making it more difficult to make use of shoulder and non-prime hours.
Uncertain Impact of Hockey Canada Scandals
Hockey Canada – our nation’s governing body for hockey – has been under intense scrutiny recently due to several sexual assault claims and settlements, to the point that the Canadian government froze its federal funding in June 2022. This followed calls in recent years for improved player safety (programmatic changes have since been made
to reduce the risk of concussion) and a culture of inclusion and acceptance (a Policy
Paper on Anti-Racism was released in 2020).
Canadians are concerned about these issues and they may be impacting their choices to participate in the sport. A public opinion survey from 2021 (prior to the recent sexual assault allegations) found that nearly two-thirds (63%) of players and coaches believe
that hockey has a culture problem with players bullying kids outside of the rink. This
survey also found an issue with affordability, with 88% of Canadians indicating that organized hockey is too expensive for lower-income people to play.3
A more recent survey found that more than half (56%) of Canadians with a connection to youth hockey see sexual misconduct in hockey culture as a major issue. While most
Canadians are supportive of actions announced so far (Hockey Canada prepared an open letter in July 2022 promising change and outlining new complaint mechanisms and
3 Angus Reid Institute. Game Misconduct: Canadians may love their hockey, but they also see serious problems with its culture. May 2021. https://angusreid.org/hockey-culture/
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City of Pickering Arena Strategy | February 2024 – Draft Page 19
a review plan), only one-quarter (27%) are confident that the environment will improve for women around the game.4
Female Sport Participation May be Declining After Years of Growth
Although hockey registration is largely male, participation in girls’ hockey had been
rising due to growth in minor and international sport opportunities (such as women’s hockey), changing lifestyle and personal commitments, and gender equity efforts that remove participation barriers for females. In Ontario, girls’ hockey represented one-fifth (21%) of all participants affiliated with Hockey Canada for the 2021/22 season, which is
a 5.3% increase from the 2012/13 season ten years prior.5
However, there are signs that this growth may be levelling off or declining. Starting in late adolescence, one-in-three women leave sport (including, but not limited to, ice sports) as compared to one-in-ten boys.6 This trend has worsened since the onset of the pandemic, when it was reported that over 93% of female sport participants were
negatively impacted (specifically young women ages 6 to 18 years old). The research
suggests that young women are participating substantially less than they did pre-pandemic and that 25% were non-committal in returning to sport after the pandemic.7 Among the barriers cited, girls stated low levels of confidence, low body image, lack of skills and feeling unwelcomed in a sport environment. To bolster participation among
women, the Federal government established a goal of achieving equity in sport participation by the year 2035.
Other Activities are Emerging and Creating Greater Diversification Amongst Sports
The popularity of recreation and sport activities changes with time and can be affected
by several factors, most notably socio-economic characteristics, lifestyle trends, and the exposure and accessibility of the activity. National registration figures indicate that, where once ice hockey and baseball were dominant, soccer has taken rise since the 1990s. More recently, a national study found that interest in children’s activities was beginning to shift away from these sports towards other less formal extracurricular
activities, such as music lessons, dance lessons, language classes, and drama classes.8
4 Angus Reid Institute. Vast majority say Hockey Canada needs new leadership going forward. August 2022. https://angusreid.org/hockey-canada-sexual-misconduct/
5 Hockey Canada. Annual General Meeting Reports.
6 Canadian Women & Sport. The Rally Report. 2020. https://womenandsport.ca/wp-
content/uploads/2020/06/Canadian-Women-Sport_The-Rally-Report.pdf
7 Canadian Women & Sport and E-Alliance. COVID Alert Pandemic Impact on Girls in Sport. 2021.
Retrieved from: https://womenandsport.ca/wp-content/uploads/2021/07/COVID-Alert-final-English-July-2021.pdf.
8 Ipsos. One in Three (32%) Families Going into Debt to Fund their Children’s Extra-Curricular Activities, Up 5 Points from Last Year. 2018. https://www.ipsos.com/en-ca/news-polls/back-to-school-2018
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In terms of ice sports, they have become more specialized over recent years with a growing focus on skill development and athletic achievement. This has led toward more camps, specialized programs, and service providers, including sport academics and
private training providers.
Private training facilities have sprung up in many communities, offering paid instructors that teach the area hockey skills, often on synthetic ice. This had led to growing requests for ice time at municipal arenas from commercial renters representing broad geographic memberships.
Partnerships can Offer Opportunities to Share Risks and Attract New Markets
Throughout Ontario municipal recreation departments are increasingly challenged to provide and maintain top quality facilities, services, and programs within defined budget envelopes. And as financial pressures mount and the need for cost containment rises, many departments are examining new and creative service provision methodologies
including developing relationships with outside entities.
There are three types of relationships that are generally available to municipalities interested in pursuing alternative approaches to deliver, operate, or program recreation and sport infrastructure:
• A Public/Private Partnership (P3) – a relationship between the municipality and a
private sector entity;
• A Public/Public Partnership (P2) – a relationship between the municipality and public sector agency such as another municipality or a school board;
• A N-F-P Partnership – a relationship between the municipality and a not-for-profit organization such as a local sports organization.
Some municipalities are gradually shifting from a traditional direct delivery model to one of these structured relationships. Within certain jurisdictions creative approaches has
resulted in:
• the development “core facilities” that would not have been possible had the municipality addressed the project on its own (e.g., Toronto’s arrangement with the Ford Performance Centre quad pad arena);
• the provision of “non-core” facilities that represent new levels of service available to local residents (e.g., Pickering’s arrangement with the Football Club to operate the Pickering Soccer Centre);
• operating results that are beyond the usual performance thresholds of a
municipally delivered service (e.g., Hamilton’s arrangement with a private arena operator for the Mohawk 4 Ice Centre); and
• contracting out operations to a third-party service provider (e.g., London’s
arrangement with the YMCA for the Stoney Creek YMCA and Community
Centre).
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2.7 Arena Provision & Design Trends
This section explores the following existing and emerging arena provision trends:
• Approaches to Arena Provision in Other Communities
• Aging Arenas are a Growing Challenge
• Repurposing of Surplus Arenas
• The Rise of Multi-use Recreation Facilities as Community Hubs
• Inclusivity of Persons with Disabilities and Barrier Free Facilities
• Climate Change and Green Designs
Approaches to Arena Provision in Other Communities
Changing demands and participation levels, evolving facility requirements, and a growing stock of facilities have created surplus ice time in several communities. Certain municipalities have explored adaptive re-use of redundant arena facilities, or closed arenas outright. In the City of Toronto, the range of other recreational activities,
availability of private rinks, changing demographics, and rising costs of ice sport
participation have led the City to plan for the gradual reduction of the number of municipal ice pads, despite Toronto’s population being expected to grow by 500,000 by 2041.9 Similar plans are also in place in communities such as Mississauga, while those municipalities that are planning new facilities over the long-term (e.g., Hamilton) are
doing so at a rate much lower than population growth.
This is elaborated upon in the following chart that shows the current rate of ice pad provision across a selection of large urban municipalities, as well as future plans for arena provision. Pickering is currently providing ice pads at a higher rate compared to other more urbanized municipalities. Looking to the future, most municipalities have
plans to expand their arena supply to address significant population growth, but will do
so at a much lower rate (approximately 1 ice pad per 112,000 residents).
9 Matt Gurney. End of an ice age, Part 1: Is youth hockey dying? 2020. https://www.tvo.org/article/end-of-an-ice-age-part-1-is-youth-hockey-dying
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Table 7:Ice Pad Provision Rates and Future Planning, Selected Large GTAH Municipalities
Municipality Current Ice Pad Supply
Ice Pads per Capita
Future Provision Target
Future Ice Pad Needs
Anticipated Population Growth
New Arenas Per Capita
Column: A B C D E F
Source: Master Plan Pop.’n ÷ Column A Master Plan Master Plan Master Plan Column E ÷ Column D
Pickering 5 1:20,000 tbd tbd (2022-2042) 85,044 tbd
Ajax 4 1:31,700 1:800 participants 0-2 (2021-2031) 20,000 n/a
Brampton 20 1:32,800 1:800 participants 0 (2017-2031) 237,000 n/a
Hamilton 25 1:23,800 1:4,500 youth residents 3 (2021-2051) 236,000 1:78,700
Markham 10 1:33,900 1:400 youth participants
1 (2022-2031) 81,900 1: 81,900
Mississauga 25 1:28,700 1:37,500 residents 0 (2019-2028) 50,000 n/a
Oakville 13 1:16,400 1:650 youth participants
1
(2017-2031) 52,600 1:52,600
Oshawa 10 1:17,500 1:500 youth participants
0 (2023-2031) 38,000 n/a
Richmond Hill 8 1:25,300 1:27,000 residents 1 (2022-2031) 39,000 1:39,000
Toronto 65 1:43,000 1:50,000 residents 1 (2019-2038) 450,000 1:450,000
Vaughan 8 1:40,400 1:500 youth participants
2
(2018-2031) 100,000 1:50,000
Whitby 11 1:12,600 1:750 youth participants
1 (2023-2031) 32,500 1:32,500
Average 18 27,827 n/a 1 1:121,500 1:112,000
Source: Community-specific Recreation Master Plans
Aging Arenas are a Growing Challenge
Communities across Canada are experiencing similar provision and design trends as
many facilities are reach the end of their lifecycles. The 2019 Canadian Infrastructure Report Card reported that 39% of Canada’s municipal arenas and pools are in fair to very poor condition. Many of these facilities were built between 1956 and 1980 whose
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age and/or deferred infrastructure renewal/maintenance activities have accelerated the number of facilities in need of replacement.
Municipal approaches to addressing these aging / end of life cycle arenas include
renewal projects, converting facilities into dry pads for other recreational uses, or
supporting the facilities demand by replacing with a more efficient twin or quad pad. Arena users and spectators are drawn to new facilities that offer modern conveniences. New facility designs typically involve: barrier-free spaces; larger dressing rooms; warm viewing areas; multi-pad arenas that generate efficiencies;
amenities such as walking tracks and shooting pads; and more. Multi-pad arenas offer economies of scale in operation, are more convenient for user groups, and enhance tournament and event potential.
The Don Beer Arena, originally built over 50 years ago, is a local example of a facility with several building components that have reached or are approaching the end of their
useful life. Certain grant and shared funding programs have been introduced by senior
levels of government over the past 15 years to renew aging recreation facilities including the 2011 RInC program, the Building Canada Fund, and most recently the Investing in Canada Infrastructure Program. While these programs have gone a long way toward reducing the infrastructure deficit, significant shortfalls remain in
municipalities across the country.
Repurposing of Surplus Arenas
Changing demands and participation levels, evolving facility requirements, and new multi-pad arena projects have created surplus ice time in several communities. Certain municipalities have explored adaptive re-use of redundant arena facilities for purposes
such as:
•community centre space (e.g., Kingsdale Community Centre in Kitchener)
•indoor soccer (e.g., Syl Apps Community Centre in Paris, Ontario)
•gymnasiums (e.g., Ken Giles Recreation Centre in Brampton)
•indoor playgrounds (Vancouver)
•indoor skateboarding (e.g., Zurich, Ontario)
•dry floor activities / theatre venue (New Hamburg Arena in Wilmot Township,Alliston Arena in New Tecumseth)
•temporary storage (e.g., AMA Arena in Amherstburg, Ontario – since
demolished)
•commercial or institutional uses (e.g., former Maple Leaf Gardens in Toronto)
Other examples of adaptive re-uses include curling rinks, indoor tennis, box lacrosse,
and roller derby. Repurposing can extend the life of an existing facility but can be just as
costly as building new given the need to refurbish and reconfigure building components. As a result, the most common response in Ontario has been to decommission and demolish surplus arenas.
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The Rise of Multi-Use Recreation Facilities as Community Hubs
A community hub is a central access point for a range of needed health and social services, along with cultural, recreational, and green spaces to nourish community life.
A community hub can be a school, neighbourhood centre, an early learning centre, a
library, an elderly persons’ centre, a community health centre, an old government building, a place of worship, or another public space. This concept is gaining traction across Ontario as it offers tremendous social benefits, strengthens community cohesion, and fosters enhanced quality of life by providing a central location to deliver a
range of services.
In an era of user convenience and growing emphasis on cost recovery, many municipalities are centralizing recreation services into multi-use facilities. There are a range of benefits of multi-use facilities including the creation of a destination where all household members can gather and engage in recreation activities, thereby contributing
to sport development, tourism, and operational efficiency. This is part of what makes the
Chestnut Hill Developments Recreation Complex such a destination for Pickering’s residents.
Most recent arena projects across Ontario have been in the form of multi-pad and multi-use venues. While the specific nature and degree of above noted benefits will depend
on local circumstances, facility design and operation, and other factors, there is no
denying that multi-use recreation facilities have the potential to generate substantial economic, social, and environmental gains for local municipalities.
Inclusivity of Persons with Disabilities and Barrier Free Facilities
The Accessibility for Ontarians with Disabilities Act (AODA) directs municipalities to
consider the needs of persons with disabilities through facility design and service
delivery. By 2025, municipalities are required to remove all barriers within new and redeveloped municipal facilities, including those related to physical space as well as customer service through training.
The City of Pickering 2021 to 2025 Five Year Accessibility Plan contains several actions
to improve accessibility and remove barriers within the corporation, although none are
specifically identified for the arenas. The uncertainty surrounding the future of the Don Beer Arena has limited the City’s investment until a path forward is determined for that facility.
Potential Impacts of Climate Change
Environmental concerns are often a top-of-mind issue among Canadians as there is an
increasing need to maximize the efficient use of resources. Relative to ice sport participation and arena design and operations, climate change is contributing to:
•Increased outdoor air temperatures and/or rain leading to the following
challenges for indoor ice arenas:
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o added loads on refrigeration equipment to withstand the warmertemperatures;
o having to increase capacity with cooling towers/condensers on warmer
degree days in the winter;
o added loads on dehumidification equipment inside of ice pad envelopes;and
o trouble controlling indoor facility temperatures due to the swing of outdoorair temperatures; fluctuation is hard to control and creates challenges with
regulating comfort levels.
•Longer than typical usage of outdoor recreation amenities. For example, racquetsport courts are being used into the winter and earlier in the spring, which addsto the workloads of recreation and parks staff that typically would be operating
arena facilities during these seasons.
•Reduced opportunities for natural ice outdoor ice rinks due to warmertemperatures and shorter seasons, impacting casual skating activities andopportunities for new participants to try ice skating in a non-controlled
environment. This is coupled with increased operating costs and greater volatilityfor refrigerated outdoor ice rinks.
Many municipalities have demonstrated environmentally conscious awareness in the design of new facilities that utilize state-of-the-art technologies to enhance environmental efficiency. Pickering has taken steps to reduce its environmental impact
through its Corporate Energy Management Plan.
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3.0 Stakeholder Engagement
A public and stakeholder consultation program was launched to gather input and critical insights relating to this Strategy and the Recreation & Parks – Ten Year Plan. Several community consultation tools were utilized to solicit input from members of the public, arena stakeholder groups, City Staff, and Council. Tactics consisted of surveys,
workshops, open houses, and youth engagement.
3.1 Input from Arena Organizations
To gain insight into local ice demand factors and to inform strategies for the long-term provision of ice surfaces, City of Pickering’s primary arena user groups were consulted through a workshop. This virtual session was held on September 26th, 2023 and was facilitated by the consulting team. Topics of discussion included:
a)participation trends and barriers;
b)organizational challenges;c)facility usage;d)existing facilities;e)future needs; andf)priorities and implementation.
The following organizations were contacted to provide input through the workshop:
•Ajax Pickering Minor Hockey Association (APMHA)
•Durham West Girls’ Hockey Association (DWGHA)
•Pickering Skating Club
•Ajax Pickering Ringette Association
•West Durham Minor Lacrosse Association
•Pickering Old-Timers Hockey League (POHL) – did not attend
Note: The following represents the opinions of local ice organizations at the time of the consultation. Confirmation of ice utilization and future needs is addressed through
subsequent sections of this report; input from ice organizations is one of several inputs used in the future demand model.
Minor Hockey – Boys
The Ajax Pickering Minor Hockey Association provides all levels of programming, including hockey school, house league, and competitive levels up to AAA hockey
(Raiders) to residents of both Pickering and Ajax. The hockey school program is for players aged 4-8 years old. House league currently provides two divisions; U7-U15 and U18/U21. Competitive levels represent U9-U18. The total number of registrants for the minor hockey association in the current year is 1,198 (of which 526 live in Pickering). This is a decline of 59 players from 2022/23 (5%). The group runs three tournaments
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out of the Don Beer Arena annually and indicated that there is demand to host more events in Pickering.
Due to the pandemic, the group noted that participants aged 15 and over are slower to
return to house league, with some not returning at all. Meanwhile, the younger age
groups playing in house league or hockey school have returned much quicker than their older counterparts. Another trend relates to shifting demographics, as the organization is seeing more players with diverse cultural backgrounds and new Canadians that want to get involved, learn, and play hockey. Additionally, the group works hard to keep
house league fees low, which has been helpful in attracting more members outside of
the local area.
One challenge identified by the group is the location and travel time to access the Don Beer Arena. Many of those living in the central and north areas of urban Pickering find it difficult to drive down Brock Road to reach the arena location. As a result, members
have been lost to organizations such as West Hill and Stouffville. Another challenge is a
lack of volunteers and difficulty finding people willing to help coach.
Concerning facility usage, minor hockey is generally satisfied with their current ice time provisions. The group does not use ice times during weekday mornings. One suggestion was to better consolidate ice time blocks to allow for more effective
scheduling; smaller slots of time can restrict the group’s programming.
Minor Hockey – Girls
The Durham West Girls’ Hockey Association provides house league and rep hockey programming for females U7 to Senior. At present, the club has approximately 520 participants and has nearly regained its pre-pandemic registration levels. The
distribution of participants is approximately 20% from Pickering, 30% from Ajax, and
50% from peripheral communities such as Scarborough, Markham, Whitby, etc. (unlike boys minor hockey, their governing body does not place boundaries on where girls can play). The Association mainly uses Pickering’s O’Brien Rink and has tried to consolidate their junior house league program to Pickering, but the group also rents ice time in Ajax.
The association is struggling to maintain its house league programming, which feeds
the rep teams. As of 2023/24, only 18% of teams are junior house league. Many older players that had left the organization during the pandemic have not returned and the group is having challenges growing the program locally within Pickering. The club suggested that introducing youth first to floor hockey or CANskate could help to spark
greater interest in hockey. Some parents are also hesitant to pay the upfront cost for a
sport their child may not like, therefore introducing them into cheaper but essential components of skating may help spark interest.
Concerning facility usage, the group also agrees that larger blocks of ice time together would be more efficient in providing programming over the current schedule. There is
enough ice available at the moment, but the time is not always preferable.
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Figure Skating
The Pickering Skating Club provides programming such as CAN Skate and STARSkate to those aged 3 years old up to and including adults. There are approximately 307
participants (of which 218 live in Pickering). Two seasons of skating are provided within
the fall and winter. Most registrants are ages 6 to 15 years, with only a small group representative of adults. Most members are from the Pickering area, with others joining from Ajax mainly. All classes provided were at full capacity last year, and the organization expects to fill all classes again this upcoming season.
The organization has sufficient volunteers and coaches as its current operations require coaches to be paid and STARSkate participants are required to volunteer as part of their programming requirements. One barrier with facility usage is the number of hours allotted for their organization. As demand becomes greater and classes are already hitting capacity, there are no opportunities to expand programming without more allotted
time.
Ringette
The Ajax Pickering Ringette Association provides ringette programs for those aged 5 to 18 and up. They use both arenas in Pickering as well as the arena in Ajax for their programming. Members total up to 308 in 2023/24 (of which 103 live in Pickering). The
organization provides opportunities at events for residents to try ringette to increase interest.
Prior to the pandemic there were two ringette organizations, but they have since amalgamated. Registration in younger age groups has been increasing and more members from Ajax have been joining the organization as well. The ringette association
provides early bird discounts and a reduction in fees to incentivize people to join and register. They also experience challenges with gaining volunteers and have had to switch back to using paid coaches.
Lacrosse
The West Durham Minor Lacrosse Association provides programming in both the spring
and summer. Ajax sport fields are used in the spring months and the Don Beer Arena floor is used in the summer months. The organization contains 6 rep teams with about 100 participants on these teams.
Comments on Existing Arenas
User groups emphasized quality of arenas to a greater extent than expanding the
supply, providing several suggestions for improving existing facilities. Upgrades to
change rooms, as well as providing equipment more suitable for smaller/younger players who do not fit into the standard equipment comfortably. Adding a pro shop at CHDRC was suggested to make it easier for arena users to have access to skate sharpening services. Meeting rooms and retrofitting for media to stream events are a
priority to provide opportunities for
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competitions or events in Pickering. Don Beer Arena was noted as needing many upgrades to allow for a revenue stream from events. Upgrades include improving washroom and change room sizes, a working sound system, better Wi-Fi and seating,
brighter lighting, and a warmup area off the ice for both teams.
Future Facility Needs and Suggestions
Concerning future needs, there were comments about providing sport friendly infrastructure for competitions. This includes a large spectator rink (number of seats were not defined) with all the required amenities, as well as providing enough hotels to
host visitors from outside Pickering. Running tournaments provides many user groups
with revenue required to run their programs, therefore this is a priority to provide an adequate space for these special events.
3.2 Input from the Community
Several community consultations were held to collect public input into the City’s Recreation & Parks – Ten Year Plan. In general, interest in arenas and arena
programming was not identified as a key priority through these consultations. Additional
detail is provided below.
Community Survey
From the Recreation & Parks – Ten Year Plan community survey, respondents identified the following input related to arenas and related activities:
•Nearly one-quarter (23%) of respondents or their household membersparticipated in indoor recreational skating, ranking 11th out of 42 listed activities.This is a decline from 28% that participated in 2017
•Further, 16% of respondents or their household members participated in hockey
or skating, ranking 16th out of 42 listed activities. This is a decline from 25% thatparticipated in 2017.
•More than half (53%) support spending additional public funds to provide more
arenas (ice sports) in Pickering, ranking 24th out of 36 responses categories,
making it a lower priority overall. This is also a decline from the.
•Demand for casual outdoor skating opportunities consistently ranked higher thanindoor ice sports in terms of priority amongst community survey respondents.
Public Open Houses
The following input was gathered on arenas and arena activities through the Recreation & Parks – Ten Year Plan open houses:
•4% of public open house poll results identified ice sports as an activity they wantmore of in Pickering (ranking 13th out of 14 options).
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•From the sticker-dot matrix engagement boards, arenas (ice sports) wereidentified as a medium-priority, prioritized by 106 participants (ranked 7th out of
10 options).
Youth Engagement
Pickering youth were engaged through presentations at local schools, online surveys, and focus group sessions. The following input was received relating to arenas and related programming:
•From the youth community survey, 13% of respondents identified that theyparticipated in hockey or figure skating during the past 12 months, ranking as the22nd most popular recreational activity. Despite this, 29% of youth surveyrespondents identified they would like to see more arenas for ice sports, ranking
as the 4th highest facility priority.
•From the dot-mocracy exercise, arenas (ice sports) were identified as the 4th
highest facility by elementary school students and the 9th highest priority by highschool students, suggesting that ice sports are more popular amongst children.
•Youth focus group participants identified public skating as a fun way to meetingnew people.
3.3 Summary of Key Themes
Several key themes have emerged from the community input provided by participants, categorized below:
Table 8: Summary of Key Themes from Research and Consultation
Finding Description
1.Arena investment is a
lower priority for
many Pickeringresidents.
Pickering residents generally indicated that investment in arenas and the development of new arenas was a much lower priority compared to other
facility priorities such as park amenities, swimming pools, gymnasiums, and multi-use spaces.
2.User groups are
satisfied with current
service levels.
Most user groups are largely satisfied with the City’s provision of arenas, indicating that the existing five ice pads are meeting their needs at the present time.
No requests for additional ice time were received – groups appear to be getting enough time to meet their needs at this time. Some groups recommended changes to scheduling (or different times) but are satisfied with the overall allocation of time.
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Finding Description
3.Aging infrastructure
at Don Beer Arena is
a growing concern.
Stakeholders indicated that several upgrades are needed at this facility, including improved
changerooms and washrooms, lighting, sound system, Wi-Fi, and a warmup area. The location of this facility also poses challenges for many Pickering residents, particularly those living in growth areas to the north.
4.The pandemic had anegative impact onparticipation.
Following the pandemic, house league hockey experienced a slower return, particularly amongst older age groups.
5.Participation isbecoming morediverse.
Organizations have noted that their participant profiles are becoming more diverse and they are instituting programs to introduce their sports to newcomers.
6.Convenientopportunities willhelp the City keep upwith growth-related
needs.
As Pickering grows, local organizations felt that
demand will also rise for ice sports. The provision of more arena opportunities in proximity to residents may help organizations searching for more ice time (e.g., figure skating). Some groups also expressed a
need for more volunteers to help sustain their
operations.
7.Organized ice sportsare becoming moreregional.
Aside from figure skating, all of Pickering’s youth ice sports organizations have amalgamated to some degree with neighbouring Ajax to enhance the level
of competition and find efficiencies in the face of
declining registration. Some groups prefer to play in certain jurisdictions, creating a “home base” for their operations. An examination of ice schedules indicate that each municipality accommodates an equal
share of total usage from these groups in proportion
to their current arena supply.
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City of Pickering Arena Strategy | February 2024 – Draft Page 32
4.0 Operational Assessment
This section examines the condition of existing City of Pickering arena facilities and makes recommendations for their continued operation and programming.
4.1 Review of Existing Arena Condition & Operations
Below is an assessment of the current condition and operations of City of Pickering arena assessments as completed by Largo Facility Management. Observations and recommendations are based on site visits in September 2023, reviews of relevant
reports made available by the City, input from stakeholders, discussions with municipal staff, and operational best practices from similar jurisdictions. Arena facilities and associated amenities are described in Section 2.
Chestnut Hill Developments Recreation Complex
The CHDRC contains two indoor ice pads – Delaney and O’Brien. The O’Brien ice pad
has been identified by the City as a candidate for renovation and has included funds within the City’s 10-year capital plan. The scope of renovations (anticipated for 2027) would include replacement of the slab and boards, change room improvements, etc. In total the City has allocated approximately $10.5 million over the next 10 years within its capital plan for the CHDRC arenas.
The City’s Facilities Renewal Study (2024) notes that, as the CHDRC approaches 50 years within the next decade, it would be prudent for the City to begin long-term planning for facility reinvestment or replacement at that time. The entire building has a facility condition index of 0.26 (fair condition), with an overall condition score of 3.09, ranking it as the 15th out of 23 municipal capital assets studied (with the lowest ranking
facilities being candidates for disposal).
Our general observations of the CHDRC arenas are as follows:
• Both ice rinks are in very good condition from an operational perspective. Rink staff should be complimented on the facility’s upkeep and overall maintenance.
• Both ice surfaces look to be in very good condition during the walk through with ice sport line markings clear and not cut out. It is evident that operations staff take pride in providing a quality ice surface.
• Rink boards and rink glass shielding appear to be in fair condition with spectator safety netting in place as precautionary protection from pucks making their way over the rink glass. Consideration be given to future year capital replacements as it is noted to be budgeted for replacement in 2027 (O’Brien).
• While the main entrance to the rinks is separate from the main entrance of the CHDRC, this has both pros and cons. An advantage is that ice sports can be louder than other types of sports at the CHDRC, so this keeps the added noise of
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City of Pickering Arena Strategy | February 2024 – Draft Page 33
ice sports away from the quieter recreational activities such as swimming and fitness. Conversely, separate entrances can be confusing for participants and spectators showing up for ice sports and trying to find the rink entrance, as well
as limiting for cross-programming.
•Parking would appear to be in high demand at this site, particularly during peak times. As part of its investments in the City Centre, the City is considering several major capital projects that will have implications on parking in the vicinity. The
construction of above- and below-grade parking structures will be considered by
City Council as part of the City Centre projects.
•Both ice rinks are slightly smaller than NHL regulation; however, this was not raised as a significant concern by user groups during the stakeholder
engagement sessions.
•In review of the 2023 operating budget, utility costs appear to be in line with this type of facility.
The City may consider completing a more detailed energy analysis with a focus in
achieving Zero Carbon Building Design Standards, which has been a prerequisite for
recent grant applications. The analysis should provide solutions to the challenges noted in this facility.
Table 9: Refrigeration Room Assessment, CHDRC Arenas
Observations Recommendations
Delaney Rink:
•Consists of three 50 horsepowercompressors.
•Refrigeration plant had a refresh in 2004and again in 2015.
•A Desiccant unit services both ice pads.
•Service is up to date and well maintained.
•System is controlled by a T775 controllerutilizing supply and return temps and aslab temp sensor.
O’Brien Rink:
•Consists of multiple compressors thattotal 200 horsepower.
•Refrigeration plant received a refresh lessthan 5 years ago.
•Efficient plant with an abundance of heatrecovery available for use.
•System is controlled by a T775 controllerutilizing supply and return temps.
•Implement infrared red cameras (IRC’s)on both ice surfaces to control therefrigeration systems call for refrigeration.These IRC’s read the actual temperatureof the ice surface and allow for greaterefficiency.
•Implement a refrigeration control systemso that different schedules can be used tocontrol differing ice temperatures such asa night set back temperature so that theice surface is warmed up slightlyovernight.
•Monitor cooling tower water treatment toprevent scaling on the tube bundle whichleads to reduced efficiencies.
•The City may consider completing a moredetailed energy analysis with a focus inachieving Zero Carbon Building DesignStandards, which has been a prerequisite
for recent grant applications. The analysisshould provide solutions to the challengesnoted in this facility.
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City of Pickering Arena Strategy | February 2024 – Draft Page 34
Observations Recommendations
• System is in very good condition and in consulting with staff, the system works efficiently.
• New and emerging heat recovery technologies to heat the pool, tennis enclosure, etc. should continue to be explored when replacing equipment through capital upgrades. Examples of heat recovery systems include
‘Thermastore’ tanks or ‘Doucette’ desuperheaters. This heat recovery can be used to heat domestic water, pool
water, and ice resurfacer snow pits, etc. As part of the Energy Management study being conducted in 2024, consideration
should be given to exploring full utilization of heat recovery. Advancements in the past few years has the waste heat from rinks being used to heat multi-home developments. See figure below.
Figure 10: Example of Heat Recovery Technology
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City of Pickering Arena Strategy | February 2024 – Draft Page 35
Table 10: Ice Resurfacer Room Assessment, CHDRC Arenas
Observations Recommendations
• Both ice rinks share the ice resurfacer room.
• There is a snow pit in the room but unsure of the effectiveness of snow melt ability.
• Olympia ice resurfacer is used as the primary ice resurfacer while a Zamboni is used as the backup/secondary ice resurfacer.
• Both ice resurfacers are currently powered by fossil fuels.
• Resurfacer room is large and serves for maintenance bay for operational tasks such as blade changes etc.
• During next ice resurfacer replacement, consideration be given to switching to an electric ice resurfacer as part of green energy enhancements.
• Installing a level ice system on the current ice resurfacers to assist the operator in achieving a level ice surface while
maintaining a desired ice thickness to improve efficiencies both on the refrigeration plant run times and also the
reduced hours for staff on ice maintenance. Both Olympia and Zamboni have level ice systems that can be
retrofitted onto the current primary ice resurfacer.10
The following points provide a summary of key findings and opportunities:
1. As part of the planned Energy Management Study being conducted in 2024, consideration should be given to heat recovery and the possibility to reclaim
waste heat from refrigeration plant to heat the pool and tennis court area.
2. Consider the use of electric ice resurfacers during the next replacement cycle.
3. Consider using a level ice system for the current primary ice resurfacer.
4. Consider building automation system for refrigeration plants.
5. Consider ‘sub-zero’ ice management tool. This tool would elevate the facilities ice
management process to a higher level while also aiding the operations team in
completing their regular ice depth checks.
6. This capital plan within the City’s long-term capital forecast is appropriate for this facility while recognizing the age and operational changes that the facility must meet such as barrier-free accessibility requirements.
Don Beer Arena
The Don Beer Arena contains three ice pads. Short-term upgrades identified in the City’s capital forecast include external door replacements, lighting, plant work (rink 3) and building envelope. The forecast also includes for the partial retrofit of rinks 1 and 3 in 2027 and 2028 (e.g., boards, roof, dehumidifier, etc.).
The City’s Facilities Renewal Study (2024) finds that all three rinks are coming due for
replacement of their refrigerated slabs and aprons, representing major capital costs.
10 https://canadianrinkservices.com/level-ice
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Current projections estimate that over $20 million will need to be invested at Don Beer Arena just to keep the facility in good condition over the next 10 years. The entire building has a facility condition index of 0.42 (poor condition), with an overall condition
score of 3.11, ranking it as the 13th out of 23 municipal capital assets studied (with the lowest ranking facilities being candidates for disposal). Consideration may be given to whether it is practical to reinvest in this asset or better to replace its amenities at another location.
Our general observations of the Don Beer Arena are as follows:
• The arena dasher boards and glass systems are in good condition and appear to have been updated regularly.
• Upon our review, ice conditions appear to be in excellent shape with ice depths
within an ideal range with no cut out of lines, etc.
• Facility operators do an excellent job with resurfacing and ice maintenance.
• In review of the 2023 operating budget, utility costs appear to be in line with this
type of facility.
• The arena ceilings are very low with younger aged summer lacrosse using the facility; however, the height does not appear to be an issue.
Table 11: Facility Assessment, Don Beer Arena, Part 1
Refrigeration Room Ice Resurfacer Rooms
• Rinks 1 & 2 share a refrigeration plant with
200 horsepower and a plate and frame heat exchanger.
• The refrigeration plant is automated with a 1000 E with both slab and camera sensors.
• There is no underfloor heating system due to the age of the facility.
• Rink 3 has a dedicated refrigeration plant with 150 horsepower and a plate and frame heat exchanger.
• The cooling tower water treatment is not performing as it should be with evidence of scaling, leading to inefficiency of the plant.
• The underfloor heating system is currently not working so the City is unable to maintain summer ice operations.
• Rinks 1, 2, & 3 all have desiccant dehumidification that perform well, although in the shoulder season times with higher outdoor air temperatures/precipitation, the current equipment does not have the capacity to maintain humidity levels.
• Rink 1 and 2 share a small room
between the 2 rinks that has difficulty housing the ice resurfacer and is restricted to a side dump ice resurfacer.
• There is no access to outside from this room. Staff dump ice shavings inside.
The current process is to empty then melt with hot water.
• Unable to perform ice resurfacer maintenance in this room due to being too small.
• Rink 3 has a larger, more traditional size ice resurfacer room.
• Has access to outdoors for dumping of ice shavings.
• Serves as the maintenance bay for all ice resurfacers.
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Table 12: Facility Assessment, Don Beer Arena, Part 2
Dressing Rooms Accessibility
• Rinks 1 & 2 are very small and outdated and do not meet accessibility standards.
• Older aged teams need to use 3 rooms to accommodate the number of players.
• Rink 3 has 6 change rooms and are larger, however they too do not meet accessibility standards.
• Facility is deemed accessible by standards at the time but would not meet current accessibility requirements.
• A significant investment would need to be made to meet current Ontario Building Code requirements.
The following points provide a summary of key findings and opportunities:
1. If Hydro One mandates the stormwater management implementation for the
parking lot (to be completed by the City of Pickering at the City’s expense), this project will add significant costs (estimated at $3 million or more) to the facility’s long term capital plan. This is in addition to the approximately $100,000+ annual cost to lease the parking lot lands from Hydro One.
2. The 2023 operating budget for Building Repairs & Maintenance was identified at
$213,606. This amount represents a significant operational cost annually that speaks to the challenges of maintaining an aging facility.
3. Operationally, the City may consider the following if the facility is to be maintained as an arena for several more years:
a. Rinks 1, 2 & 3 refrigeration plant control systems (1000E) are outdated and
are no longer supported or serviceable by contractors. It is recommended that these refrigeration controls systems be replaced (estimated cost $75,000 per ice plant of which there are two, including new sensors, hardware, and software with tie-in to the dehumidification unit). There may be utility
conservation grants through "Save on Energy" through prescribed
engineering improvements.
b. With no underfloor heating system in Rinks 1 & 2, there is no ability to effectively run summer ice. The Rink 3 cooling tower water treatment is not performing as it should; an accumulation of scale is visible which leads to
decreased heat transfer leading to additional run hours on equipment, which should be addressed. Further, the Rink 3 underfloor heating system is no longer working and is unable to maintain summer ice operations.
c. Heat reclamation: Although the facility is aging, there is still opportunity for
reclaiming waste heat from the refrigeration systems and providing building
heat, offsetting the domestic hot water heating demand, or using waste heat to assist with melting snow from the ice resurfacing process. The refrigeration systems both have a generous supply of waste heat opportunity not being utilized.
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d. ‘Sub-Zero’ ice management tool: This tool would elevate the facilities ice management process to a higher level while also aiding the operations team in completing their regular ice depth checks.
e. ‘Level Ice System’: This system would be mounted on the current ice
resurfacers and assist the operators in achieving a level ice surface while ensuring a consistent ice thickness is maintained leading to improved operational efficiency.
f. Cooling tower scaling: It was noticed during the walk through that there was
evidence of scaling within the cooling tower of the refrigeration system. We
would recommend a further review of the water treatment system and ensure that the water chemistry is being maintained so that scale is being removed to eliminate build up on the hot gas coils so that improved heat transfer can be achieved leading to decreased run times on the equipment.
4. Due to lower demand levels, the City may consider having the Don Beer Arena
“go dark” throughout daytime hours (Monday to Friday) to improve efficiencies, where possible. This will allow for utility savings, reduce wear and tear on an aging facility, and allow for staff to be redeployed to other areas of the operation.
The age of the original Don Beer Arena deems it has outlived an acceptable lifespan,
which the Ontario Recreation Facility Association identifies at 30 to 40 years. The
original Don Beer Arena is now 55 years old, although other parts of the facility are newer. To improve the facility at the current site with the extra costs associated with the parking lot lease and need for a stormwater management plan, as well as the need for accessibility improvements represents a serious financial risk for the City.
On this basis, strong consideration should be given to decommissioning the Don Beer Arena within approximately the next five years to avoid major capital
expenditures. Following this, the property may be disposed of upon opening of a replacement ice facility that aligns with local needs.
This approach could be completed over a multi-year timeframe, subject to planning for
capital replacement through new arena infrastructure at another location. The following
steps may be considered in implementing this direction.
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Table 13: Approach for Decommissioning Don Beer Arena
Phase Recommendations
Phase 1: Limit capital spending & establish replacement strategy
• Facility remains active and an integral part of the City of Pickering ice sports programming and facility rental inventory
• Begin to limit spending but maintain all operating budgets
• Confirm site for a new facility build including a funding plan
• Begin scaling back capital repairs and improvements other than bare minimum life safety improvements and necessary accessibility requirements
• Work with Hydro One and ask for an extension on stormwater management collection
Phase 2: Facility nearing end of life
• No capital improvements unless necessary for structural or legislated
safety requirements
• No operating projects and only operate using a day-to-day operating
expense
• Construction has begun on new facility
Phase 3: Closure and transition
• Grand opening of new facility
• Declare Don Beer Arena as surplus for decommissioning/retirement; consider sale as adaptive re-use to alternative uses would not rectify site issues and would require considerable reinvestment
Note: Timing / phasing will depend on arena replacement plans.
4.2 Recreational Skating Review
In addition to rentals, the City offers registered skating (e.g., learn to skate) and drop-in
skating programs (e.g., public skating, shinny, etc.) at both ice facilities. Registered programs are offered during prime and non-prime times, while drop-in activities are mostly scheduled during non-prime times. For the 2023/24 season, City programs accounted for 29.5 weekly hours of use across the system (nearly 6 hours per rink).
In examining the available options, there is a very good cross section of opportunities
available for all ages. In particular, the pre-registered Learn to Skate program is well attended and offers a wide selection of opportunities to all ages and skating abilities. It is understood that there is currently a waitlist for these registered programs. This is a trend seen in many other communities as some families are still trying to get “caught up”
from the pandemic and learning to skate is an activity that is important for many
newcomers (including both youth and adults).
Overall participation in drop-in skating programs has been in decline, decreasing by 28% since 2014. If this trend continues, it may be attributed to Pickering’s increasingly diverse population and a growing number of residents that have little interest or skills in
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ice sports. Contrary to this finding, however, many residents expressed greater interest in outdoor skating opportunities through the latest Recreation & Parks – Ten Year Plan community engagements, suggesting that this is the preferred environment for this
activity and/or that residents are seeking more affordable participation options as
outdoor rinks are typically free to use. Outdoor rinks are not capable of accommodating organized play requirements and are not part of the assessment within this report.
Table 14: Participation in Drop-in Skating Programs (2014-23)
Drop-in Program 2014 2023 Change (#) Change (%)
Public Skate 6,655 5,084 -1,571 -24%
Shinny 302 223 -79 -26%
Parent & Tot 723 117 -606 -84%
Senior Skate 2,243 1,733 -510 -23%
Total 9,923 7,157 -2,766 -28%
Source: City of Pickering.
To improve participation levels, accessible options for residents, and off-peak revenue enhancement, the City may wish to consider:
• increasing the number of Learn to Skate time slots to address the current backlog of demand (City programs have priority over other uses within the City’s Ice Allocation Policy);
• providing additional Parent & Tot Skating and Parent & Tot Stick/Puck as these are only offered once per week;
• offering “Ticket Ice - Figure Skating” to support Skate Canada Members; and/or
• moving the shinny hockey program to the CHDRC; doing so would consolidate
all recreational skating opportunities (drop in & pre-registered) at one facility.
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5.0 Arena Needs Assessment
This section evaluates the overall supply of indoor ice pads in the City of Pickering based on a qualitative and quantitative analysis. The projection period is to the year 2034, however a longer-term horizon is considered where possible.
5.1 Arena Needs
In identifying current and future ice facility needs, several inputs have been considered. Ice demand is heavily influenced by local participation and programming. Registration
data, arena usage, and input from stakeholders are the key building blocks to our analysis. Community growth projections are then layered in to forecast future needs. These inputs are documented in previous sections.
Figure 11: Factors considered in the Ice Needs Assessment
Population Factors (Section 2.5)
•Population Characteristics, such as age and immigration
•Growth Forecasts
Arena Utilization (Sections 2.1, 2.2, and 2.4)
•Ice Utilization
•Limitations of City Facilities•Availability of Other Arenas in the Vicinity
Participation & Trends (Sections 2.5 and 5.1)
•General Trends in Recreation•Ice Sport Registration Levels in Pickering
Public & Stakeholder Input (Section 3)
•Challenges and Opportunities•Requests for Additional Ice Time
Current Demand
All indicators suggest that there is capacity within the current arena supply to accommodate more users. For example:
• Prime-time usage sits around 92% (87% at Don Beer Arena), leaving
approximately 25 hours of prime time ice available for use on a weekly basis – this is equivalent to nearly 0.5 ice pads of excess supply. Demand is particularly soft on Saturday evenings.
• User groups are not requesting additional time and are not pressured to use
shoulder or non-prime hours (e.g., weekday mornings). They appear to be getting as much ice time as they need to run their programs either locally or in Ajax.
• In Pickering, youth participation in ice sports declined by 8% (203 participants)
between the 2014/15 and 2023/24 seasons, after several years of additional declines – across Ontario, youth participation in ice sports peaked in 2012/13. Participation has not increased with recent population growth, suggesting that the participation rate in ice sports continues to slowly decline.
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• Of the 2,225 estimated youth ice sport participants making regular use of the City’s arenas, it estimated that approximately 42% (925) are residents of
Pickering. This accounts for 5% of all youth (ages 5 to 19) living in Pickering,
meaning that 1 out of 20 youth play organized ice sports locally. This is notably lower than participation rates that we have seen in other communities where we have conducted similar analysis, and likely in the range of half of the provincial average. While trends in ice sports do not suggest rising participation rates, the
5% rate is a reasonable figure to use for projecting participation over the next ten
years. Participation levels should be collected by the City to ensure that this assumption remains valid.
• The Town of Ajax has also been seeing reduced demand for ice time for several
years, leading them to reduce their supply from 5 ice pads to 4 ice pads through the closure of Village Arena. The Town indicates that there remains capacity for additional use during prime time hours (roughly calculated at 0.6 ice pads of excess supply). Ice permits are guided by an ice allocation policy that is similar in nature to the one employed by the City of Pickering.
• Pickering is currently providing ice pads at a similar rate to other area municipalities but a higher rate than more urbanized municipalities, which the City is transitioning into. As Pickering grows beyond 2034, the rate at which it provides ice pads could potentially decline in response to efficiencies, regional
supplies, and participation trends. While many larger municipalities are planning to expand their arena supply to address growth pressures, they are doing so at a significantly lower rate.
On the basis of these findings, it would appear that the City has some degree of surplus ice at this time and is under no immediate pressure to expand its supply in the short-term. An examination of current usage levels suggests that – with increased coordination of ice rentals with the Town of Ajax to ensure sufficient allocation of time
to core minor groups – the City could consider reducing its supply to 4 ice pads.
Estimating Future Participation
As noted, any projection of local ice demand must consider jointly the needs of the City
of Pickering and the Town of Ajax as the primary arena user groups offer service to residents of both municipalities (aside from figure skating). Presently, there are 9 ice pads (5 in Pickering and 4 in Ajax) serving approximately 2,682 youth registrants (see Figure 5 in Section 2.3) – including residents of Pickering, Ajax, and beyond – for a current average of 298 players per rink.
The projected number of ice participants can be calculated by applying overall participation rates to the forecasted population of the identified age groups. By applying the age cohort assumptions established for Durham Region to the City of Pickering’s population forecast, it is estimated that the City’s population aged 5 to 19 years will grow at a rate of approximately 50% over the next ten years, slightly higher than the
City’s projected growth rate of 45%. If the youth ice sport participation remains steady at 5% for the ten-year projection period, this suggests that arena registration amongst
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Pickering residents will also grow by 50%, an increase of 460 players by 2034. Both the projected youth population and participation rate are lower than estimates from previous plans, which will have a dampening effect on future arena requirements.
Arena demand generated from those living outside of Pickering (but served by local or
regional groups) must also be considered. It is noted that Pickering’s population is expected to grow more than twice as fast as Ajax’s, thus Pickering’s share of youth participants is likely to increase at a greater rate over time that than of Ajax. A youth growth a rate of 20% over the next ten years has been applied to estimate the number
of future youth ice users from municipalities beyond Pickering.
The following table illustrates an updated forecast of youth registration levels in Pickering (and more broadly for West Durham minor sports groups) to the year 2034.
Table 15: Projection of Registered Youth Ice Sport Participants, City of Pickering and Town of Ajax (present to 2034)
Category Current (2023/24) Forecast (2034) Change (2024 to 2034) Change (2024 to 2034)
City of Pickering Population, ages 5 to 19 years
(estimated 50% growth rate) 18,400 27,650 9,250 50%
Youth Registrants – City of Pickering residents only (5% local participation rate) 925 1,385 460 50%
Youth Registrants – Outside Pickering (Ajax, etc.) (estimated 20% growth rate) 1,757 2,108 351 20%
Youth Registrants – Total 2,682 3,493 811 30%
Population sources include Region of Durham, Region-Wide Growth Analysis Technical Report (June 2021), Envision Durham Official Plan (2023), and City of Pickering. Detailed 20 Year Population Forecast (March 2023). Where necessary, population forecasts have been interpolated to match the projection period.
With consideration of demographic forecasts and participation rates, it is projected that the number of youth ice sport participants registered within affiliated local organizations will increase by 30% over the next ten years. This represents growth of 811 participants, from 2,682 in the 2023/34 season to approximately 3,493 registrants in 2034.
Changes in the population forecasts along with unforeseen factors influencing ice sport participation rates are two notable factors that could impact estimated future ice demand. The absence of age-cohort population forecasts for Pickering has led to the
use of several assumptions in the projection model. Any substantial increase or decrease in the child and youth population or the rate at which they participate in organized ice sports could impact the analysis of arena needs. The City is encouraged to closely monitor this data and potential impacts on the needs assessment over the coming years.
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Establishing a Target for Future Provision
Use of a participant-based service target for forecasting arena demands is preferred over a population-based target as it is better able to reflect local participation levels and
trends and is more strongly aligned with standards of play. Using registration data from local user groups, market-driven targets can also assist municipalities in tracking demand over time.
Through updated research and consultation with stakeholders, a youth-based provision target is recommended moving forward as prime time ice needs for youth
organizations – the primary user of municipal arenas – have become more apparent. This approach better reflects how the City allocates ice time and ensures that youth have reasonable access to ice time outside of school hours. Adult ice usage also tends to be more volatile as they require less ice time per participant and are generally more flexible in when and where they rent ice time. A service target of one ice pad per 400 to
500 minor participants is typically used to project future needs in comparable mid-sized
municipalities.
For planning purposes, an appropriate provision target for the City of Pickering is one ice pad per 400 youth participants. This target must also be applied to arenas in the Town of Ajax as both Pickering and Ajax arenas generally serve the same registrants. For the 2023/24 season, there is an average of 298 youth participants using the nine ice pads operated by the City of Pickering and Town of Ajax.
The provision target of 1 ice pad per 400 registered youth assumes that youth will continue to use the large majority of prime time hours and that, over the long-term, the intent is to accommodate the needs of all local groups and their residents within
Pickering and/or Ajax. The target is intended to represent a reasonable supply-demand equilibrium that recognizes the high cost of building and operating areas and balances this against the expectation that most user groups will have to accept some hours at the edges of prime-time and/or adjust their programs to maximize the use of available ice time. It is also set at a level that will allow for modest growth in City programming during
prime times, as well as occasional tournaments, and adult usage during shoulder hours.
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Projecting Current and Future Needs
The following table illustrates application of the preferred provision target, assuming the estimated participation rate (5% of Pickering youth) and that the youth market segment
changes at the forecasted rate.
Based on a current supply of 9 ice pads, this analysis identifies a surplus of 2.3
ice pads at present between both Pickering and Ajax, declining to a modest surplus of 0.3 ice pads by 2034.
Table 16: Projection of Ice Pad Needs, City of Pickering and Town of Ajax to 2034
Category Current (2023/24) Forecast (2034)
Youth Registrants – Total (Pickering, Ajax, etc.) 2,682 3,493
Number of Ice Pads Required
(based on 9 pads at present and a provision target of 1 ice pad per 400 youth registrants)
6.7 pads 8.7 pads
Additional Ice Pads Required (Pickering & Ajax) surplus of 2.3 pads surplus of 0.3 pads
Although beyond the projection period of this strategy – based on the stated assumptions and forecasts – the long-term (2042) projection is estimated to be in the
range of 10 to 11 ice pads, which would be 1 to 2 ice pads more than are currently available between Pickering and Ajax.
The current calculated surplus of 2.3 ice pads is greater than that stated on municipal ice schedules, which show that there is the equivalent of about 1.1 ice pad of unused
prime time at present between the City of Pickering and Town of Ajax, some groups are
likely receiving additional time over and above typical standards of play. In a scenario where supply and demand are in equilibrium, these groups would be expected to modify their programming to align with standards of play, which should enable them to continue to meet their targeted level of service.
It should be noted that, although this exercise includes a forecast of arena needs for the
Town of Ajax, endorsement of this calculation has not been sought from this municipality. This regional projection of arena demand is not binding on the Town of Ajax and assumptions are required as to the degree to which these arena needs will be met by the Town in the future, if any. Reference should be made to the Town of Ajax’s
approved Recreation and Parks Master Plan which identifies arena needs to the year
2031.
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Allocating Needs Between Municipalities
Currently, the City of Pickering supplies 5 indoor arena pads and Town of Ajax operates 4 pads.
For the purposes of this Arena Strategy, it is assumed that arena needs will be shared equally (50/50) by both Pickering and Ajax as these two municipalities are projected to
have similar total populations by the year 2034. Based on this assumption, the City’s
localized demand is currently for 3.4 ice pads (1.6 pads surplus), growing to a need for 4.4 ice pads by 2034.
Table 17: Allocation of Ice Pad Needs, City of Pickering and Town of Ajax to 2034
Category Current (2023/24) Forecast (2034)
Total Number of Ice Pads Required 6.7 pads 8.7 pads
City of Pickering – 50% of requirement 3.4 pads 4.4 pads
City of Pickering – less existing supply (5 pads) surplus of 1.6 pads surplus of 0.6 pads
Town of Ajax – 50% of requirement 3.4 pads 4.4 pads
Town of Ajax – less existing supply (4 pads) surplus of 0.6 pads deficit of 0.4 pads
If these assumptions and growth rates remain accurate, a longer-term projection to the year 2042 results in a local need for roughly 5 to 6 ice pads in Pickering.
5.2 Considerations for a Multi-Purpose Event Arena
As Pickering grows, there may be greater interest in larger capacity facilities that can support the City’s economic and tourism goals, in addition to community-based recreation needs and/or goals for supporting high-performance athletics. The service
delivery model articulated in the 2017 Recreation and Parks Master Plan supports a broad range of opportunities for residents of all ages and abilities, with a focus on community-based programming. This model does not explicitly include or exclude projects with expanded economic or tourism benefits, but does emphasize the importance of special events in the community.
A multi-purpose/spectator event arena is not necessary to satisfy community recreation needs. City of Pickering programming and events, as well as the programs offered by local ice sport organizations, are capably accommodated within current facilities, notwithstanding the potential for one-off events or provincial/national level events. Currently, the highest level of play in Pickering – and thus the likeliest to draw the most
spectators on a regular basis – is the Junior A Panthers Hockey Club, which typically draws less than 200 spectators per game. Tournaments and events can draw more attendees, but are generally able to be accommodated by the 850 seats in the Delaney Rink.
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Based on our knowledge of multi-use event venues in Ontario (such as facilities that host Ontario Hockey League teams, typically with 4,000+ seats), most of these facilities are rarely used for community recreation (e.g., municipal programming, minor sports,
etc.) due to their lack of consistent availability during prime time and are not typically
included in the calculation of local facility requirements. Municipal arenas commonly provide 200 to 1,200 seats to meet community-level needs, a range that is largely provided for in Pickering at the CHDRC.
The size of the market and ability to attract hundreds of events year over year are key
considerations to creating a viable business plan for a multi-use event venue that can,
at minimum, break even operationally. The nearest large indoor spectator venues to Pickering include the Pickering Casino in Pickering (“The Arena”, a 2,500-capacity entertainment venue with retractable seats) and Tribute Communities Centre in Oshawa (home of the Oshawa Generals and a capacity of up to 7,300 persons). There are also
several large-capacity venues closer to downtown Toronto with ready-access to the GO
Train.
The initial capital outlay for these facilities is sometimes justified based on the argument of indirect benefits to the community, such as economic spin-offs, increased tax assessments from nearby landowners, job creation, enhanced civic marketability,
tourism, etc. Increasingly, many of these facilities are supported by public-private
partnerships that leverage private funding. The return on investment is defined differently in these scenarios, compared to community-based recreation facilities that are supported on the basis of greater social cohesion, individual health, and community wellbeing.
A detailed viability assessment is beyond the scope of this study, but with many
spectator and event facilities already available in the Greater Toronto Area, it is possible that the inventory is saturated. A more detailed evaluation is recommended should there be interest in further evaluating the viability of a multi-use spectator event centre to support both ice activities and other high-profile events in Pickering (e.g., stadium-style
arena with seating for 3,000+ spectators). The City may also wish to consider the ability
to modify one of the rinks at the CHDRC to meet expanded needs.
The following items may be considered to identify options and viability of a multi-use event venue in Pickering:
1. Situational Assessment:
• Alignment with corporate objectives, financial capabilities, etc.
• Gap analysis and identification of potential uses, tenants, events, etc.
• Market demand analysis (consideration of other facilities within market-shed)
• Case study analysis (best practices from comparable facilities and models)
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2. Opportunities:
• Location assessment (site, servicing, parking, transit, adjacencies, etc.)
• Impact on existing municipal facilities
• Partnership analysis (including private sector contributions)
• Economic impact analysis / risk assessment
3. Costing and Implementation:
• Conceptual design (building features, seat count, etc.)
• Cost estimation (capital and operating)
• Governance and management structure
• Funding strategy
5.3 Arena Provision Options
The analysis above supports the provision of up to 4 indoor ice pads in Pickering to meet current community needs (1 less than are currently provided), with demand for a fifth ice pad anticipated closer to 2034. There is sufficient
capacity to accommodate all affiliated minor sports organizations within prime time
through a coordinated effort involving both Pickering and Ajax. This assessment is based on the Town of Ajax providing equal access to cross-jurisdictional minor sport organizations and no private arenas being established in the region.11
Note: Although the City may pursue the development of refrigerated outdoor skating rinks in the future, outdoor pads are intended for leisure skating uses and are not able to satisfy the requirements for organized play. On this basis, outdoor rinks are not considered within this report.
Options
Based on the analysis in this report, two options for meeting community-based arena needs over the next ten years have emerged (numbered for ease of reference):
Option 1: Reinvest in Don Beer Arena, but Close one Ice Surface
Under this option, the CHDRC and two pads at the Don Beer Arena would be
maintained for at least the next ten years, with the goal of keeping them operational much longer. This option will require continued investment in both facilities, most notably Don Beer Arena which has immediate and significant capital requirements despite being underutilized. To right-size supply with
11 The Town of Ajax, which recently closed the Village Arena due to low demand (single pad) has a recommendation in its 2022 Recreation & Parks Master Plan to consider the addition of a twin pad arena
to the Audley Recreation Centre (Phase 3 expansion) subject to demonstrated community need. This project is not currently within the Town’s 2024 to 2033 long-range capital forecast and it is currently not known if and when it will proceed. The Town of Whitby’s decision to add another ice pad to its inventory may also provide some additional capacity for the Central Durham area.
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demand, closure of one ice pad could be considered. Consideration may be given to removing the ice from Rink 1 as this is the oldest ice pad, has the smallest change rooms, and needs capital repair. This would limit both capital
and operating expenses and offer the potential to use the floor for non-ice
activities. Note: City of Pickering staff do not recommend proceeding with closure of any ice pads.
Option 2: Replace Don Beer Arena with a new Twin Pad
Two (2) arena pads may be built within approximately the next five years (by
2029), coupled with the closure and decommissioning of Don Beer Arena. With
Seaton being the continued focus of new residential development in Pickering, consideration may be given to building a new twin pad facility in this area (e.g., Seaton Recreation Complex & Library site). Ideally, the new facility should be built with the ability to expand to four ice surfaces if the need arises. Alternately,
an additional site may be required to accommodate a multi-pad arena to meet
longer-term needs (this would the subject of further study). Timing of this option will need to be optimized so that significant renewal costs are avoided at Don Beer Arena and that the opening of the new facility coincides with the closure of Don Beer Arena to ice activities.
Each option has a different scale of cost and service implications, which need to be
considered in relation to how capital reinvestment addresses community needs in the
short, medium, and longer-terms. This analysis, combined with the information and findings from previous sections of this Arena Strategy, is intended to inform Council’s decision regarding future arena investment in Pickering.
The following table contains a summary of the key attributes of each option.
Table 18: Key Attributes of the Proposed Arena Provision Options to satisfy needs to 2034
Category
OPTION 1: Reinvest in Don Beer Arena, but Close one Ice Surface
OPTION 2: Replace Don Beer Arena with a Twin Pad
Service Level • 5 ice pads at 2 locations, plus 1 dry pad (no ice)
•Average age of construction =1982 (currently 42 years old)
•Don Beer Arena would remain ininventory
•4 ice pads at 2 locations
•Average age of construction =
~2004 (approx. 20 years old)
•Don Beer Arena would beconsidered surplus andpotentially sold (revenue offset)
Demand & Usage •Location of Don Beer Arenawould remain an impediment tooptimal use
•Removal of ice from 5th ice padallows for cost efficiencies andpotential use for non-ice activities
•Greater potential for year-rounduse
•New ice pads would be locatedcloser to growth areas andyounger families, increasingusage potential
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City of Pickering Arena Strategy | February 2024 – Draft Page 50
Category
OPTION 1: Reinvest in Don Beer Arena, but Close one Ice Surface
OPTION 2: Replace Don Beer Arena with a Twin Pad
Operational Considerations • Long-term lease of parking lot from Hydro One is essential to operation at Don Beer Arena (increasing annual cost)
• Resolution needed to stormwater management mitigation at Don Beer Arena (estimated cost of $3+ million)
• Unable to fully resolve several operational challenges (e.g., ice plant/resurfacer room, energy
use, etc.)
• Purpose-built design that meets client requirements
• Opportunity to include modern technologies within new ice pads (energy efficient)
• New arenas could be co-located with other recreational amenities, creating economies of scale
• Lower initial maintenance costs
Capital Costs • Don Beer Arena: estimate of $20 million (next 10 years); consider reducing investment in Rink 1
• Don Beer Arena has exceeded its functional lifespan and will require significantly more
investment beyond this 10-year time period
• CHDRC: approximately $10.5 million (next 10 years)
• $60 to $87 million (new twin pad), with lower capital renewal costs in short-term
• Replacement facilities may need to draw on reserves/financing as not be eligible for growth-related
funding
• CHDRC: approximately $10.5 million (next 10 years)
Accessibility &
Design • Barrier-free accessibility issues at Don Beer Arena are unlikely to be fully resolved
• No ice pads within the current inventory are NHL standard size
• Change rooms at Don Beer are under-sized and do not meet public expectations
• 2 new ice pads would have fully-accessible support spaces
• If possible, the site and building should be designed to add 2 additional rinks (to form a quad pad) through a future phase of construction
• Ice pads would be designed to NHL-standards
• Change rooms and support spaces would be designed to contemporary standards
Location Considerations
In seeking a location for a new arena facility, it would not be prudent or cost-effective to
expand any of the City’s current arena facilities to address future needs – both sites are
fully subscribed and additional arenas would not be the highest priority for either site. Furthermore, the construction of a single pad arena is strongly discouraged due to financial, operational, and functional inefficiencies relative to multi-pad designs. Any future needs should be accommodated through twin or quad pad facilities.
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City of Pickering Arena Strategy | February 2024 – Draft Page 51
Consideration should also be given to the communities served by these facilities.
•CHDRC is conveniently located in the City Centre, offering good access to most
residents living within established areas of Pickering, as well as future residents
within the growing City Centre and Kingston Road areas. This location also offers excellent access to Highway 401 for regional users and tournaments. With two ice pads at present, it is not a candidate for expansion but is ideally suited to meet needs in South Pickering.
•The Don Beer Arena is located south of Highway 401 and east of Frenchman’s Bay, in a light industrial and commercial area without ready access to public transit. The immediate area has no nearby residential communities and is only 1.5 kilometres away from the CHDRC as the crow flies (about 3.5-kilomtres if
driving). As noted throughout this report, the location of this facility compromises its ability to serve as a community designation and its eventual closure should be carefully considered.
•The Seaton area is Pickering’s emerging residential community and currently
lacks any indoor recreation facilities. The planned Seaton Recreation Complex &
Library (in the area of Whitevale Road and Sideline 24) will be entering its design phase in 2024 and construction commening in 2026. There is also a second recreationally designated site that could potentially house an arena, although it is not likely to be ready for development during the desired timeframe. By 2042,
Seaton is projected to have 41,200 persons, growing to a build-out population of
70,000. Additionally, there are nearby areas such as Duffin Heights that could also benefit from such an arena in the vicinity. Arenas would be a good fit for this community as it continues to grow, including many young families.
•Longer-term, the new community in Northeast Pickering may also be a
candidate for arena provision. While a secondary plan for this area is just getting underway, residential development is many years away, which does not align with the timeframes being recommended for the Don Beer Arena replacement.
Capital Costs
In terms of capital cost, through its examination of other major capital projects, the City has noted the dramatic rise of construction costs in recent years. At a high level, a twin pad arena expansion can be estimated to be up to 90,000 square feet in size (depending on the degree to which other common spaces are included in the base community centre build). Based on recent tendered prices of $675 to $775 per square foot, this equates to a minimum construction cost of $60 million. An additional 25% may be added for design and contingency fees.
There are several factors that could lead to cost increases beyond this figure, including phased construction, challenging sites (e.g., soil stabilization or remediation), co-located amenities, environmental objectives (e.g., geothermal heating, net zero energy, zero carbon, etc.), the need for additional spectator seating or parking, specialized finishings, and more.
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City of Pickering Arena Strategy | February 2024 – Draft Page 52
To inform future analysis, general design considerations for new arenas are identified below and Appendix A contains a typical arena facility program. These are to be confirmed through detailed design and in consultation with stakeholders.
General
• Follow the City of Pickering's Accessibility Plan to design facilities above and beyond the minimum standards of the Ontario Building Code and continue to demonstrate leadership with facilities and services that are inclusive to all.
• Arenas are one of the highest energy costs for a municipality. The Pickering Integrated Sustainable Design Standards, Version August 2022, does not specifically address energy and emission limits for recreation or arena facilities. As a supplement to this standard, the Canada Green Building Council’s Zero
Carbon Building Standard for Design and Performance can provide guidance and specific building performance metrics that will help the City respond to the Climate Emergency by reducing green house gas emissions and developing resilient public infrastructure for its communities.
Site
• Develop the site to strengthen or develop multimodal access to the facility to promote active lifestyles, reduce car and minimize parking requirements.
• Arena parking lots are often designed to accommodate the facility’s largest
events, leaving large expanses of pavement empty the majority of the time.
Consider parking lot configurations that allow partitioning the lot into different zones which can support outdoor activities. For example, court sports have potential to activate these areas, increasing the useability of the site.
• Maximize opportunities to develop outdoor amenities that include both active and passive enjoyment. Outdoor spaces that are integrated with adjacent indoor areas expands program possibilities and enhances the quality of the facility with direct access to nature and views.
Arena Facility
• Arenas can bring the community together for more reasons than sport or practice. Including room for socializing in spaces that are part of the lobby and in the middle of the action, rather than removed, often on the second floor above the change rooms, helps build community spirit.
• Consider each space of the facility in terms of daily and year-round use early, to ensure maximum flexibility and spatial efficiency is integrated into the design from the beginning when changes do not cost much. For example, space requirements for smaller program like skate rentals, or storing rink dividers and
ice rink covers to big program like spectator seating, can significantly affect the
overall organization of the building.
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City of Pickering Arena Strategy | February 2024 – Draft Page 53
• Team rooms in older facilities often limit who can use the ice rink comfortably. Private showers and washrooms with enough space for those with assistive
devices to maneuver can make a big difference.
• Refrigeration systems that use natural refrigerants should be specified to future proof the system from HFC phase down under the Kigali Agreement, an amendment to the Montreal Protocol. Safety standards and CSA requirements
for operation should also be part of this discussion.
• There are many systems that can help reduce the environmental impact of an arena while improving the overall comfort of the facility, including high performance building envelope, heat recovery for spectators, electric ice re-
surfacers for improved indoor air quality and high efficiency air and humidity control, to name a few. All possible measures should be reviewed by operational staff to determine best long-term solutions.
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City of Pickering Arena Strategy | February 2024 – Draft Page 54
6.0 Recommendations
Based on the preceding analysis, this study makes the following recommendations:
1.Update the participant-based target to 1 ice pad per 400 registered youth participants (residents ages 5 to 19) to support current and future ice surface needs. This target applies to the arena supply and user base of arenas in both
Pickering and Ajax, which must be considered together due to the cross-
municipal boundaries of core user groups.
2.Align arena demand to supply based on a need for 4 indoor ice pads currently and 5 total ice pads by 2034. There is a surplus of ice at present; however, demand for ice sports will grow along with the population, gradually eroding this
surplus. Should programs be formed that attract new users to ice sports (or if
total registration changes in any substantial way), this forecast should be revisited. Pickering and Ajax should share equally in addressing these demands.
3.Begin planning to replace Don Beer Arena (3 pads) with two (2) new ice pads within the Seaton community no later than 2029 (next five years). The
preferred site is the Seaton Recreation Complex & Library. If the selected site
cannot be expanded to a quad pad arena through a future phase of construction, a second site may be required for a multi-pad arena beyond 2034, possibly in Northeast Pickering.
4.Continue to promote recreational skating and drop-in programs at the
CHDRC and consider providing additional opportunities (e.g., Parent & Tot
Skating, Parent & Tot Stick/Puck, Ticket Ice, etc.) to improve participation levels, accessible options for residents, and off-peak revenue enhancement. Expand programming to the new arena when built.
5.Consider adjustments to the City’s Ice Allocation Policy and practices to
ensure that they reflect local demand, provide adequate ice time to priority
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City of Pickering Arena Strategy | February 2024 – Draft Page 55
categories, and generate efficiencies. The submission of annual registration figures (including residency) by user groups should be strictly enforced as a condition of approval. Further, the City is strongly encouraged to work with the
Town of Ajax to ensure that allocation practices and amounts are consistently
applied across both jurisdictions to create a fair and transparent approach to allocation. Should demand for ice rentals grow over time, ice sport organizations should be encouraged to make efficient use of non-prime time hours and to adapt their programs to accommodate all participants, such as adjustments to
practices, rosters, and scheduling.
8. Through future Recreation & Parks Plan updates, consider longer-term arenas needs (post-2034), with a focus on growth areas such as Northeast Pickering as well as a capital replacement strategy for the Chestnut Hill Developments Recreation Complex arenas. It will be important for the City to secure sufficient
blocks of land to support major recreation infrastructure within the Northeast Pickering community.
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City of Pickering Arena Strategy | February 2024 A-1
Appendix A: Typical Arena Facility Program
Note: The following program is considered a starting point for new arena design and construction on an undefined site. All figures are preliminary and should be confirmed through detailed design and in consultation with stakeholders.
Table 19: Typical Arena Facility Program
Program – Floor Area Breakdown Square Feet (sf)
Lobby / Entrance --
Public Area (includes area for warm viewing) 5,382
Reception 54
Admin 431
Washrooms - Universal 1,076
Elevator 97
Snack Bar 269
Vending 161
Skate Shop and Rentals 431
Arena --
Rink - NHL Size - 200 ft x 85 ft (includes apron, team, scorekeeper and penalty boxes) 23,142
Spectator Area 200 Seats 2,691
Spectator Area 500 Seats 5,920
Walking Track 7,535
Dressing Room (6 per sheet minimum / 8 preferred) 592
Showers and Washrooms (Private cubicles ) 431
Referee Room 334
First Aid 161
Warm-up Area 484
Media Box 538
Sound Lighting Controls 129
Meeting Room 538
Storage 2,153
Janitor Rooms 269
Equipment Room (all mechanical and electrical services, resurfacer garage, storage, snow melt pit, workshop) 8,611
Gross-up Area Add 25%
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Pl(KERJNG
Report to
Executive Committee
Report Number: BYL 01-24 Date: April 2, 2024
From: Paul Bigioni
Director, Corporate Services & City Solicitor
Subject: Traffic and Parking By-law Amendment
-Boulevard Parking Regulation-File:L-2100
Recommendation:
1.That Council approve the attached By-law amending Traffic and Parking By-law 6604/05;
2.That Council direct staff to implement a public outreach campaign regarding the
amendments to boulevard parking regulations contained in the attached By-law; and
3.That appropriate officials of the City of Pickering be authorized to take such action asnecessary to give effect to the Recommendations in this report.
Executive Summary: The purpose of this report is to amend the boulevard parking provisions in Traffic and Parking By-law 6604/05 to allow residents to park on the apron (boulevard portion) of their driveway, provided certain criteria are met. If Council approves the amendments, City staff will carry out a public outreach campaign to advise residents of how to legally park on their driveway aprons.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to
Support a Connected, Well-Serviced Community.
Financial Implications: None.
Discussion: The purpose of this report is to amend the boulevard parking provisions in
Traffic and Parking By-law 6604/05 to allow residents to park on the apron (boulevard portion)
of their driveway, provided certain criteria are met. Due to the increased prevalence of smaller housing units and greater density of residential development, residents are experiencing increasing difficulty finding sufficient vehicle parking. The driveway apron (that portion of a driveway located on the boulevard) is an additional area that could be made available for
parking vehicles. However, under the existing Traffic and Parking By-law 6604/05, parking a
vehicle on a boulevard is illegal. Therefore, the Traffic and Parking By-law should be amended to allow vehicle parking on driveway aprons, subject to appropriate limits.
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Subject: Traffic and Parking By-law Amendment Page 2
Attachment 1 to this report is the proposed amendment to the Traffic and Parking By-law that will, if passed, enable parking on driveway aprons. The amendment would replace Section
15(i) of the existing Traffic and Parking By-law, which currently prohibits parking a vehicle “on
any boulevard unless authorized signs are installed which indicate that parking is permitted on that side and between those limits set out in Columns 1, 2 and 3 of Schedule 13 during the times or days set out in Column 4 of Schedule 13”.
Section 15(i) in the amended Traffic and Parking By-law would prohibit parking a vehicle “on
any boulevard except on a Driveway Apron provided that the vehicle is Operative, not
encroaching into the travelled portion of the roadway, or into a sidewalk, or on the grassed portion of the boulevard, and this section shall allow Driveway Apron parking either perpendicular or parallel to the roadway. In addition, a vehicle may park on a boulevard at the locations specified and in accordance with the specific time limits set forth in Schedule 13 of
this by-law.”
“Driveway Apron” will be defined in the amended By-law to mean “the hard surfaced portion of the boulevard in front of and leading from the travelled portion of the roadway to a private residential driveway”.
A definition for “Operative” will also be added to ensure that only functioning vehicles can be
parked on a boulevard. Storage of vehicles in a state of disrepair will not be permitted on
boulevards.
Parking on the boulevard is allowed in Ajax, Clarington, Scugog and Uxbridge. Currently, both Whitby and Pickering prohibit parking on the boulevard but only enforce their prohibitions in cases where boulevard parking causes a problem or a safety issue. Oshawa prohibits
boulevard parking and actively enforces its prohibition.
While Pickering staff use their discretion in the enforcement of the existing prohibition on boulevard parking, many residents have expressed confusion and frustration upon being ticketed. If Council approves the Recommendations in this report, staff will carry out public communication to explain the proper way to locate a vehicle on a boulevard. This will include
social media, website update and use of digital signs.
The proposed amendment has been reviewed by Engineering & Operations staff and they support the change to the Traffic and Parking By-law. The amendment will assist residents by clearly identifying the legal way to locate a vehicle on a boulevard. The amendment will provide residents with additional space for parking and will help keep vehicles off roadways,
especially during winter snow clearing operations.
Attachment:
1.Amendment to Traffic and Parking By-law 6604/05
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BYL 01-24 April 2, 2024
Subject: Traffic and Parking By-law Amendment Page 3
Prepared By: Approved/Endorsed By:
Jason Litoborski, CPSO Paul Bigioni
Manager, Municipal Law Enforcement Director, Corporate Services & City Solicitor
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A. Chief Administrative Officer
Original Signed By:Original Signed By:
Original Signed By:
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________________________________
________________________________
Attachment 1 to Report BYL 01-24
The Corporation of the City of Pickering
By-law No. XXXX/24
Being a by-law to amend By-law 6604/05, a by-law to
regulate traffic and parking in the City of Pickering.
Whereas By-law 6604/05, provides for the regulating of traffic and parking within the City of Pickering;
And Whereas, it is deemed necessary to amend By-law 6604/05 to provide for additional regulation and clarification of vehicle parking on boulevards;
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:
1.That Section 1 of By-law 6604/05 be amended by adding the following new definitionsof “Driveway Apron” and “Operative Vehicle”, and that the remaining items in Section 1be renumbered accordingly:
“Driveway Apron” means the hard surfaced portion of the boulevard in front of and
leading from the travelled portion of the roadway to a private residential driveway.
“Operative” means a vehicle that is ready for immediate use. This includes but is notlimited to: valid plates, insurance, in running condition, and is not outwardly in a state ofdisrepair, or incapable of being operated on the road immediately.
2.That Section 15 (i) of By-law 6604/05 be repealed and replaced with the following:
“on any boulevard except on a Driveway Apron provided that the vehicle is Operative,
not encroaching into the travelled portion of the roadway, into the sidewalk, or on thegrassed portion of the boulevard, and this section shall allow Driveway Apron parkingeither perpendicular or parallel to the roadway. In addition, a vehicle may park on aboulevard at the locations specified and in accordance with the specific time limits set
forth in Schedule 13 of this by-law”.
By-law passed this day of April, 2024.
Kevin Ashe, Mayor
Susan Cassel, City Clerk
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Pl(KERJNG
Report to
Executive Committee
Report Number: CLK 02-24 Date: April 2, 2024
From: Paul Bigioni
Director, Corporate Services & City Solicitor
Subject: Ratepayer Association Policy
-File: A-1440
Recommendation:
1. That Report CLK 02-24 pertaining to a Ratepayer Association Policy be received;
2. That Policy ADM 270, Ratepayer Association Policy, included as Attachment 1 to Report CLK 02-24, be approved; and,
3. That the appropriate City of Pickering officials be authorized to take such actions as are necessary to give effect to the recommendations in this report.
Executive Summary: The purpose of this report is to recommend the approval of a Ratepayer Association Policy (Attachment 1). Ratepayer Associations play an important role in the process of civic engagement through community initiatives and raising awareness about
matters affecting a defined geographic neighborhood or community. The City currently maintains an informal Ratepayer Association list of five (5) Associations, however, there is no formal Policy in place for the registration of new Ratepayer Associations.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority to Advocate for an Inclusive, Welcoming, Safe and Healthy Community, to strengthen existing and build new partnerships, and to foster an
engaged and informed community.
Financial Implications: Costs associated with implementing the Ratepayer Association
Policy include complimentary printing of a maximum of 2,500 pages annually, per group, and providing a meeting space in a City facility, to hold an All Candidates Meeting in an election year, at no cost.
The annual cost of providing printing is estimated at $22.50 per Ratepayer Association and the
costs associated with the complimentary meeting room space will be minimal as they will be
approved based on availability and operational needs so that there is no impact to the City’s regular programs and services.
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Discussion: The purpose of this report is to recommend the approval of a Ratepayer Association Policy (Attachment 1). Ratepayer Associations play an important role in the
process of civic engagement through community initiatives and raising awareness about
issues affecting a defined geographic neighborhood or community. The City currently maintains an informal Ratepayer Association list of five Associations, however, there is no formal Policy in place for the registering of new Ratepayer Associations.
Currently, the five Ratepayer Associations that are listed informally with the City receive
various notifications including notices of statutory public meetings under the Planning Act.
Each year, the Clerk’s Office reaches out to each of the five Ratepayer Associations to ensure that their contact information is accurate. Despite these efforts, not all Ratepayer Associations respond to the City’s request which has resulted in the list being outdated and inaccurate.
With the proposed Ratepayer Association Policy, the framework will provide for formal
registration of those groups who will be added to the City’s Registry for Ratepayer
Associations. The Registry will be contained on a dedicated webpage on the City’s website, and will raise public awareness of Ratepayer Associations in general, providing residents with a resource for important matters within their communities. The proposed Policy will also provide benefits to a Ratepayer Association that may alleviate some administrative costs and
increase their opportunities for public engagement.
The recommendation to approve a Ratepayer Associations Policy is a result of resident requests for information pertaining to current Ratepayer Associations and requests pertaining to how a neighbourhood group can be formally recognized as a Ratepayer Association. Should the proposed Policy be approved, the dedicated webpage will provide an overview of the
process, inform residents of possible Ratepayer Associations in their neighbourhood, and
provide information to new groups that may be looking to establish themselves as a Ratepayer Association. A formal Ratepayer Association Policy will provide transparency and clarify the purpose of Ratepayer Associations and their relationship with the City.
1. Summary of Research
Staff undertook research to explore municipal best practices as it pertains to policies and
procedures surrounding Ratepayer Associations. The following provides an overview of eight Ontario municipalities that have Ratepayer/Community Association Policies and/or related processes in place. At the time of writing this Report, there were no municipalities in the Region of Durham that have a Ratepayer Association Policy or framework.
• Town of Aurora
o The Town of Aurora has a formal Ratepayer Association Policy and defines a Ratepayer Association as a group of residents and/or landowners within a geographically bounded area that come together to address issues affecting their
neighbourhhood.
• City of London o The City of London has an external site called NeighbourGood London. There is no official policy, however the site contains pages for identifying the
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Subject: Ratepayer Association Policy Page 3
neighbourhoods in the municipality, as well as resources for up-and-coming Neighbourhood Associations to begin or maintain their organizations.
•City of MarkhamoThe City of Markham does not have a formal Ratepayer Association Policy,however they do have a registration process and a formal listing of registered
Ratepayer Associations is provided on the City’s website.
•City of MississaugaoThe City of Mississauga has a Community Group Registry Program Policy. TheirPolicy focuses on supporting Not-for-Profit community groups that deliver
programs, services, performances, events and/or social activities to MississaugaResidents.
•Town of Oakville
o The Town of Oakville has a Public Listing of Residents and CommunityAssociations Procedure which applies to the Residents’ and CommunityAssociations. All Residents’ and Community Associations may register with theTown to be included in Town notification mailing lists and on the Town’s website.
•Town of Whitchurch-StouffvilleoThe Town of Whitchurch-Stouffville has recently implemented a RegisteredRatepayer Association Policy which includes similar provisions to the City’s
proposed Policy. Whitchurch-Stouffville provides a dedicated webpage on the
Town website that includes the details of the Registered Ratepayer Associations.
•City of VaughanoThe City of Vaughan has a Community Service Organization (CSO) Policy and
dedicates a section within the Policy to Ratepayer Associations. CSOs arelargely community groups that provide a service and are open to all residents ofVaughan. To support the development of Ratepayer Associations, the Cityprovides Community Service Organization (CSO) status to these groups withsome restrictions.
•City of WaterloooThe City of Waterloo has a Community, Culture, and Recreation ServicesAffiliation Policy which does not define Ratepayer Associations, but rather it
defines Neighbourhood/Homes Associations. Affiliation is recognized in anofficial agreement with the City. The Neighbourhood Associations are defined byboundaries and provide programs, services, supports, and connections aimed tosupport volunteer leadership and provide recreation and leisure to residents.
2.Eligibility Criteria and Benefits for Ratepayer Associations
Each of the above listed municipalities have varying policies, procedures, or frameworks that include a list of eligibility criteria to be registered as a group or association. These criteria include, but are not limited to:
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Subject: Ratepayer Association Policy Page 4
1. providing a list of a minimum number of individuals or households 2. providing a list of the executive members of the association
3. providing a statement of the association’s purpose and in some instances, the
group’s constitution/by-laws 4. the taking of formal meeting minutes 5. the group’s annual budget 6. the boundaries of the association.
The eight municipalities also grant benefits to associations such as the provision of links to
meeting agendas and minutes, inclusion on the municipality’s website for public awareness, and in most instances, the opportunity to hold one annual meeting in a municipal facility free of charge.
During the 2022 Municipal Election, the City was approached by two of our current Ratepayer
Associations about the reduction of rental fees within a City facility to provide an All
Candidates Meeting. Under the Corporate Resources for Election Purposes Procedure (ADM 170-001), organizations looking to conduct an All Candidates Meeting are required to abide by the usual rental charges and permit procedures. In response to the request in 2022, staff committed to reviewing the policies around permit fees for the hosting of an All Candidates
Meeting. To that end, and through collaboration with Community Services, one of the benefits
being extended to registered Ratepayer Associations under the provisions of the proposed Ratepayer Association Policy, is the waiving of permit fees to enable them to have access to a meeting space, in a City facility, in the year of an election, to host one all candidates meeting (subject to room rental availability). All Candidate Meetings are an important facet of elections
as it provides an opportunity for the electorate to hear from the candidates and the initiatives
that they are looking to achieve as an elected official.
Staff discussed the ability to provide free meeting space annually and noted that facility room rental fees are set in the City’s User Fee By-law approved annually by Council. It was also noted that through the City’s Community Grants Policy, FIN 040, an organization can apply to
have the cost of a room rental offset with funding from a Community Grant.
3. Proposed Policy Framework
Based on staff’s research, the proposed Policy contains suggested eligibility criteria that is in line with municipal best practices and that will not preclude neighbourhood groups from being recognized as a registered Ratepayer Association. The proposed framework is not designed to
be overly cumbersome on the Ratepayer Association so that they are able to use their
resources in promoting civic engagement in the community as opposed to complying with strict regulations in order to be recognized as a Ratepayer Association.
Under the provisions of the proposed Policy, in order to qualify for the Ratepayer Association Registration, groups will be asked to meet the following criteria:
1. Completion and submission of a prescribed Registration Form (see Appendices 1 and 2
of Attachment 1) that will include the following:
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Subject: Ratepayer Association Policy Page 5
a.Membership listing with a minimum of ten (10) households represented, includingthe names, addresses, and signatures of one representative from each household.
b.A list of the Executive Officers of the Ratepayer Association including their names,
elected positions, addresses, and signatures.c.One general email address with a lead contact who will receive City communicationsfor distribution to their members.d.A formal statement of purpose.
e.A description and map outlining the detailed geographic boundaries of the area the
Ratepayer Association represents.
The noted difference from the current informal requirements for Ratepayer Associations is a membership listing, rather than just the number of homes represented within the Association’s boundaries, and the formal statement of purpose. These requirements should be easily fulfilled
and will provide a greater understanding of the Ratepayer Associations initiatives to interested
residents. The Policy criteria will provide that one member from each household within the defined boundary is included on the Membership list. This will ensure that there are enough individuals included as members to warrant the official title of Ratepayer Association and the associated benefits they are eligible to receive. The formalization of the registration process
will also ensure that the contact information is up to date and that communications are being
sent to the appropriate individual(s).
Under the proposed policy, the benefits for registered City of Pickering Ratepayer Associations will include:
1.Inclusion on the City’s Ratepayer Association webpage with contact information and
a link to the Association’s website (if applicable), as well as a visual map outlining
the Association’s geographic boundaries.2.Complimentary printing of up to 2,500 black and white copies per year.3.Automatic subscription for notifications of upcoming meetings and agendas ofCouncil, Executive Committee, Planning and Development Committee, and Advisory
Committees.
4.Notification of Statutory Public Meetings and/or other City communications that mayimpact the Association’s geographic area.5.Access to free meeting space, in a City Facility, to hold an All Candidates Meeting inan election year, subject to certain restrictions.
6.Recognition as a Registered Ratepayer Association when delegating at a Committee
or Council Meeting.
These benefits are commonly included in other municipalities’ Ratepayer Association policies/frameworks, and will serve to encourage formal registration of an Association and may serve to reduce some of the Association’s administrative costs.
4.Consultation with current Ratepayer Associations
To ensure that the proposed Policy did not pose any barriers to the current Ratepayer Associations included on the City’s informal list, each Ratepayer Association was sent a survey (Attachment 2) to gather their feedback on the proposed framework.
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As noted earlier in this Report, there are five Associations on the City’s informal Ratepayer Associations list. Three of the listed Associations responded to the Ratepayer Associations
Review survey and two of the three updated their official contact information.
The following table provides a summary of the survey responses:
SurveyQuestion Association 1
(Fairport)
Association 2
(PickeringWest Shore)
Association 3
(Whitevale)
Association 4
(Altona)
Association 5
(Claremont)
Eligibility Is your group able to provide the following items should this be included in the proposed
eligibility criteria?
Addresses of 10 Members No Yes No N/A N/A
List of Executive
Officers Yes Yes Yes N/A N/A
One General Email Yes Yes Yes N/A N/A
Formal
Statement of Purpose Yes Yes Yes N/A N/A
Description of
Boundaries Yes Yes No N/A N/A
Annual Renewal
Should the proposed Ratepayer Association Policy require renewal by March 31st Annually, the City will provide notification to the provided contact prior to the annual renewal deadline,
requesting that your group complete the Ratepayer Associations Renewal Form.
Does the Renewal
Process Pose any Barriers
No No No N/A N/A
Benefits How likely is your group to utilize and benefit from the following?
Complementary
Printing Likely Likely Neutral N/A N/A
Digital Notifications Very Likely Likely Very Likely N/A N/A
Official City
Webpage Very Likely Very Likely Likely N/A N/A
Annual City Facility Meeting
Space
Very Likely Very Likely Neutral N/A N/A
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*Note
*only association tomeet proposedeligibility requirements
According to the survey results, out of the five existing Ratepayer Associations, only one
meets all of the criteria requirements in the proposed Ratepayer Association Policy. As these Associations are established in the communities they represent, and have been active in the City for some time, those three Associations that responded to the survey are proposed to be grandfathered in and granted an exception to the requirements of the proposed framework
resulting in them being automatically registered on the 2024 Ratepayer Associations Registry.
Each of the grandfathered Ratepayer Associations will be required to submit an annual renewal application and should they fail to do so, they will be removed from the Registry. Should they wish to formally register in the future, they would be required to comply with the eligibility requirements of the proposed Policy in order to be included on the Ratepayer
Association Registry. The Associations that did not respond to the survey, or the City’s request
for updated contact information, will not be included on the Registry. Numerous attempts were made to contact these two Associations albeit with no success. Should these groups wish to be included on the Registry in future, they will need to submit a new Ratepayer Association Application.
5.Implementation
A dedicated webpage will be created and will offer a listing of the eligible Ratepayer Associations which will include the contact information, purpose of the Association, a map of the Association’s boundaries, and a link to their respective websites (if applicable). The webpage will also provide an overview of the registration process and links to the Ratepayer
Association Application Forms. The webpage will provide valuable information to new and
existing residents who may be looking to get involved in their community.
Each Ratepayer Association will be responsible for informing the Clerk’s Office of any changes to their information. A link to the Ratepayer Associations webpage will be offered under the proposed Policy, however, the City of Pickering will not guarantee the accuracy of the
information on any linked sites. The City’s relationship with the Ratepayer Associations is one
of support only. The City will not be held liable for the decisions and/or actions of any Ratepayer Association, its Members and/or its participants, or for ensuring that the Association is in compliance with applicable laws. The City’s relationship with Ratepayer Associations is not a partnership and is not an endorsement of the group’s beliefs or views. The City will not
act as a review body for any such group, and will not review Ratepayer Associations specific
by-laws, operating guidelines and policies for the purpose of providing advice or consultation. The City’s role is to ensure that Ratepayer Associations meet the eligibility requirements, continue to meet their responsibilities in accordance with the Policy, and to administer the applicable benefits outlined in the Policy.
In conclusion, staff are recommending a Policy framework for the registration of Ratepayer
Associations and are seeking Council’s approval of the attached draft Policy (Attachment 1). Upon approval of the Policy staff will move forward with the setup of the dedicated webpage,
- 91 -
CLK 02-24 April 2, 2024
Subject: Ratepayer Association Policy Page 8
online Registration Form, and will carry out the necessary steps to inform the public, and listed Ratepayer Associations, of the new Policy.
Attachments:
1.Draft Registered Ratepayer Association Policy ADM 270
2.Ratepayer Association Survey
Prepared By: Prepared By:
Janean Currie Legislative Coordinator Susan Cassel City Clerk
Approved/Endorsed By:
Paul Bigioni
Director, Corporate Services & City Solicitor
SC:jc
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:
- 92 -
-Cif:j()f
p](KERJNG
Attachment 1 to Report CLK 02-24
Policy
Policy Title: Ratepayer Association Policy Policy NumberADM 270
Reference Use of Corporate Resources for
Election Purposes – ADM 170-
001
Date Originated (m/d/y)April 2, 2024 Date Revised (m/d/y) Pages12
Approval: Chief Administrative Officer Point of Contact
City Clerk
Policy Objective
This policy defines the framework for the approval and registration of Ratepayer Associations in
the City of Pickering. The Policy also provides the manner of administration to maintain a record
of active Ratepayer Associations in the City of Pickering.
Index
01 Definitions
02 Eligibility Criteria
03 Renewal Criteria
04 Procedures
05 Ineligible Groups
06 Responsibilities of Ratepayer Associations
07 Removal from the Registry
08 Benefits for Ratepayer Associations
09 Regulatory/References/Codes/Standards
Appendix 1 Ratepayer Associations Application Form
Appendix 2 Ratepayer Associations Renewal Form
- 93 -
01 Definitions
01.01 All Candidates Meeting – a public meeting held to provide an opportunity for all Candidates to explain their election platform and to answer questions from
attendees.
01.02 Candidate – a person who has filed a nomination paper to run for office in a City of Pickering municipal election or who is running for office in a provincial or federal election, or a by-election of any of them.
01.03 City Clerk – means the City Clerk of the City of Pickering, or their designate.
01.04 Executive Officer – means the President, Vice President, Secretary, Treasurer,
and/or other members as determined by the Ratepayer Association.
01.05 Member – means a person who is a resident and/or landowner, residing in the geographic area of a Ratepayer Association, who has submitted their name as part of the group’s membership.
01.06 Ratepayer Association – means an organization formed by a group of
residents in a defined area, that have come together to address issues affecting its neighbourhood.
01.07 Registration Form – means the City of Pickering prescribed form that Ratepayer Associations must complete to be recognized as a Ratepayer
Association in accordance with this Policy.
01.08 Registry – means the online list of Ratepayer Associations who meet the eligibility requirements and are included on the City’s website in accordance with this Policy.
02 Eligibility Criteria
02.01 To be eligible to register as a Ratepayer Association, groups must complete and
submit a Ratepayer Association Application Form (Appendix 1) along with the following items to the City Clerk:
02.01.1 Membership list with a minimum of ten households that includes the name, address, and signature of one resident Member from
each household;
02.01.2 A list of the Executive Officers including their names, positions, addresses, and signatures;
02.01.3 One general email address, with a lead contact person listed, to receive City communications for distribution to Members;
02.01.4 A formal statement of purpose or any supplemental documentation
the group deems applicable; and,
Policy Title: Registered Ratepayer Association Policy Page 2 of 13
Policy Number: ADM 270 - 94 -
02.01.5 A description and map of the boundaries of the area the Ratepayer Association represents.
03 Renewal Criteria
03.01 Ratepayer Associations are required to renew their status as a Ratepayer
Association by March 31st, annually, including an updated membership list and a completed Ratepayers Association Renewal Form (Appendix 2) to be listed on the Registry for that year.
03.02 Notification of the renewal deadline will be sent via email to each Ratepayer
Association at least 30 days in advance of the March 31st deadline.
04 Procedures
04.01 The City Clerk’s Office will be the key point of contact for Ratepayer Association registration.
04.02 As applications are received, an acknowledgement email will be sent to confirm
receipt of the application and inform the group that it will be reviewed for consideration, after which time the group will be notified of the status of their request.
04.03 Once the registration has been reviewed, and the Ratepayer Association is deemed to have met all eligibility requirements, the Legislative Coordinator will
notify the Ratepayer Association and update the City’s Ratepayer Association webpage with the Association’s name, President’s name, Association’s email address, geographic area that the Ratepayer Association represents, and a link to their website (if applicable).
05 Ineligible Groups
05.01 The City Clerk has discretion over the registration of Ratepayer Associations. Approval for inclusion in the Registry will not be provided for groups whose purpose, goals and/or objectives include any of the following:
05.01.1 To promote a for-profit professional association or business opportunity;
05.01.2 Conflict with applicable laws, including The Corporation of the City of Pickering’s (City) By-laws, Policies, and Procedures;
05.01.3 Organizations or programs that fall under the sole responsibility of other levels of government (i.e., health care, day care, education institutions, social support); and,
05.01.4 To further the aims of a political party, promote a political doctrine or persuade the public to adopt a particular view on a social question or issue.
Policy Title: Registered Ratepayer Association Policy Page 3 of 13
Policy Number: ADM 270 - 95 -
06 Responsibilities of Ratepayer Associations
06.01 Registered Ratepayer Associations are responsible for the following;
06.01.1 Complying with the outlined Eligibility Criteria;
06.01.2 Obtaining the consent of their Members before providing their
personal information to the City and providing notice of collection and use of personal information by the Ratepayer Association and the City;
06.01.3 Renewing their Ratepayer Association status annually;
06.01.4 Providing notice to the City Clerk of any changes in the
Association’s Executive Officer membership, including changes to their contact information within 30 days;
06.01.5 Providing notice to the City Clerk of any changes to the formal statement of purpose of the Ratepayer Association, or any other
information, within 30 days of the change; and,
06.01.6 The Ratepayer Association must adhere to all applicable laws, City By-laws, Policies, and Procedures.
07 Removal from the Registry
07.01 Groups may be removed from the Registry by the City Clerk, and future
requests for inclusion may be denied if the Group:
07.01.1 Provides fraudulent or misleading information to the City;
07.01.2 Acts in contravention of this Policy or any other City By-law, Policy or Procedure, or violates any provincial or federal legislation;
07.01.3 Does not renew their status on an annual basis; and,
07.01.4 No longer meets the eligibility criteria or the responsibilities
outlined in this Policy.
07.02 If a Ratepayer Association is to be removed from the Registry, the City Clerk’s Office will provide 30 days notice, through email, to the Ratepayer Association, including the reasons for removal and the effective date for termination of the
Ratepayer Association’s status and benefits.
07.03 Ratepayer Associations may request removal from the Registry at any time. Requests must be made in writing and signed by all Executive Officers of the Ratepayer Association and submitted to clerks@pickering.ca.
Policy Title: Registered Ratepayer Association Policy Page 4 of 13
Policy Number: ADM 270 - 96 -
08 Benefits for Ratepayer Associations
08.01 Complementary printing up to 2,500 black and white copies per year. Printing requests for colour copies, binding, booklets, etc., will not be accepted. All print
requests must allow two full business days for completion and are subject to the
completion of print requests pertaining to City business. Any print requests that include material, messaging, illustrations, photos, etc., that are in violation of the City’s values and/or Policies and Procedures, will be denied and such determination shall be at the discretion of the City Clerk.
08.02 Registered Ratepayer Associations will have the option to receive email
notifications of upcoming Council and Committee Meetings. Clerks staff will subscribe the Association to each Council and Committee notification list as selected by the Ratepayer Association, and indicated on the Ratepayer Association Application Form, submitted at the time of registration.
08.03 Registered Ratepayer Associations will receive notification of certain matters
pertaining to public engagement or statutory notices, initiated by the City, that may impact their geographic boundaries.
08.04 The Ratepayer Association’s information (Ratepayer Association Name, Name of the President, general email address, and link to the Ratepayer Association’s
website) will be posted to the City’s Ratepayer Association webpage, along with
the Association’s defined boundaries, so that residents are aware of and may become involved in a Ratepayer Association that is located in their community or neighbourhood.
08.05 Access to one free City facility meeting space to hold an All Candidates Meeting
in an election year, subject to availability and the City’s scheduled programs and
services. Certain restrictions may apply and will be determined by the City Clerk and Director, Community Services.
08.06 Recognition as a Registered Ratepayer Association for the purpose of delegating at a Committee or Council Meeting.
09 Regulatory/References/Codes/Standards
09.01 The City’s relationship with Ratepayer Associations under this Policy is one of support only. The City will not be held liable for the decisions and/or actions of any Ratepayer Association, its Members and/or its participants, or for ensuring that the forgoing is in compliance with applicable laws. The City’s relationship
with Ratepayer Associations is not a partnership and is not an endorsement of
the group’s beliefs or views. The City will not act as a review body for any such group, and will not review Ratepayer Associations specific by-laws, operating guidelines, and policies for the purpose of providing advice or consultation. The City’s role is to ensure that Ratepayer Associations meet the eligibility
requirements, continue to meet their responsibilities in accordance with this
policy, and to administer the applicable benefits as outlined in this Policy.
Policy Title: Registered Ratepayer Association Policy Page 5 of 13
Policy Number: ADM 270 - 97 -
09.02 The City does not provide any advice on Ontario Land Tribunal (OLT) appeals or anything related to incorporation. Non-Profit Ratepayer Associations may or may not qualify for any appeal fee reductions and such determination shall be
made by the OLT.
09.03 During an election year, should any Ratepayer Association promote or advertise any Candidate on their linked website, they are required to notify the Clerk’s Office and the link to the website will be removed for the duration of the election period.
09.04 A Registered Ratepayer Association may not use their annual printing allotment
privileges for the purpose of promoting or advertising any Candidate in an election with the exception of hosting an All Candidates Meeting.
10 General
10.01 Despite Sections 06.01.1 and 07.01.4 of this Policy, any existing Ratepayer
Associations that have confirmed their registration with the City prior to the
implementation of this Policy, shall be included on the City’s Ratepayer’s Association Registry even if they do not meet all of the eligibility requirements of this Policy. All other parts of Sections 06 and 07 shall apply to all Associations.
10.02 Existing Ratepayer Associations will be required to renew their registration
annually and should the Association cease to exist, or they do not renew their
registration, they shall be removed from the Registry and will be required to apply as a new Ratepayer Association and shall be required to meet the provisions of this Policy.
Please refer to all associated Procedures and Standard Operating Procedures, if applicable, for
detailed processes regarding this Policy.
Policy Title: Registered Ratepayer Association Policy Page 6 of 13
Policy Number: ADM 270 - 98 -
Appendices
Appendix 1 New Ratepayer Association Application Form
Appendix 2 Ratepayer Association Renewal Form
Policy Title: Registered Ratepayer Association Policy Page 7 of 13
Policy Number: ADM 270 - 99 -
_____________________________________________________________________
Appendix 1
New Ratepayer Association Application Form
Name of Ratepayer Association (Will be listed on the City’s website):
Statement of Purpose (Will be listed on the City’s website):
Ratepayer Association General Contact Number (Will be listed on the City’s website):
Name of President (Will be listed on the City’s website):
General Email Address (Will be listed on the City’s website):
General Mailing Address:
Association Webpage (Will be listed on the City’s website):
Policy Title: Registered Ratepayer Association Policy Page 8 of 13
Policy Number: ADM 270 - 100 -
0
0
_____________________________________________________________________
List of Executive Officers:
Name Position Address Signature
Geographical Boundaries (Include written boundaries and a map)
(Will be listed on the City’s website):
We would like to receive email notifications of upcoming meetings of the following
Council and/or Committees, (please check all that apply):
o
o
o
o
Council
Executive Committee
Planning & Development Committee
Advisory Committees
Ratepayer Association Membership List Form
Household Member Name Signature Address
Policy Title: Registered Ratepayer Association Policy Page 9 of 13
Policy Number: ADM 270 - 101 -
Household
Address
Member Name Signature
*Personal information contained on this Form is collected pursuant to the Municipal Freedom
of Information and Protection of Privacy Act (MFIPPA),and will be used for the purpose ofconfirming the eligibility of a Ratepayer Association, providing the City of Pickering with a
membership list of the Ratepayer Association, as well as providing the City of Pickering withinformation to be posted on the City’s Ratepayer Association webpage. By completing thisForm, you consent to the information, as indicated on this Form, being posted to the City’swebsite. Questions about this collection should be directed to the City Clerk, One TheEsplanade, Pickering, ON, L1V 6K7, 905.420.4611.
Policy Title: Registered Ratepayer Association Policy Page 10 of 13
Policy Number: ADM 270 - 102 -
_____________________________________________________________________
Appendix 2
Ratepayer Association Renewal Form
Name of Ratepayer Association (Will be listed on the City’s website):
Ratepayer Association General Contact Number (Will be listed on the City’s website):
Name of President (Will be listed on the City’s website):
General Email Address (Will be listed on the City’s website):
General Mailing Address:
Association Webpage (Will be listed on the City’s website):
List of Executive Officers:
Name Position Address Signature
Policy Title: Registered Ratepayer Association Policy Page 11 of 13
Policy Number: ADM 270 - 103 -
__________________________________________________________________________
Ratepayer Association Membership List Form
Household Address Member Name Signature
* Personal information contained on this Form is collected pursuant to the Municipal Freedom
of Information and Protection of Privacy Act (MFIPPA),and will be used for the purpose of confirming the eligibility of a Ratepayer Association, providing the City of Pickering with a membership list of the Ratepayer Association, as well as providing the City of Pickering with
information to be posted on the City’s Ratepayer Association webpage. By completing this
Form, you consent to the information, as indicated on this Form, being posted to the City’s website. Questions about this collection should be directed to the City Clerk, One The Esplanade, Pickering, ON, L1V 6K7, 905.420.4611.
By submitting this information, you confirm the following:
the association’s Statement of Purpose remains unchanged;
the association's geographical boundaries remain
unchanged;
the association meets all requirements as set out in the City of Pickering’s Ratepayers Association Policy; and,
Policy Title: Registered Ratepayer Association Policy Page 12 of 13
Policy Number: ADM 270 - 104 -
the association’s president consents to their name and email address being posted onthe City’s website.
If any of these have changed, please submit a New Ratepayers Application Form with updated information.
Policy Title: Registered Ratepayer Association Policy Page 13 of 13
Policy Number: ADM 270 - 105 -
Attachment 2 to Report CLK 02-24
Ratepayer Associations Survey
Part I: Eligibility
1.Is your group able to provide the following items should this be included in the
proposed eligibility criteria?
Eligibility Criteria Yes No
1.Addresses of 10 households with the name and signature
of one resident Member from each household.
2.List of the Executive Officers with their names, positions,
addresses, and signatures.
3.One general email address, with a lead contact person
listed, to receive all City communications for their
distribution to Members.
4.A formal statement of purpose or any supplemental
documentation the group deems applicable.
5.A description or map of the boundaries of the area the
Ratepayer Association represents.
Part II: Renewal
1.Should the proposed Ratepayer Association Policy require renewal by March
31st annually, the City will provide notification to the provided contact prior to the
annual renewal deadline, requesting that your group complete the Ratepayer
Associations Renewal Form.
Does the annual renewal process pose any barriers to your group to maintain its
place on the proposed formal Ratepayer Association Registry?
a.Yes
i.If yes, please provide details:
b.No
- 106 -
Part III: Proposed Benefits
How likely is your group to use and benefit from complementary printing (up to
2,500 sheets per year? (Note: Printing will only be done in black and white, no
requests for binding, booklets, etc.,)
1.
2.
3.
4.
a.
b.
c.
d.
e.
How likely is your group to benefit from digital notification of upcoming Council
and Committee Meetings (provided through the City’s website)?
a.Very likely
b.Likely
c.Neutral
d.Unlikely
e.Very Unlikely
How likely is your group to benefit from your information being posted on the
City’s website? (Note: Information would include Ratepayer Association Name,
Name of the President, general email address, and link to the Ratepayer
Association’s website, and a description or map of the boundaries of the area the
Ratepayer Association represents)
a.Very likely
b.Likely
c.Neutral
d.Unlikely
e.Very Unlikely
How likely is your group to use and benefit from one free City facility meeting
space to hold one meeting each year? (Note: Meeting spaces are subject to
availability. Certain restrictions may apply as deemed appropriate by the City
Clerk and Director, Community Services.)
a.
b.
c.
d.
e.
Very likely
Likely
Neutral
Unlikely
Very Unlikely
Very likely
Likely
Neutral
Unlikely
Very Unlikely
- 107 -
Report to
Executive Committee
Report Number: CS 04-24 Date: April 2, 2024
From: Laura Gibbs
Director, Community Services
Subject: Council Chambers Public Art Update
-Commission of Public Art
-File: A-1440-001
Recommendation:
1.That Report CS 04-24 regarding Council Chambers Public Art Update be received;
2.That staff report back to Council regarding the selection of public art in Council Chambersin Q2, 2025; and
3.That the appropriate City officials be authorized to take the necessary actions as outlined
in this report.
Executive Summary: The purpose of this report is to provide Council with an update on
the selection of public art in Council Chambers.
As per Resolution #279/23, staff were directed to consult with Pickering resident and internationally renowned sculptor Dorsey James, who carves images from world mythology to purchase one of his pieces to be included as part of the Council Chambers renovation; and, that the costs for such work not exceed $30,000.00 and be funded from the Public Art Reserve
(8038), and that City staff report back to Council with an update by the end of Q2 2024.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advocate for an Inclusive, Welcoming, Safe & Healthy Community.
Financial Implications: Resolution #279/23 identified that costs to purchase this public artwork not exceed $30,000.00, and that costs be funded from the Public Art Reserve (8038).
Discussion: The purpose of this report is to provide Council with an update on the selection of public art in Council Chambers.
Council Chambers, located within the City of Pickering Civic Complex, is a place of municipal
decision-making where public Council meetings take place. Council Chambers have been identified for renovations in 2025 to improve accessibility, audio-visual systems, and security.
- 108 -
CS 04-24 April 2, 2024
Subject: Council Chambers Public Art Update Page 2
Given the upcoming renovations, Council directed staff through Resolution #279/23 to commission a piece of artwork by the internationally renowned sculptor Dorsey James to be
installed in the newly renovated Council Chambers.
In January 2024, City staff communicated with Dorsey James about the opportunity. Dorsey confirmed his interest and availability in creating this unique work of art.
Preliminary discussions with the artist identified some risks that will need to be mitigated in the design of the artwork. A freestanding wood sculpture poses a risk of being damaged and
reduces flexible use of the space. Staff will work with Dorsey James to explore options for an artwork that can be mounted to the wall in Council Chambers.
Staff will continue to work with Dorsey James to develop three preliminary artwork designs that will be presented to the community for input through a consultation process. The consultation
process will include an online voting survey, with signage in the lobby of City Hall and Chestnut
Hill Developments Recreation Complex. Consultation for the public art will be coordinated with the public consultation for the Council Chambers renovation anticipated to take place in late 2024 or early 2025.
Reconstruction of Council Chambers is expected to commence in July 2025. The precise
location of artwork will depend on final design proposals and public input.
Staff will return an update to Council by Q2, 2025 regarding the selection of public art for Council Chambers.
Attachments:
1. None
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Marilou Murray Laura Gibbs, MBA, MSc. (Acting) Division Head, Director, Community Services
Culture & Community Programming
LG:sb
- 109 -
CS 04-24 April 2, 2024
Subject: Council Chambers Public Art Update Page 3
Recommended for the consideration of Pickering City Council
Original Signed By
Marisa Carpino, M.A. Chief Administrative Officer
- 110 -
Report to
Executive Committee
Report Number: CS 05-24 Date: April 2, 2024
From: Laura Gibbs
Director, Community Services
Subject: Whites & Kingston Road, Pickering – Artist Selection
-Commission of Public Art
-File: A-1440-001
Recommendation:
1.That Council endorse that the commission of public art at Kingston Road and WhitesRoad in Pickering be awarded to Javid Jah; 2. That Council authorize the Director, Finance & Treasurer to finance the net project cost of
$72,042.00 to be funded by a transfer from the Public Art Reserve as approved in the
2024 Current Budget; a) the sum of $20,000.00 to be funded from Development Charges and transferred tothe Public Art Reserve;
b) the sum of $60,000.00 to be funded by the Public Art Reserve;
3. That the Mayor and the City Clerk be authorized to execute the Letter of Understanding, between Javid Jah Art & Design Inc. and the City of Pickering, set out in Attachment 1, subject to minor revisions acceptable to the Director, Community Services and the
Director, Corporate Services & City Solicitor; 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 purpose of this report is to seek Council’s endorsement for the commission of public art, at Kingston Road and Whites Road in Pickering, to be awarded to Javid Jah. As per section 09.10 of the Purchasing Policy (PUR 010), Public Art Project purchases or Public Art projects with costs that exceed $25,000.00 are subject to Council
approval.
Kingston Road, also known as Highway 2, holds significant historical importance as one of the oldest travel and trade routes connecting Pickering to other cities along Lake Ontario. To commemorate this, Shell Canada Limited has partially funded the commission of this public art piece located at the North-West corner of Kingston Road and Whites Road. This public art
project and its location were included in the Public Art Plan 2023 – 2026 approved by Council
on November 27, 2023 through Resolution #328/23.
- 111 -
CS 05-24 April 2, 2024
Subject: Whites & Kingston Road, Pickering – Art Selection Page 2
As per the Public Art Policy (CUL 130), this purchase of artwork is being recommended following a publicly promoted Call to Artists with pre-qualification of artists. The proposal
“ayukwenodih” (They have found their voices), by artist Javid Jah received the highest juried
score, and was recommended and endorsed by the Public Art Jury and Cultural Advisory Committee.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advocate for an Inclusive, Welcoming, Safe & Healthy Community.
Financial Implications: The Public Art Project for Kingston Road and Whites Road is reflected in the approved 2024 Current Budget (Cultural Services 10207) in the amount of $80,000.00. The net project cost is to be funded from the public art reserve in the amount of $72,043.00.
1. Estimated Project Costing Summary
Fees set out in the Letter of Understanding $70,796.00
Total Project Cost $70,796.00
HST (13%) 9,204.00 Total Gross Project Costs $80,000.00 HST Rebate (11.24%) (7,958.00) Total Net Project Costs $72,043.00
2. Approved Source of Funds
Approved Code Source of Funds Budget Funds Required
10207.502520.9710 Development $20,0000.00 Charges (Shell Gas Contribution)
10207.502520.9710 Public Art Reserve $60,000.00
Total $80,000.00 $72,042.00
Project Cost under (over) approved funds by $7,958.00
The remaining funds of $7,957.00 will be used for signage, lighting, communications and an
unveiling event.
- 112 -
CS 05-24 April 2, 2024
Subject: Whites & Kingston Road, Pickering – Art Selection Page 3
Discussion: The purpose of this report is to seek Council’s endorsement for the commission of public art, at Kingston Road and Whites Road in Pickering, to be awarded to
Javid Jah. As per section 09.10 of the Purchasing Policy (PUR 010), Public Art Project
purchases or Public Art projects with costs that exceed $25,000.00 are subject to Council approval.
Shell Canada Limited has contributed $20,000.00 as Development Charges for the commission and installation execution of a piece of permanent public art at the North-West corner of Kingston Road and Whites Road.
As per Section 10.01 of the Public Art Policy (CUL 130), an Open Call was selected as the Method of Acquisition. A two-stage process was selected in which Stage 1 would pre-qualify a short list of three artists. The three selected artists would then be invited to participate in Phase 2 in which they submitted a detailed project proposal.
A Call to Artists was issued on September 28, 2023 (Attachment 2). The Call to Artists was
advertised through the City of Pickering website as well as Akimbo, PineRidge Arts Council (PRAC) newsletter, Community Services Distribution List, Creative Cities Network of Canada, DurhamRegion.com, and through social media.
As per Section 09.01 of the Policy, a Public Art Jury will be formed on an as-needed basis. The Public Art Jury evaluates the artist proposals in accordance with the Selection Considerations
in Section 11 of the Policy. In this case, a Public Art Jury was convened to judge the submissions based on criteria established in the Public Art Policy.
Thirty-nine artists responded to the Call to Artists with a conceptual design proposal. The Public Art Jury met on November 1, 2023, to confirm the results of the scoring and selected
the top three artists to move to Phase 2 as per the information set forth in the Call to Artists.
The Cultural Advisory Committee endorsed the top three artists as selected by the Public Art Jury at their meeting on November 21, 2023.
The Phase 2 proposals were received on February 5, 2024. Each artist presented their concept to the Public Art Jury on February 8, 2024. The Public Art Jury reviewed the judging criteria, scored each proposal and ranked the top three finalists following the artist’s
presentations.
Following scoring and discussion, the Jury recommended that Javid Jah be awarded the commission of public art at the North-West corner of Kingston Road and Whites Road. The recommendation was endorsed by the Cultural Advisory Committee on February 20, 2024.
The conceptual design proposal is set out in Schedule A of the Letter of Understanding. The
Artist made the following statement: “Inspired by the vehicular and historical crossroads of Highway 2 and Whites Road in Pickering, this public art proposal is inspired by the notion of finding our voice at a point of intersection.”
The Letter of Understanding (set out in Attachment 1) defines the relationship and responsibilities between the City and the Artist. Staff are requesting Council to authorize the
Mayor and City Clerk to execute the Letter of Understanding with Javid Jah Art & Design Inc.
- 113 -
CS 05-24 April 2, 2024
Subject: Whites & Kingston Road, Pickering – Art Selection Page 4
Subject to Council’s endorsement, the artists will begin fabrication with an estimated installation date of October 2024.
Attachments:
1.Letter of Understanding (Agreement)
2.Call to Artists – Kingston Road (EOI)
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Marilou Murray Laura Gibbs, MBA, MSc.
(Acting) Division Head, Director, Community Services
Culture & Community Programming
LG:sb
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 CS 05-24
Letter of Understanding
Public Artwork Agreement
This agreement made the Day/Month/Year
BETWEEN: Javid Jah Art & Design Inc. (hereinafter called “the Artist”) AND
THE CORPORATION OF THE CITY OF PICKERING (hereinafter called “the City)
1.Introduction
This Letter of Understanding pertains to the artwork creation and installation of the artwork for the Kingston Road and Whites Road for the City of Pickering. This document defines the relationship and responsibilities between the City and the Artist. The final artwork is to be unveiled
October 2024.
This Letter of Understanding conforms to the City of Pickering Public Art Policy (CUL 130) and the City Of Pickering Standard Quotation Terms & Conditions.
2.Background
The Public Art Commission for Kingston and Whites Road public art project is operated and administered by the City.
The City issued a call to artists for Expressions of Interest dated September 28, 2023,with respect to the Public Art Commission for Kingston and Whites Road project. Applications were due October 30, 2023. Community Services received 39 submissions from artists around the world (Canada, USA, and
Australia). The collected submissions were reviewed and scored by the Public Art Jury based on the judging criteria outlined in the Call to Artists (Attachment 1). The jury shortlisted three finalists who
were asked to create a public art concept. The Public Art Jury reviewed the 3 concepts on February 8,
2024. Following scoring and discussion, the Jury recommended that Javid Jah be awarded the
commission of public art at the North-West corner of Kingston Road and Whites Road. The
recommendation was endorsed by the Cultural Advisory Committee on February 20, 2024.
The Artist submitted a proposal dated 02, 05, 2024, (“the Proposal”), a copy of which is attached as
Schedule “A” to this Agreement.
The Artist has been selected by the City to create, manufacture, install and deliver to the site, as
required for the different components, the Artwork titled ayukwenodih (They have found their voice) in accordance with the Conceptual Design, the Terms of Reference and the terms and conditions of this Agreement.
3.Definitions
Artwork -The “Artwork” means the final piece of artwork developed from the design, model, and specifications provided by the Artist and approved by the City, which Artwork is more particularly
specified in Schedule “A” attached hereto.
The Work -The “Work” means designing, producing and fabricating the Artwork as well as delivering and installing it at the Place of Installation.
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Letter of Understanding
Public Artwork Agreement
Place of Installation -The “Place of Installation” is North- West corner of Kingston Road and Whites Road, Pickering, more specifically located as shown on the attached drawing Schedule “B” attached hereto.
4. Artist Fee: Compensation and Payment Schedule
a) The all-inclusive price to be paid by the City for the Artwork, completed and installed shall be
$80,000.00 CAD, inclusive of all applicable federal and provincial taxes including HST. b) Each stage of the payment shall be accompanied by a detailed summary of work completed by the Artist to date that includes updated drawings and images that states that the Work has
progressed and is proceeding according to schedule C and will be installed by the Delivery Date (as defined below). c) H.S.T. shall be enumerated as a separate item on each staged and scheduled payment pursuant to this Article.
Payment shall be structured in a payment schedule to the Artist as follows:
I. Phase 2: $26,666.66 including HST – after completion of Phase 2 which includes executing the Letter of Understanding, site visit, fabrication schedule and submission of an invoice from the
Artist;
II. Phase 4: $26,666.66 including HST – after completion of Phase 4 which includes the delivery of final drawings of all art work components and submission of an invoice from the Artist; and
III. Phase 6: $26,666.66 including HST – after completion of Phase 6 which includes installation of
the artwork at the Place of Installation and upon submission of an invoice from the Artist.
The City agrees:
a) to pay the Artist all funds due and as provided for herein.
5. Payments of Sub-Contractors
The Artist agrees:
a) to ensure that payments will be made to all suppliers and subcontractors that may be engaged by the Artist in regard to the design, fabrication, storage, delivery and installation of the Artwork. At the City’s request, the Artist shall provide evidence of such payment.
6. Performance
The Artist agrees:
a) to provide all work and materials necessary to create the Artwork and to fulfill all its obligations as set out in this Agreement; b) that the materials, methods and processes used to produce the Artwork shall be of first-class quality and expressive of the approved design as detailed in Schedule “A” attached hereto;
c) to use firstclass skills, diligence and workmanship as are normally found in the artistic profession,
and ensure that all materials incorporated into the Artwork are of the utmost quality and design
in accordance with Schedule “A”;
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Letter of Understanding
Public Artwork Agreement
7.Timelines and Completion of Deliverables
The Artist agrees:
a)to complete the installation of the Artwork to the satisfaction of the City no later than October 31,2024 “the Delivery Date”) or such later date as may be agreed upon by the Artist and the City inwriting. The installation will include a maintenance/conservation plan submitted by the Artist;
b)during the design and production of the Artwork, to keep the City advised of the status of theproduction of the Artwork. If required by the City, the Artist shall allow representatives of the City
to view the Artwork during its various stages of production or provide progress photographs;c)to submit a progress report and invoice, with supporting receipts and invoices from sub-contractors, in the form specified by the City,prior to each payment date set out in Schedule “C”.d)to provide a conservation and maintenance plan ;
e)to provide to the City photographs of the Artwork during and after installation in accordance withSchedule “C”.
The City agrees:
a)to ensure that should the Artist require direction in any regard to the design, fabrication orinstallation of the Artwork, the City shall provide such direction in a prompt and timely fashion.
8.Detailed Design
The Artist agrees:
a)to evaluate all material and data relevant to the Artwork as provided by the City and shall facilitateproduction of the final design, working with the Cultural Services Unit and other City departmentsand design team members, as needed and, in order to finalize the detailed design and the exact
location of the Artwork within the Installation Site, to the satisfaction of the City.
9.Specifications
The Artist agrees:
a)to provide detailed drawings and specifications to the satisfaction of the City and shall advisethe City, in writing, through the Coordinator, Public Art, of all factors relating to the Artwork’stheme, budget, critical path, location, size, materials, structural, mechanical and technologicalrequirements, installation methods, and future maintenance requirements, to be determined bythe Artist in consultation with the Coordinator, Public Art;
b)Substantive changes to the Artwork may be undertaken by the Artist only upon receipt of priorwritten authorization by the Manager, Cultural Services provided however, that the City’sobjection to any feature of the Artwork which is reasonably attributable to the exercise of the
Artist’s aesthetic judgement during the progress of the development of the Artwork shall not beconsidered a substantive change and shall not be a basis for withholding acceptance or paymentfor the Artwork.
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Letter of Understanding
Public Artwork Agreement
10.Permits and Engineers Stamp
The Artist agrees:
a)to obtain at the Artist's sole cost and expense, all permits necessary for the delivery andinstallation of the Artwork and prepare all materials, documents, reports, plans and drawings,required in order to obtain any Structural Engineers' stamps required in connection with themanufacture and installation of the Artwork at the Installation Site.
11.Delivery, Installation and Protective Measures
The Artist agrees:
a)to be solely responsible for all costs and supervision of the actual fabrication, production andinstallation of the Artwork including the cost of any site preparations or safety precautions thatare required for the installation of the Artwork in its final location unless otherwise specified bythe City. If protection during installation is required, then the Artist is to provide it.
b)to deliver the Artwork to the specific site as set out in Place of Installation, free from all defects
and in compliance with the specifications as outlined in Schedule “A” attached hereto;
c)The Artist shall coordinate the installation of the Artwork with the Coordinator, Public Art and
permit such inspections of the installation as the City may require. If any costs result from the
Artist failing to coordinate the Artist's work with that of [City divisions and contractors], all such costs shallbe borne by the Artist.d)upon installation of the Artwork, to clean the Artwork to ensure that all dirt, imperfections andextraneous materials are removed from the Artwork;
e)that installation shall have been deemed to be complete when acceptance by the City or by itsdesignated agent.
The City agrees:
a)to provide, at its expense, a permanent marker in keeping with the quality and type of the Artwork
which will identify the name of the Artist, the name of the Artwork and the year of the Artwork.
12.Damage to Artwork and Artist’s Property
The Artist agrees:
a)that in the event of physical loss or damage to the Artwork prior to completion of installation andacceptance of the Artwork by the City, the Artist shall immediately take all necessary steps torectify the loss or damage by repair, restoration, replacement or other appropriate means as
soon as is reasonably possible at no additional expense to the City. Where necessary, the Artist
may collect insurance proceeds before rectifying the loss or damage and shall rectify the loss or
damage as soon as is reasonably possible after receipt of said funds.b)to be responsible for any loss or damage whatsoever to any of the Artist's materials, goods,equipment or supplies and will maintain all-risk coverage as required by this Agreement and as
any prudent owner of such materials, goods, supplies and equipment would maintain. The Artistshall have no claim against the City or the City’s insurers for any damage or loss to the Artist'sproperty and shall require his insurers to waive any right of subrogation against the City.- 118 -
Letter of Understanding
Public Artwork Agreement
The City agrees:
a)that following acceptance of the Artwork, the City will use its best efforts to maintain and repairany damage done to the Artwork by vandalism or other means substantially in accordance withthe conservation and maintenance plan to be provided by the Artist. The City will makereasonable efforts to inform the Artist of such damage and to offer the Artist the opportunity to
consult with the City on the proposed repairs.
13. Warranty, Repair and Maintenance
The Artist agrees:
a)that upon receipt of the Artwork, should the City find any deficiencies in the Artwork, it willadvise the Artist in writing and the Artist must rectify such deficiency within ten (10) days ofreceipt of such notice. Should it not be possible to complete rectifying the deficiencies within
ten (10) days, the Artist shall provide a Schedule to the City that is acceptable to the Cityindicating when completion will occur.b)in the event that the Artwork shall require repairs subsequent to the date of completion arising
from normal weathering and “wear and tear”; then in such event the City shall advise the Artist
in writing as to the nature of such repair and offer the Artist first right of refusal to carry out such
repair within times and consideration as mutually agreed upon by the City and the Artist. Should theArtist fail to advise the City within thirty (30) days of receipt by the Artist of the written offer, or shouldthe Artist and the City fail to agree on times and consideration,then in any such event the City, or a thirdparty hired by the City, shall be at liberty to carry out any and all repairs. In determining the time andconsideration for such repairs, both parties agree to act reasonably.c)notwithstanding the foregoing and with the exclusion of the maintenance criteria set out in theconservation and maintenance plan submitted by the Artist, during the first three (3) years afterinstallation and acceptance by the City, the Artist agrees to repair any defects or deficiencies
(normal weathering and “wear and tear” excepted) in the Artwork without any charge to the City.
The City agrees:
a)to keep the Artwork in a clean condition, free of debris or banners or signage which defaces theArtwork, all to the level which the City considers to be appropriate and in accordance with the
conservation and maintenance plan to be approved by the City and that will be provided by theArtist.
14.Removal and Relocation of Artwork
The City agrees:
a)to endeavor to exhibit the Artwork in the original location and in its original and complete formatsubject to the City’s right to decommission or remove the Artwork or a particular piece thereof
for reasons which may include, but are not limited to, the structural integrity of the Artwork, expiryof the expected lifespan of the Artwork, extensive or irreparable damage or vandalism or by
reason of the necessity to accommodate the effective operation of the site.
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Letter of Understanding
Public Artwork Agreement
b)to consult, where possible, on the restoration or removal of public art, but shall retain the right to
restore, relocate, or archive a work of public art without the artist's and/or donor's consent.
15. Insurance
The Artist agrees:
a)that upon request by the City, the Artist shall take out and keep in force a policy of liability
insurance in the amount of $2,000,000 inclusive each occurrence (or such larger amount as
may be required), and not less than two million ($2,000,000.00) automotive liability insurancecoverage. Certificate(s) of insurance shall be provided upon request by the City.i.The policy shall include The Corporation of the City of Pickering, as additional named
insured without subrogation in respect of all operations performed by or on behalf of theCompany, a certificate of insurance shall be completed by the Company’s agent, brokeror insurer.ii.The policy shall not be altered, cancelled or allowed to expire or lapse, without thirty
(30)days prior written notice to the City.iii.If the City is not provided with a renewal of the policy at least thirty (30) days prior to its
expiration date, then the City may arrange a public liability policy insuring the City in theamount of $2,000,000.00 and an automotive liability policy insuring the City in the
amount of two million ($2,000,000) at the expense of the Company, which may berecovered from amounts owed to the Company or from any form of security still in theCity's possession.
16.Indemnification
The Artist agrees:
a)to indemnify and hold harmless the City, its Mayor and Councillors, employees and agents forany and all losses, claims, demands, suits, actions, judgments, or costs which may arise fromany physical deficiencies or deformities or structural failures of the Work which render the
Artwork inconsistent with the approved design. The Artist agrees that this indemnity shall survivethe period of time required to fulfill this contract and extend to the useful life of the Artwork and
shall be binding upon the Artists’ personal representatives, administrators, executors andassigns.b)to indemnify the City, its Mayor and Councillors, employees and agents from and against allliens, all builders liens, claims, actions, costs and damages which may arise during installation
of the Work on the Place of Installation. No finding of negligence, whether joint or several, asagainst the City in favour of any third party shall operate to relieve or shall be deemed to relievethe Artist in any manner from any liability to the City, whether such liability arises under this
Agreement or otherwise.
c)to warrant that the Artwork is original to the Artist and does not violate any copyright of any other
person. The Artist shall indemnify and hold harmless the City, its Mayor and Councillors,employees and agents for any and all losses, claims, demands, suits, actions, judgements orcosts that may arise from the allegation that the Artwork is not original to the Artist.
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Letter of Understanding
Public Artwork Agreement
17. Occupational Health and Safety Act
The Artist agrees:
a)to conform to and enforce strict compliance with the requirements of the Occupational Healthand Safety Act,R.S.O.,1990 c.0.1 and all regulations thereunder, as amended from time to time(collectively the "OHSA").b)that nothing in this Agreement shall be construed as making the City the "employer" (as definedin the OHSA) of any workers employed or engaged by the Artist either instead of or jointly with
the Artist.c)that it will ensure that all subcontractors engaged by it are qualified to perform the services andthat the employees of the Artist and of all subcontractors are trained in the health and safetyhazards expected to be encountered in the Services.
18. Workplace Safety & Insurance
The Artist agrees:
a)that all of the Company’s personnel must be covered by the Workplace Safety & Insurance Boardat the Company’s expense. The Company shall provide the City with a Clearance Certificate
from the Workplace Safety & Insurance Board prior to the commencement of work, certifying that allassessments and liabilities payable to the Board have been paid, and that the bidder is in goodstanding with the Board.b)to provide the City with a Clearance Certificate prior to final payment certifying all payments by
the Company to the Board in conjunction with the subject Contract have been made and that theCity will not be liable to the Board for future payments in connection with the Company’s
completion of the project.c)That a Company deemed to be an Independent Operator by the Workplace Safety & InsuranceBoard will provide a copy of such letter to the City containing the Independent Operatoridentification number issued by the Board. An Independent Operator must be covered by WSIB
optional insurance and provide proof of this coverage upon request.
19.Delays
The Artist and the City agree that:
a)neither party shall be responsible for any failure to comply with or for any delay in performance
of the terms of this Agreement including but not limited to delays in delivery, where such failureor delay is directly or indirectly caused by or results from events of force majeure beyond thecontrol of the party sought to be charged. These events shall include, but not be limited to fire,earthquake, accident, civil disturbances, war, rationing, allocation of embargoes, strikes or
labour problems or delays in transportation, inability to secure necessary materials, parts orcomponents, delay or failure of performance of any supplier or subcontractor, acts of Nature oracts of Government.
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Letter of Understanding
Public Artwork Agreement
20. Early Termination
The Artist and the City agree that:
a)notwithstanding any other provision of this Agreement, the City may, at any time and withoutcause, prior to completion of the Artwork, terminate this Agreement by providing sixty (60) days'
notice in writing to the Artist. In the event of such termination, the City shall not incur any liabilityto the Artist other than work completed to the date of termination in accordance with the payment
schedule and reimburse the Artist for the demonstrable, reasonable actual costs to the Artistincurred in connection with the Artwork, to the date of termination, as well as any demonstrable,
reasonable outstanding liability owed by the Artist to the Artist's contractors, subcontractors, oremployees incurred in connection with such termination;b)failure of the Artist to perform its obligations under the Agreement shall entitle the City toterminate the Agreement upon ten (10) calendar days’ written notice to the Artist if a breach
which is remediable is not rectified by the Artist to the City's satisfaction and within the timeframeset out in the City's notice of breach. In the event of such termination, the City shall not incurany liability to the Artist other than work completed to the date of termination in accordance with
the payment schedule and reimburse the Artist for the demonstrable, reasonable actual costs
to the Artist incurred in connection with the Artwork, to the date of termination, as well as any
demonstrable, reasonable outstanding liability owed by the Artist to the Artist's contractors,subcontractors, or employees incurred in connection with such termination;c)all rights and remedies of the City for any breach of the Artist's obligations under the Agreement
shall be cumulative and not exclusive or mutually exclusive alternatives and may be exercised
singularly, jointly or in combination and shall not be deemed to be in exclusion of any other
rights or remedies available to the City under the Agreement or otherwise at law;d)no delay or omission by the City in exercising any right or remedy shall operate as a waiver ofthem or of any other right or remedy, and no single or partial exercise of a right or remedy shall
preclude any other or further exercise of them or the exercise of any other right or remedy; ande)upon termination, all work and material of the Artist pertaining to the Artwork shall be deliveredto or retained by the City at no further cost or liability to the City.
21.Ownership
The Artist and the City agree:
a)ownership of the Artwork, the model/maquette and all documentation supplied to the City inconnection with the Artwork, will vest in the City upon final payment for same.
22.Copyright
The Artist and the City agree that:
a)copyright in the Artwork shall remain with the Artist.
The Artist agrees:
a)to hereby grant the sole, perpetual and royalty free license to exhibit the Artwork in public and
to use photographs, drawings, film, video, and other mechanical reproductions of the Artworkthroughout the world to the City for publicity purposes only.
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Letter of Understanding
Public Artwork Agreement
b)to authorize the City to use the Artist’s name in connection with the Artwork and in the promotionand advertising of the City.c)not to replicate the Artwork for any other client or purchaser.d)to use best efforts to give credit to the City as the owner of the Artwork.
The City agrees:
a)to use its best efforts to have the Artist’s name associated with the Artwork in photographs,
drawings or other reproductions of the Artwork except where the Artwork is not the primarysubject of the said reproduction.
23. Death or Incapacity of Artist
The Artist and the City agree that:
a)in the event of a death or incapacity of the Artist before the complete installation of the Artwork,the City shall be vested with title to the unfinished Artwork upon paying the Artist, their personal
representatives, administrators, executors or executrix a sum in the direct proportion of thepercent of the Artwork completed to that date as determined by the City and shall be permitted
to complete the Artwork in a manner generally consistent with the original design of the Artist.
24. Mediation
The Artist and the City agree:
a)that all disputes pertaining to the interpretation or implementation of this Agreement shall beresolved first by good faith negotiation between the parties. In the event that a dispute cannotbe resolved by negotiation between the parties, the parties agree to use the services of amediator to attempt to resolve their differences and failing agreement on the procedure to be
followed, it shall be conducted in accordance with the “Rules of Procedure for the Conduct ofMediation” of the ADR Institute of Ontario. In the event that the mediation does not result in asettlement of the dispute, any unresolved issues may be taken to any other appropriate disputeresolution process agreed to by the parties, including arbitration or an appropriate court process.
Should arbitration be chosen, it will be conducted in accordance with the “Rules of Proceduresfor the Conduct of Arbitration” of the ADR Institute of Ontario pursuant to the Arbitrations Act.
Any claim or action brought pursuant to this Agreement shall only be brought in the courts of the Province of Ontario.
This Agreement forms the entire agreement between parties and no other representations either oral or written shall form part of this Agreement.
The rights and remedies of the City under this Agreement are cumulative and in addition to any rights
and remedies provided by law or equity.
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Letter of Understanding
Public Artwork Agreement
To the City at:
The City of Pickering
One the Esplanade
Pickering , Ontario
The City’s Representative for the purpose of this Agreement will be
Laura Gibbs
lgibbs@pickering.ca
To the Artist at:
Javid Alibhai
Javid Jah Art & Design Inc.
peace@javidjah.xyz
javidjah.com
Or to such other address or person as the parties may designate to each other in writing.
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Letter of Understanding
Public Artwork Agreement
It is deemed that notice is received five (5) days after the mailing of any notice or upon delivery, if personally delivered.
IN WITNESS WHEREOF the parties hereto have had this Letter of Understanding executed.
Javid Jah, Artist Date
Kevin Ashe, Mayor Date City of Pickering
Susan Cassel, City Clerk Date City of Pickering
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Letter of Understanding
Public Artwork Agreement
GENERAL
Schedule A: The Artwork (Artist’s Concept proposal document attached)
Schedule B: Place of Installation
Schedule C: Detailed Fabrication Schedule
Schedule D: Terms of Reference
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SCHEDULE A
ayukwenodih
'They have found their voice'
JAH QUBE X TAMMARO
2024
A PUBLIC ART RFP PROPOSAL | CITY OF PICKERING
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ayukwenodih
'They have found their voice'
Inspired by the vehicular and historical crossroads
of Highway 2 and Whites Road in Pickering,
this public art proposal is inspired by the notion of
finding our voice at a point of intersection.
Wyandot term courtesy of Dr. Craig Kopris, Iroquoian Languages specialist
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contents
STATEMENT
CONCEPT
DRAWINGS
RENDERINGS
BUDGET
MAINTENANCE
TEAM
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statement
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ayukwenodih is a site-specific story of the continuous evolution of trade. This
trade is beyond economic terms - it encompasses the exchange of ideas and an
openness to education. In our public art practice, we use geometry as a lens to
feature the main characters of the stories we tell. For us, this notion of a trade
route is best expressed through the movement of a spiral. The “goods” or fruits
of the trade are like a crystal, expressing openness through a void in its 3D
geometry. The intersection of these geometric forces creates a balance between
the curved and the linear, between presence and absence, between history and
a projection of the future. To achieve this end, I have invited Wyandot Elder
Catherine Tammaro to be a collaborative artist on the project, sharing her expe-
rience and perspective on how this sculpture is a representation of finding our
voice.
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THE WINDING ROAD
The sculpture proposes a spiral as an Ancestral symbol equated with finding
voices imbued in the land. The Spiral is akin to the inner apparatus of the ear
as in hearing of voices latent within the land. In Wyandot culture, special indi-
viduals were understood to be able to hear the voices of the natural world. The
layers of significance embedded in this form make it a dynamic symbol for the
historic presence of the indigenous pathway that was colonized and trans-
formed into Hwy 2. We want to create space to reflect on this important history
through this piece.
The spiral also moves energy on site that helps to achieve a sense of balance.
Its implied movement counteracts the lopsided placement of the artwork on the
gravel bed. In addition, by massaging the spiral, we create a form that
responds to the morphology of the intersection, as expressed in the diagram to
the right. These thoughtful yet subtle changes invite pedestrians to sit and reflect
on the presence of the artwork that is aligned to the built forms and the history
of the site. Upon reflection, some may recognize the prevalence of copper in
spiral forms used in the healing arts, such as crystal grids. They may
understand that the reason for this is that copper is an excellent conductor of
electricity, supporting the efficient movement of energy. Some may recognize
that the spiral also expresses the notion of resistance - that it won’t conform
easily -aptly representing the legacy and longevity of traditions that have
stewarded this land for generations which musn’t be forgotten despite our
secular, economically-oriented priorities.
Finally, a foundation of my art practice as well as Catherine’s is the connection
public art engenders with larger cosmic phenomena. Reflected in the way
beans grow up the cornstalk, nature moves in spirallic forms as expressed in
many geo-spiritual sites all over the world. It echoes movement in celestial
spaces as well as visualized as orbital. Often honoring the feminine in contrast
to the linear symbolizing masculine, the spiral is an opportunity to connect the
site with marginalized yet universal voices of the underlying, often hidden
nature of reality.
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CUBIC PROPORTIONS
In contrast, the spiral hosts a linear crystalline form known as the cube. In the
world of sacred geometry which is foundational of our symbolic art practices,
the cube is often association with the element of earth - its is a building block
of human and natural development. Its three axes imply the dimensionality of
terrestrial life - height, length and width - and its 90 degree angles speak to
the modern ethos of building, science and technology. In this way it offers a
reminder of the modernizing approach that transformed the site into a node
along Highway 2, the enterprising work of John Graves Simcoe.
We invite the cube to transform from a heavy, rigid crystal into an open, light
and airy presence. In effect, the spiral is creating this transformation - the exis-
tence of trade gives new interpretations to processes and products. Its separa-
tion into eight tetrahedrons seems to defy gravity in its new order, its dynamic
position representing the notion of progress and movement forward. This is
further reflected in the choice of stainless steel, brushed or polished, giving a
sleek architectural edge to the crystalline form.
FINDING THE VOID
The voided cube is a space of openness and silence. This new space allows
traditional lifeways to inspire modernity instead of erasing them. The organic
materiality is an expression of grassroots creativity and traditional craft in con-
trast to the metallic exterior faces of the cube. Cast in concrete in-laid with
bronze, the surfaces along the void allow us to see our open journey clearly -
we see the spiral through the geometry of the cube. It speaks of transparency,
the unseen, the Great Mystery holding within it equality and order - a bal-
ancing of priorities (not duality) through harmonic proportion and flow.
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LAYERS WITHIN
The surfaces of the void are a site of symbolic language expressed through
bronze in-lays embedded in the concrete. These symbolic reflections speak to
physical alignments and understandings of the interplay between the cosmic
elements. Symbols used universally and understood in diverse cultural spaces
speak to the community within Pickering and those outside - it is a point of
connection that is both boundary-less and timeless. Originating in alchemical
diagram, these symbols activate and change dross into gold, bringing forth
deeper understandings of the nature of the multiverse. This aspect of the
project is of special purview of Elder Catherine, who summons the traditional
knowledge of her indigenous ancestry in her art practice.
THE NATURE OF NATURE
ayukwenodih is about the nature of intersections - one may even say, the nature
of nature. It is a reflection on how diverse communities that have settled in
Canada can celebrate shared principles from global traditions through the lens
of Indigenous communities, stabilizing a paradigm of unity. The search for our
voice is not just about what to say, but about listening to others - this is what is
emphasized through the concept of the void - and the void itself. The jewel-like
presence on a site dominated by vehicular traffic is designed to create an echo
through its visual presence - as if emanating a healing frequency throughout
the intersection. The shapes in space become talismanic perhaps; an energetic
signature created by the interaction of positive and negative spaces.
Its play between machined reflection and hand crafted mosaic stone suggest
the balance between industrial and natural presences - the importance of our
individual creativity as well as innovation in engineering/design. This is a
connection that is emblematic for Pickering - a city invested in nuclear
technology and creative spaces for diverse populations. It is about the search
through various layers to find oneself - one’s voice/one voice/many voices and
the presence of absence/silence/observation and beauty.
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drawings
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3'-11"
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3'
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9'-0"
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Ø12'-2"
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BENCH
BY OTHERS
FOUNDATION
EXSITING POURED CONCRETE
1
2
FENCE
EXISTING FENCE 3
TRAJECTORY
ALIGN WITH SOUTH EAST CORNER 4
RINGS
SPIRALLING FORM AROUND CUBE
SITE PLAN
5
ARTWORK ZONE
APPROXIMATE EXTENT OF ARTWORK 6
0 5’ - 136 -
4'-9
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2'-11"
6'-
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7'
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BASE PLATE
1/2” ALUM WELDED TO RINGS
MIN 4 X 3/4” DIA ANCHORS
RINGS 3.5”X1.5” FORMED ALUM ANODIZED
1
2
GUSSETS
UNDER SIDE OF BASEPLATE;
BOLT TO EXISTING FOUNDATION
3
POST
3.5” DIA WELDED TO BASE PLATE
TO SECURE CUBE
4
CONC FOUNDATION
EXISTING POURED PIER
FOUNDATION PLAN
5
BENCH
EXISTING SITE CONDITION 6
0 5’ - 137 -
7'-10
"
3'
-
1
"
2
3
°
0
'
-
4
"
7'
-
1
0
"
2'-10"
8'-2"
2
8
2
8
9
1
877 7
9
8
8
6'
-
2
"
12
'
-
8
"
2
6
1 BASE PLATE
1/2” ALUM WELDED TO RINGS
MIN 4 X 3/4” DIA ANCHORS
2 RINGS 3.5”X1.5” FORMED ALUM ANODIZED
3 GUSSETS
UNDER SIDE OF BASEPLATE;
BOLT TO EXISTING FOUNDATION
4 POST
3.5” DIA WELDED TO BASE PLATE
TO SECURE CUBE
5 CONC FOUNDATION
EXISTING POURED PIER
6 BENCH
EXISTING SITE CONDITION
7 INTERNAL STRUCTURE
DOWEL CONNECTIONS FOR CUBETO RINGS/SPIRAL
8 EXTERNAL FACES
3/16” THICK POLISHED STAINLESS
STEEL (OUTSIDE OF CUBE)
9 INTERNAL FACES
CAST CONCRETE WITH BRONZE
IN-LAY
TOP OF SCULPTURE PLAN
0 5’ - 138 -
5'
-
4
"
8'
-
6
"
7
8
7
2
29 9
88 7
1
3 3
5
2'-3" 2'-6" 2'-3" 2'-10"2'-11"
6'-11" 2'-10"2'-11"
12'-8"
1 BASE PLATE
1/2” ALUM WELDED TO RINGS
MIN 4 X 3/4” DIA ANCHORS
2 RINGS 3.5”X1.5” FORMED ALUM ANODIZED
3 GUSSETS
UNDER SIDE OF BASEPLATE;
BOLT TO EXISTING FOUNDATION
4 POST
3.5” DIA WELDED TO BASE PLATE
TO SECURE CUBE
5 CONC FOUNDATION
EXISTING POURED PIER
6 BENCH
EXISTING SITE CONDITION
7 INTERNAL STRUCTURE
DOWEL CONNECTIONS FOR CUBE TO RINGS/SPIRAL
8 EXTERNAL FACES
3/16” THICK POLISHED STAINLESS
STEEL (OUTSIDE OF CUBE)
9 INTERNAL FACES
CAST CONCRETE WITH BRONZE
IN-LAY
FRONT ELEVATION
0 2’-6” - 139 -
5'
-
4
"
8'
-
6
"
7
8
7
2
2
9 889 7
1
3 3
5
2'-3" 2'-6" 2'-3" 2'-10"2'-11"
6'-11" 2'-10"2'-11"
12'-8"
1 BASE PLATE
1/2” ALUM WELDED TO RINGS
MIN 4 X 3/4” DIA ANCHORS
2 RINGS 3.5”X1.5” FORMED ALUM ANODIZED
3 GUSSETS
UNDER SIDE OF BASEPLATE;
BOLT TO EXISTING FOUNDATION
4 POST
3.5” DIA WELDED TO BASE PLATE
TO SECURE CUBE
5 CONC FOUNDATION
EXISTING POURED PIER
6 BENCH
EXISTING SITE CONDITION
7 INTERNAL STRUCTURE
DOWEL CONNECTIONS FOR CUBE TO RINGS/SPIRAL
8 EXTERNAL FACES
3/16” THICK POLISHED STAINLESS
STEEL (OUTSIDE OF CUBE)
9 INTERNAL FACES
CAST CONCRETE WITH BRONZE
IN-LAY
REAR ELEVATION
0 2’-6” - 140 -
5'
-
4
"
8'
-
6
"
7
8
7
2
2 8
8
8
7
6 4
1
3
5
8'-2"
1 BASE PLATE
1/2” ALUM WELDED TO RINGS
MIN 4 X 3/4” DIA ANCHORS
2 RINGS 3.5”X1.5” FORMED ALUM ANODIZED
3 GUSSETS
UNDER SIDE OF BASEPLATE;
BOLT TO EXISTING FOUNDATION
4 POST
3.5” DIA WELDED TO BASE PLATE
TO SECURE CUBE
5 CONC FOUNDATION
EXISTING POURED PIER
6 BENCH
EXISTING SITE CONDITION
7 INTERNAL STRUCTURE
DOWEL CONNECTIONS FOR CUBE TO RINGS/SPIRAL
8 EXTERNAL FACES
3/16” THICK POLISHED STAINLESS
STEEL (OUTSIDE OF CUBE)
9 INTERNAL FACES
CAST CONCRETE WITH BRONZE
IN-LAY
SIDE ELEVATION
0 2’-6” - 141 -
8
7
8 8
7
9
9
9
8 7
8 7
2
8
4
STRUCTURE
The structure of the sculpture can be divided into two main
areas: the spiralling rings and the cube.
The aluminum rings, which may ultimately be a rolled tube
or a rectangular section, are welded to a triangular base 1
plate which is secured with gussets and anchors to the CONC FOUNDATION 1 BASE PLATE 5 existing concrete foundation. It provides three points of EXISTING POURED PIER 1/2” ALUM WELDED TO RINGS
connection to the cube. The base plate also hosts a snub MIN 4 X 3/4” DIA ANCHORS 6 BENCH post which penetrates the bottom tetrahedron of the cube. 3 2 RINGS EXISTING SITE CONDITION
3.5”X1.5” FORMED ALUM ANODIZED 7 INTERNAL STRUCTURE The cube is a composition of external and internal faces. 3 GUSSETS DOWEL CONNECTIONS FOR CUBE
The external faces are 3/16” or similar thickness of folded TO RINGS/SPIRAL UNDER SIDE OF BASEPLATE;
BOLT TO EXISTING FOUNDATION stainless steel (polished or brushed TBD). They host cast EXTERNAL F5 8 ACES
concrete embossed to allow for a bronze in-lay of the 3/16” THICK POLISHED STAINLESS 4 POST STEEL (OUTSIDE OF CUBE) selected symbols. Four of the eight tetrahedrons forming 3.5” DIA WELDED TO BASE PLATE
TO SECURE CUBE the cube are secured with an internal plate and dowel 9 INTERNAL FACES
which have bolted connections to the spiralling rings. CAST CONCRETE WITH BRONZE
IN-LAY - 142 -
renderings
- 143 -
SOUND WAVES
The implied movement of the spirals
act like a visual representation of a
voice amplifying from the center of
the crystal like cube. - 144 -
INTERSECTIONS
The intersection of the linear cube
with the curved spiral draws interest
and appeal at the intersection of
Kingtson and Whites roads. - 145 -
LAYERS WITHIN
The internal faces of the cube radiate
through the void, inviting reflection
on the symbolic, universal language
within the sculpture. - 146 -
360 EXPERIENCE
The sculpture is designed to be engaging from all angles, its dynamic
spiral and voided cube creating layers of interest at various scales.
- 147 -
ILLUMINATED
A single exterior wash light hidden behind the bench gives the sculpture a
new voice in the evening, illuminating the intersection at Whites and Kings-
ton Road. - 148 -
As we are interested in a contrast between the exterior and interior of the cube
created by the void, we wanted to show iterations of various material combi-
nations. Our goal is that the exterior reads as machined - either brushed or
polished stainless steel - that feels sharp, crisp and in a sense, futuristic. The
internal surfaces however should read as softer, warmer, organic in texture
and hand-crafted for an intimate feeling. The following four options offer
potential combinations that express our desired intention:
LIGHT & BRIGHT
RAW RIVERSTONE
CLASSICAL ALCHEMICAL
ROSE HORIZON
A note about the Copper Spiral:
We chose copper for the spiral for each iteration because of the connection
between copper as a metal of conductivity. Often used as a binding metal for
crystal grids, there is an association with healing born out of copper which we
feel gives color and life to the site which is dominated by greys. In addition, we
propose to anodize the aluminum spiral with copper so it will not be subject to
patina/oxidation over time; it will remain with a copper sheen as opposed to
pure copper which would turn teal.
An example of copper spirals used as a material to generate movement of energy
centered on a crystal
material options
- 149 -
LIGHT & BRIGHT
POLISHED STAINLESS STEEL EXTERIOR X
PAINTED WHITE PORCELAIN MOSAIC
WITH A DARK GROUT
A clean and airy combination with sufficient
contrast. White mosaic could be discarded
porcelain and ceramic outdoor tiles, or
could be arrange to form patterns.
- 150 -
RAW RIVERSTONE
POLISHED STAINLESS STEEL EXTERIOR X
ASSORTED RIVER STONES
A refreshing natural palette of local river
stones echoing gravel bed below which
offers charm of nature’s graceful aging.
- 151 -
CLASSICAL ALCHEMICAL
POLISHED STAINLESS STEEL X
BRONZE IN-LAY ON WHITE CONCRETE
An opportunity to have a symbol expressed
on each interior face by cutting out bronze
pieces and in-laying them into embossed
concrete forms.
- 152 -
ROSE HORIZON
ROSE QUARTZ INTERIOR,
POLISHED STAINLESS EXTERIOR
The Rose Quartz is a local stone that
is durable and cozy, creating warm
reflections and inviting contemplation.
- 153 -
budget & maintenance
- 154 -
# CATEGORY ITEM DESCRIPTION UNIT # OF UNITS $/UNIT ESTIMATE WHO
1 ARTIST FEES
LEAD ARTIST 10% JAVID JAH PERCENTAGE $8,000.00 JAH
CONSULTING ARTIST 5% ELDER CATHERINE TAMMARO PERCENTAGE $4,000.00 D.D.D.
2 DESIGN
DETAILED DRAFTING INCLUDING SHOPS DWGS, INSTALLATION DOCUMENTS, TECH REVIEWS, DESIGN DEVELOPMENT MEETINGS; RENDERING AS REQUIRED HRS 30 $100.00 $3,000.00 JAH
ASSISTANT DESIGNER HRS 20 $60.00 $1,200.00 CAROL ANN
STAMPED SET FOR PERMIT, SHOP DWG REVIEW, STRUC ENGINEERING SITE VISITS AS REQUIRED ESTIMATE $2,000.00 BLACKWELL
3 PERMITTING
FEES TBD LUMP SUM $500.00 CITY
4 MATERIALS
ALUM BASE PLATE, GUSSETS, INTERNAL PLATES AS STRUCTURE REQUIRED ESTIMATE $1,500.00 WESSMARK
BRUSHED OR POLISHED STAINLESS STEEL CLADDING EXTERNAL SURFACES OF CUBE ESTIMATE $7,000.00 CNC PROFILES
FORM AND CAST LIGHT CONCRETE WITH EMBOSS FOR INLAYS ESTIMATE $5,000.00 QUBE INC
BRONZE INLAYS FOR SYMBOLS IN CONCRETE ESTIMATE $6,000.00 CNC PROFILES
ALUM AND STEEL PARTS, FORMED FOR BRACKETS, MISC COMPONENTRY ANGLES, AS REQUIRED; ESTIMATE $1,500.00 QUBE INC
FASTENERS AS REQUIRED FINAL SPEC TBD ESTIMATE $500.00 FASTENAL
Exterior Wash 110, 10°, US, ALU, QUAD RGBW LEDs LIGHTING (90513545) [SPECIALIZED LENS FOR PROJECTION] PER UNIT 1 $1,200.00 $1,200.00 HARMAN PRO
5 FABRICATION
TOWARDS PORTION OF EXISTING STUDIO RENTAL STUDIO RENTAL 66% APPROX REQUIRED SPACE PER MONTH 4 $1,200.00 $4,800.00 MAWG
ALEX AKBARI, QUBE INC OVERSEE ALL ASPECTS OF FABRICATION INCL WELDING, CONNECTION DETAILS; LIGHTING, PREP FOR SHIPPING, AND SITE LEAD FABRICATOR DIRECTION AS REQUIRED; 10% OF BUDGET PERCENTAGE $8,000.00 QUBE INC
ARGON & FILLER RODS AS REQUIRED FRAMES, COMPONENTRY, BRACKETING, ANCHORING WELDING SUPPLY CONNECTIONS, ETC ESTIMATE $300.00 JOSEFGAS
BRUSHING/POLISHING & COATING OF ALUM/STEEL FINISHING FINAL SPEC TBD ESTIMATE $3,000.00 QUBE INC
6 SHIPPING
DELIVERY TO SITE TRUCKING SPEC TBD ESTIMATE $1,500.00 RELOCATION ENGINEERS
CRATING PACKAGING AS REQUIRED FOR SAFE TRANSPORT ESTIMATE $1,200.00 RELOCATION ENGINEERS
7 INSTALLATION
FOUNDATION CONCRETE PIER SUPPLIED PER UNIT $0.00 TBD
EQUIPMENT (SCISSORLIFT, TELEHANDLER AND OR ERECTION CRANE TBD) + SCAFFOLDING ESTIMATE $2,000.00 UNITED
CLADDING COMPONENTS, DETAILING, MISC SITE ASSEMBLY TROUBLESHOOTING, SITE LABOUR ESTIMATE $1,500.00 QUBE INC
ELECTRICAL PANEL AT SUPPLY, CIRCUITS FOR FIXTURES, ESA ESTIMATE $1,000.00 QUBE INC
8 INSURANCE
CGL $2M POLICY IN EFFECT ESTIMATE $340.62 CJB
SUBTOTAL $65,040.62
HST $8,455.28
CONTINGENCY 10% $6,504.06
TOTAL $80,000.00
- 155 -
This public art work is designed to have the most minimal require-
ments for maintenance. A seasonal powerwash may be the only
requirement to remove dust and debris that may accumulate after
winter, especially given proximity of the major road ways. The follow-
ing is an overview of the material selections which enable this sculp-
ture to be maintenance free:
COPPER ANODIZED ALUMINUM
As opposed to using real copper, the anodized option prevents oxida-
tion and patina over time. It is a resilient finish that can also receive
an anti-graffiti coating if deemed necessary.
STAINLESS STEEL
The external faces of the cube are stainless steel which is a robust and
resilient, unchanging material. This may be brushed or polished
depending on the final decision of all consulting parties (there may be
issues with polished reflective surfaces at a vehicular intersection).
Again an anti-graffiti coating can be applied if deemed necessary.
CONCRETE WITH BRONZE IN-LAYS
The concrete will certainly be resilient over-time as well as the bronze.
This is a classic proven combination of materials designed to last
through years of difficult Canadian winters. An anti-graffiti proofing
could be used if required.
LIGHTING
While we understand the risk of having exposed lights that could be
smashed, we recommend having one exterior grade wash light
hidden behind the bench close to grade that illuminates the piece at
night. This will give the work presence and make it a locus of interest
year-round when the days get shorter.
- 156 -
team
- 157 -
ARTIST TEAM
JAVID ALIBHAI • JAH CATHERINE TAMMARO ALEX AKBARI
LEAD ARTIST & DESIGNER COLLABORATING MULTIDISCIPLINARY ARTIST FABRICATION & INSTALLATION
CAROL ANN APILADO MICHAEL HOPKINS TOM LOACH
GRAPHIC DESIGN & DRAFTING STRUCTURAL ENGINEERING CNC PROFILES INC. (SUPPLY & CUTTING)
- 158 -
thank you.
- 159 -
Letter of Understanding
Public Artwork Agreement
SCHEDULE B
Place of Installation
- 160 -
Letter of Understanding
Public Artwork Agreement
SCHEDULE C
Detailed Fabrication Schedule
WORK PLAN
The completion dates for each phase of the project as set out below shall be finalized upon final determination of the construction commencement date and prior to commencement of the Phase 2 services.
Phase 1 – July 8, 2024
•Agreement signed by all parties
•Proof of insurance and WSIB provided to the satisfaction of the City
Phase 2 -To be completed by July 29, 2024 to the satisfaction the City
(PAYMENT)
•Preliminary Drawings of all components and connections
•Preliminary fabrication schedule and Pricing
Phase 3 -To be completed by August 12, 2024 to the satisfaction of the City
•Final design and pricing
This phase will include the following approvals by the client:
•Preliminary engineer review
•Design drawings, including all components and connections.
Phase 4 -To be completed by August 26, 2024 to the satisfaction of the City
(PAYMENT)
•Completion of detail design.
This phase will include the following approvals by the client:
•Final sign-off of shop drawings for production
•Shipping & installation plan completed, in cooperation with stakeholders and other
relevant contractors, and to the satisfaction of the City.
- 161 -
Letter of Understanding
Public Artwork Agreement
Phase 5 -To be completed by October 21, 2024 to the satisfaction of the City
•Complete off-site fabrication of Artwork and all its components, to the satisfaction of the City. Allpermits and approvals acquired.
Phase 6 – To be completed by October 31, 2024 to the satisfaction of the City
(PAYMENT)
•Complete on-site installation of the Artwork and all its components, to the satisfaction of the City.
•Delivery of maintenance manual, including Photographic documentation, Artist statement,
Biography
•Attendance at the unveiling event in October, 2024.
•Final acceptance of Artwork to the satisfaction of the City.
- 162 -
SCHEDULE D
Terms of Reference
Kingston Road and Whites Road, Pickering
December 11, 2023
Land Acknowledgment
The City of Pickering resides on land within the Treaty and traditional territory of the
Mississaugas of Scugog Island First Nation and Williams Treaties signatories of the
Mississauga and Chippewa Nations. Pickering is also home to many Indigenous persons
and communities who represent other diverse, distinct, and autonomous Indigenous nations.
This acknowledgement reminds us of our responsibilities to our relationships with the First
Peoples of Canada, and to the ancestral lands on which we learn, share, work, and live.
Public Art in the City of Pickering
The City of Pickering is committed to and supportive of the benefits of public art and
recognizes that art in public spaces is a valuable asset that enhances the social/cultural, built
heritage and natural environments. Through public art, we beautify our environment; engage
the community in Creative Place-Making; and, celebrate our values, stories, culture, heritage,
and diversity while defining our unique identity. Public Art enhances quality of life for citizens
and visitors; and, strengthens community pride, tourism and economic growth.
Project Description: Public Art Commission for Kingston Road and Whites Road,
Pickering
The City of Pickering’s Cultural Strategic Plan (2014) outlines the City’s commitment to
collaborate with the community to celebrate our cultural diversity, heritage and the arts; to
sustain our natural environment; to foster a creative economy; and to strengthen our vibrant
neighbourhoods.
The artwork will be located at the North-West corner of Kingston Road and Whites Road,
Pickering. The City has already designated the location and has installed the surface onto
which the work can be secured. Photos below:
Photo of the location including the base for the artwork
1
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Terms of Reference
Kingston Road and Whites Road, Pickering
Ariel image of Kingston Road and Whites Road with artwork location
View from Whites Road facing the base of the sculpture
2
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Terms of Reference
Kingston Road and Whites Road, Pickering
Base for sculpture located on the planter area
This permanent public art piece is to be created by a professional artist/team. The work is to
be highly durable. The material used to be resistant to damage caused by rocks, paint, and
other vandalism. There are rocks at the base of the foundation so they are readily available
and could encourage vandals. For example, steering clear of an installation that utilizes
exposed lights or glass will be important. When creating your proposal consider your
dimensions carefully as the work should not act as a barrier for visibility and ensure there are
no potential obstructions to the site and/or traffic. Please refrain from incorporating images
and text that are vulgar, aligned with controversial themes, religious themes etc.
Site History and Neighbourhood Context:
Kingston Road, also known as Highway 2, holds significant historical importance as one of the
oldest travel and trade routes connecting Toronto to eastern Ontario.
Before Kingston Road became a colonial route under John Graves Simcoe, it existed as a trail
3
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Terms of Reference
RFBWP
used by Indigenous peoples, likely for thousands of years. The trail played a vital role in
connecting Indigenous communities and was used as a significant travel route by First Nations
peoples long before European settlement.
The trail served as a crucial link between Lake Ontario and Lake Simcoe, enabling Indigenous
peoples to access important resources, such as fish, game, and plants, in different seasons. It
also facilitated trade networks, allowing for the exchange of goods, knowledge, and cultural
practices between Indigenous communities.
In the late 18th century, John Graves Simcoe incorporated the existing trail when establishing
a colonial route between Toronto and Kingston in order to foster trade, settlement, and military
connections within Upper Canada.
Today, Kingston Road continues to connect people and facilitate trade across Ontario.
Artist Selection Process: Commission
Per the City of Pickering Public Art Policy (CUL 130) section 09.01, a Public Art Jury must be
established to evaluate artist proposals and artwork donations in accordance with the Artist
Evaluation Criteria in Section 9.04 and Acquisition Criteria in Section 10.0 of this Policy.
Additionally, as per the Purchasing Policy (PUR 010) Public Art Project purchases or Public
Art projects with costs that exceed $25,000 are subject to Council approval.
While the ultimate objective of the Public Art Jury is to reach an unanimous decision, members
may be divided in their evaluations and as such, a Public Art Jury will consist of uneven numbers
to enable a majority vote.
Appointees to a Public Art Jury may consist of:
•A minimum of two resident members from the Cultural Advisory Committee.•A minimum of one professional artist or curator.
•Stakeholders of the project. This may include program participants that are related to the
project, architects, designers or consultants associated with a project, community group
representation, or other relevant representatives.
•A minimum of 5 and maximum of 9 people on the Jury. These members can be
stakeholders in the projects, and are not required to be residents.
City Staff will not be voting members of the Jury. The
Public Art Jury will: •Evaluate and select artwork, in accordance with the Artist Evaluation Criteria in Section 9.04and Acquisition Criteria in Section 10.0 of this Policy.
•Advise on the development and implementation of selection, acquisition,
maintenance, and deaccession of artistic works to which this Policy applies.
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Terms of Reference
RFBWP
•Advise and or review to the City, on proposed gifts, donations and bequests to the
City in accordance with established guidelines.
•Review and put forward a recommendation to acquire for endorsement of the
Cultural Advisory Committee to acquire the proposal with the best marks, or put
forward for community consultation.
The Jury will be subject to City policies to ensure fair and equitable treatment of all participants in
the process and to ensure their recommendations are without bias.
All decisions made by the Public Art Jury shall be endorsed by the Cultural Advisory Committee.
Artist Evaluation Criteria
When evaluating specific artwork proposals, the Public Art Jury will consider the vision, mandate
and objectives of the Public Art Policy and the specific aims in the project brief. The Public Art
Jury (as per section 09.01) will also consider the artist’s: •artistic excellence of previous work;
•ability to achieve the highest quality of contemporary artistic excellence and
innovation;
•professional qualifications and relevant working experience as related to the public art
project brief;
•ability to manage a project and experience working with a design team, project team
and/or community group, as appropriate;
•potential to comprehend, access and interpret relevant technical requirements; and,
•interest in and understanding of the public art opportunity and the context.
Selection Considerations
Artwork being considered for acquisition regardless of the acquisition method should take into
account the following:
Community Relevance and Impact
•Suitability for display in a public space
•Reflects the City’s heritage, and/or history, culture and diversity, and/or natural elements
and landscapes•Builds appreciation for public art
Overall Quality and Authenticity
•Originality of design•Intrigues viewers and stimulates imagination•Artist reputation, demonstrated and related experience
•Condition of the artwork
5
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Terms of Reference
RFBWP
Location
•Site suitability•Response to or complements the location’s uses and users
Economic Value
•Short and long term costs•Tourism potential
Installation Maintenance & Conservation •City’s ability to accommodate installation requirements
•City’s ability to safely display, maintain and conserve the work
•Long-term maintenance cost•Longevity of the artwork•Environmental impact
Submission
•Compliance with guidelines outline in the Public Art Policy and accompanying “Call to
Artist”
•Quality of the approach/work plan and methodology•Ability to meet budgetary estimates and timelines
Additionally, the City will not purchase or display art that:
•Violates any City policy;
•Conveys a negative message that might be deemed prejudicial;
•Promotes alcohol and other addictive substances;
Ppresents demeaning or derogatory portrayals of individuals or groups or contains
anything, which in light of generally prevailing community standards, is likely to cause
deep or widespread offence; and,
•Is in direct competition with City of Pickering services, programs or initiatives.
The finalist artist (artist team) will work closely with City Staff to refine their concept proposal to
the requirements of the site and other conditions for project realization.
6
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Terms of Reference
RFBWP
Overall Project Timeline
Date* Project Phase
September 25, 2023 Issue Call to Artists: EOI
October 30, 2023 Call to Artists: EOI Submissions due
Week of November 6, 2023 Shortlisted Artists notified
December 11, 2023 Issue of Terms of References (RFP)
December 30, 2023 Submit Initial Concept
February 5, 2024 Final Conceptual Presentation Proposals due
Week of February 5, 2024 Artists presentations
Week of March 1, 2024 Deadline to notify selected Artist
Project Contract signed and executed for project
Week of April 1, 2024 deliverables*.
*Subject to Council approval of the project
Technical Review with project staff. This meeting
will provide the selected Artist with further
Second week of April 2024 technical specifications and feedback on the
submitted conceptual artwork from lead project
staff from the City
September 2024 Anticipated installation date
*Schedule is subject to change
7
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Terms of Reference
RFBWP
Budget
Budget: $80,000 CAD (maximum) including HST. This is the total amount available for all
related expenses of this public art project including, but not limited to: artist fees, all applicable
taxes, detailed renderings, materials, technical consultations and approvals or other expertise
as required, fabrication, installation, insurance, equipment, travel to meetings and to the site,
and an artist statement for completed work.
The selected artist will enter into a written agreement with the City of Pickering following the
approval of the acquisition of the public art. This agreement will address the artist's
obligations, which include, but are not limited to:
•Materials•Time lines
•Installation•Maintenance and/or conservation plans•Warranty
•Copyright, Intellectual Property and Moral Rights
•Payments to sub-contractors
Conceptual Design Considerations
Please consider the following in developing your concept proposal:
Site Specific Parameters: The space allocated for the artwork is as shared above.
•The work is to be highly durable. The material used to be resistant to damage caused
by rocks, paint, and other vandalism.
•There are rocks at the base of the foundation so they are readily available and could
encourage vandals. For example, steering clear of an installation that utilizes exposed
lights or glass will be important. When creating your proposal consider your dimensions
carefully as the work should not act as a barrier for visibility and ensure there are no
potential obstructions to the site and/or traffic.•Please refrain from incorporating images and text that are vulgar, aligned with
controversial themes, religious themes etc.
If the artwork has an overhead element, it should have a minimum clear height of 3m to permit
people to pass underneath.
•The work will be installed on the concrete base which is located in a bed of rocks
hence the work should not promote direct interaction.•Must be mounted onto the concrete base.•Currently, DRPS is performing examination of the location as the roads are scheduled for
construction and upgrades from 2024 to 2026 which will affect the unveiling of artwork.
The work’s official unveiling might be postponed as well the work may be covered until
the road work is completed for safety and preservation purposes.
8
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Terms of Reference
RFBWP
Artwork Materials, Maintenance and Public Safety
•Digital, multi-media and 2 dimensional artworks are not being considered for this
project.•Artwork materials should be suitable for a lasting public, outdoor sculptural artwork.•Artwork that incorporates live plants, water source or fountain will not be considered.•Artwork that relies on digital projections or light fixtures will not be considered.
•Materials selected can make a significant difference regarding the life span of apermanent artwork in an outdoor environment. However, material selection alone is not
the only determining factor, quality of workmanship, fabrication, and design details all
play a significant role in an artwork’s durability.•Materials recommended must be available locally and adhere to safety standards.
•Artwork construction of any freestanding sculptural artwork must conform to the
Ontario Building Code. Municipal codes and by-laws are available on the City of
Pickering’s webpage: https://www.pickering.ca/en/city-hall/zoning-by-laws.aspx
•All artwork components must be able to shed water (avoiding problems of water build up
and infiltration), be durable and constructed of materials resistant to oxidation and
corrosion.
•Wintertime salt spray should be taken into account.•The artwork should be designed to minimize the potential for defacement, graffiti,
vandalism, skateboarding, etc. Most materials will require an anti-graffiti coating.
•The artwork must not have components that are sharp, easily climbable or encourageclimbing.
•The artwork must not interfere with site maintenance, including snow removal during
winter months.•The artwork should not create a situation where a lack of visibility creates a securityrisk orperceived security risk.
Access and Views
•The artwork must be designed to be barrier-free and accessible to maintenance staff, in
all seasons•The artwork shall be designed to be viewed from all sides and not be one sided•The artwork should not interfere with pedestrian flow and traffic.
•Artists (artist teams) should take into account that the site is a public space
frequented by people of all ages.•Viewers of the artwork will be primarily users who travel the route, as well as passing
pedestrians and residents of the area.
All public art submissions must include a detailed manual from the artist outlining the
maintenance and/or conservation plan.
The selected artist will be required to submit drawings certified by a structural engineer licensed
to operate in Ontario, at their own expense.
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Terms of Reference
RFBWP
Artist Proposal Requirements
The short-listed artists are invited to submit and present in-person their conceptual design
proposal in a PowerPoint presentation. Short-listed artists will be paid a fee of $1,500.00
(including HST) for their submission of a complete conceptual design proposal.
Short-listed artists must attend an interview and present their proposals (online presentations may
be accommodated) to the public art jury the week of February 5, 2024.
Design proposals must include: •Written Project Description and Artist Statement.
•Proposal concept sketches, renderings, design details, and a plan to show location.
•Details on proposed materials and any other relevant information to explain theproposed project.
•A preliminary budget outlining critical costs such as production/fabrication, professional
fees, such as engineering drawings, etc., transportation and installation including
proposed payment timeline.•Preliminary list of sub-contractors, fabricators, collaborators for the project
•Preliminary Conservation or Maintenance Plan and projected maintenance costs for
25 years
Deadline for submissions is February 5, 2024 at 4 pm, EDT.
Email submissions to: sbarakov@pickering.ca
Post Competition Procedure
Final Recommendation and Awarding of the Commission
•The Public Art Jury will select one finalist artist (artist team) and make its
recommendation to the City.•No appeals from artists (artist teams) are permitted.
•The Public Art Jury may offer suggestions as to ways the design concept could be
refined.•The Public Art Jury may elect not to choose a finalist artist (artist team).
•No official winner of the competition may be made public until the agreement between
the City of Pickering and the finalist artist (artist team) has been determined.
Ownership, Use of the Artwork by the Finalist Artist (Artist Team) and Copyright
Artwork acquired for the Public Art Collection shall become the property of the City of Pickering
except those artworks subject to the parameters for Temporary Public Art as outlined in CUL
130 Public Art Policy.
The City will respect the artist's right of authorship and the integrity of the public art. Except in
very rare circumstances, the Artist(s) shall own all Intellectual Property in the work developed.
Following best practice in North American Public Art Programs, they will not be asked to waive
their Artist Moral Rights or assign their copyrights.
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Terms of Reference
RFBWP
Artist(s) will be asked to provide a royalty-free non-commercial license to the City of Pickering
for images of their work in perpetuity.
Artist(s) must attend the unveiling event and give a short speech regarding their work.
Basic Conditions – Future Agreement(s) between the Finalist Artist (Artist Team) and
City of Pickering
The finalist artist (artist team) and the City of Pickering will enter into an Agreement, which will
include the identification of the scope of work to be performed by the artist, payments and
performance schedules to be followed.
Questions & Contact
Artists may submit questions about any aspect of this competition by email to the following
address: sbarakov@pickering.ca
Stoyan Barakov
Coordinator, Public Art
Community Services M:
289.200.7829
T: 905.420.4660 ext.1097
sbarakov@pickering.ca
Attachment 1: Site drawings of the base for the sculpture
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7
S102-0
3-15MCONT TOP 300 10ML-BAR@ 300 o/c
NOTCHTBD 25 CHAMFERCORNER
TYP
XA 10MTIES @ 300 o/c M
05 4-15MT&B OF FTG 4
T/O GRADE 2
NS102-0 IM
003 NOTES:
1. REFER TO CIVIL FORLOCATION
600 & ELEVATIONOF CONCRETE.
TR NOTES: UE
NORTH 1. PROVIDECONSTRUCTIONJOINT AT A MAXIMUMOF 18mc/c UNO. SUBMIT LOCATIONSTO CONSULTANT FOR REVIEW.
P
R
O 2. PROVIDE38x89VERTICALKEYWAYATCONSTRUCTION JOINT LOCATIONS.N
O
J
E
R C
T BENCH 3. REFER TO ARCHITECTURAL DRAWINGSFORLOCATION ANDEXTENT OF BENCHWALL.T
H
1 2 BENCHSECTION
S102-0 S102-0SCALE: 1 : 50 SCALE: 1 : 20
ALTERNATE ORIENTATION
OF BLOCKS EACHCOURSE 2300
10MSTIRRUPS @ 200CONFIRM w/ ARCH
6
S102-0
J JCC
4-15MVERTS FULL
HEIGHT OF PILASTER
(1-EACHCORE)
4
C L S102-0
5 BIKE SHELTER
MASONRYPILASTER
REFERTO LANDSCAPE DWGS S102-0 SCALE: 1 : 20
PRECAST MASONRY CAP ANCHORBIKE SHELTER TO REFER TO ARCH FOUNDATIONINACCORDANCE CJ CJ w/ MANUFACTURER'S
RECOMMENDATIONS 15M250 EPOXY COATEDDOWEL
EXTEND150 INTOPILASTER& 15MU-BAREQUALLY EPOXIEDINTO CAP 10MTIES @250 o/c SPACEDE/W TOP TOP 3 @ 50 o/c SIM 5 190 CMUPILASTER RE REFER TO 5/ S102-0 R S101-0 T/O GRADE UT FOR LAYOUT
CAFUN 4-15M1300 DOWELS H A 40 C M 0 EMBED600 (MIN)INTO R 0AR7/CONCFOUNDATION E3w8T 16-20MDOWELS EXTEND
3 5 CJ CJ
0 M L6E53 TO TOP OF PILASTER 50 CHAMFER RI HFS TYP N E 150 THK CONCRETE SLAB-ON-GRADE
O KCI r/w15M@ 300 o/c E/WMID-DEPTHON 0B
/w MIN150 THK GRANULARMEETING REQUIREMENTS OF OPSS
020 T/O GRADE
M COMPACTEDTO A MIN100% SPMDD
03RIFOVERPREPAREDSUBGRADE AS PER 400 NO GEOTECHNICAL REPORT 1375x1375x700 DP 5CSIZE & LOC'NTO BE CONFIRMED w/ ARCH CONCPILASTER 7
TYP 6-15M@ 300 o/c E/WBOT NOTE:
SLAB REINFORCEMENT NOT SHOWNFORCLARITY.
20Ø THREADEDRODS EPOXY ANCHORED 10MTIES @300 o/c
INTO PILASTERINACCORDANCE w/ BIKERACKSECTION NI TOP-3 @100 o/c 4 CJ CJ MMANUFACTURER'S RECOMMENDATION 0S102-0 0COORDINATE LAYOUT OF ANCHORRODS w/
SCALE: 1 : 20 51BIKE SHELTER MANUFACTURER
TYP
12-15MVERT BARS
75 (4-EACH SIDE)
COVER NOTES:
1. REFER TO ARCHITECTURAL & LANDSCAPE
C L DRAWINGS FORLOCATIONS. 1700x1700x300 DP
CONCFOOTING 740 x740 PIER TYP 6-19Ø x 600 LG STAINLESS
760 STEEL HOOKEDANCHORS 6 MASONRYPILLARSECTION AT 500Ø CIRCLE PATTERN
S102-0 SCALE: 1 : 20
J J R 0CCFINISHED G ADE 01
PROJECT
NORTH
E UR H POUREDCONCBASE FOR PUBLIC T TRON ART INSTALLATIONr/w8-15MVERT
3 BIKESHELTERFOUNDATIONPLAN CAGE & 10MTIES @300 o/c
S102-0 SCALE: 1 : 20
00
81
NOTES:
1. FOUNDATION HAS BEEN DESIGNED FORA MAX
2500mmHIGHx 1000mmWIDE ART INSTALLATION
WITHA MAX WEIGHT OF 1500 kg.
2. Mf AT TOP OF PIER= 3.5 kNm
3. Vf AT TOP OF PIER= 2.5 kN
7 ART INSTALLATIONFOUNDATION
S102-0 SCALE: 1 : 20
Shell Canada Products
HEAD OFFICE
400, 4th Avenue SW, Calgary, Alberta
3292 Production Way, Burnaby, BC V5A 4R4
604.444.6400 T 640.294.8597 F
300, 134 11 Avenue SE, Calgary, AB T2G 0X5
403 245 5501 T 403 229 0504 F
ISSUED FOR
0 2022.04.25 CONSTRUCTION DOCUMENTS
1 2022.07.06 CRS002
METRIC
THIS DRAWING IS COPYRIGHTED AND MUST NOT BE USED,
REPRODUCED, OR REVISED WITHOUT WRITTEN PERMISSION.
ALL DIMENSIONS ARE IN MILLIMETERS UNLESS OTHERWISE NOTED.
VERIFY DIMENSIONS.
DO NOT SCALE THIS DRAWING.
REPORT INCONSISTENCIES AND OMISSIONS TO THE CONSULTANT
FOR CLARIFICATION BEFORE COMMENCING WITH THE WORK.
DEVIATIONS FROM THE CONTRACT DOCUMENTS WITHOUT
WRITTEN APPROVAL FROM THE CONSULTANT ARE SUBJECT TO
CORRECTION AT THE CONTRACTOR'S EXPENSE.
SEAL
KINGSTON & WHITES
KDR
690 KINGSTON ROAD
PICKERING, ONTARIO
LOT 29, PLAN 40R-5414, PART 1
SITE DETAILS
DRAWN: MDB CHECKED: DL
PLOT DATE: 7/6/2022 8:24:15 AM
102-0
AECOM FILE NAME
S102-0-DET-KRW-IFBP
ON100021 - 2002350
C:\Revit\Local
Files\DLG_2002350_ST_Site_BHermann@dialogdesign.ca.rvt
S
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Attachment 2 to Report CS 05-24
Call to Artists – Expression of Interest (EOI)
Public Art Commission for Kingston Road and Whites Road, Pickering Deadline: October 30, 2023 at 4 pm EDT.
Photo from the North-West corner of Kingston Road and Whites Road where the artwork is to be located.
Artist Opportunity
The City of Pickering invites artists or artist teams to respond to this Call for Artists
to create a permanent outdoor public artwork to be installed at the North-West
corner of Kingston Road and Whites Road, Pickering.
As per the City of Pickering’s Public Art Policy (CUL 130) an artist is defined as the designer/creator of an artistic work and can include, but is not limited to, a professional artist, graphic designer, collaborative team, architect, or landscape
designer.
The total budget for the project, including artist fees, materials, and installation is $80,000 (including HST).
The successful artist/ artist team will be selected through a two-stage process.
One (1) artist/ artist team will be awarded the opportunity*. *This project and budget is subject to Council approval in 2024.
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Site Background
The City of Pickering resides on land within the Treaty and traditional territory of the Mississaugas of Scugog Island First Nation and Williams Treaties signatories of the Mississauga and Chippewa Nations.
Kingston Road, also known as Highway 2, holds significant historical importance as one of the oldest travel and trade routes connecting Toronto to eastern Ontario.
Before Kingston Road became a colonial route under John Graves Simcoe, it
existed as a trail used by Indigenous peoples, likely for thousands of years. The
trail played a vital role in connecting Indigenous communities and was used as a significant travel route by First Nations peoples long before European settlement.
The trail served as a crucial link between Lake Ontario and Lake Simcoe, enabling
Indigenous peoples to access important resources, such as fish, game, and plants, in different seasons. It also facilitated trade networks, allowing for the exchange of goods, knowledge, and cultural practices between Indigenous communities.
In the late 18th century, John Graves Simcoe incorporated the existing trail when
establishing a colonial route between Toronto and Kingston in order to foster trade, settlement, and military connections within Upper Canada.
Today, Kingston Road continues to connect people and facilitate trade across
Ontario.
Project Brief
The City of Pickering’s Cultural Strategic Plan (2014) outlines the City’s commitment to collaborate with the community to celebrate our cultural diversity,
heritage and the arts; to sustain our natural environment; to foster a creative economy; and to strengthen our vibrant neighborhoods.
The artwork will be located at the North-West corner of Kingston Road and Whites
Road, Pickering. The City has already designated the location and has installed
the surface onto which the work can be secured. Detailed Terms of Reference will be provided to the shortlisted artist/ artists teams to help them prepare their concept.
Budget
$80,000 CAD including HST (maximum)*. This is the total amount available for all related expenses of this public art project including, but not limited to: artist
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fees, all applicable taxes, detailed renderings, materials, technical consultations
and approvals or other expertise as required, fabrication, installation, insurance, equipment, travel to meetings and to the site, and an artist statement for completed work.
*Subject to Council approval.
The selected artist will enter into a written agreement with the City of Pickering following the approval of the acquisition of the public art outlined in the City’s Public Art Policy.
This agreement will address the artist's obligations, which include, but are not limited to:
•Materials
•Timelines•Installation•Maintenance and/or conservation plans•Warranty•Copyright, Intellectual Property and Moral Rights
•Payments to sub-contractors
Selection Process
Stage 1: Call to Artists – Expression of Interest (EOI)
A public art jury comprised of city staff, practicing arts professionals, and community members will be established for the evaluation of the Stage 1 submissions.
EXPRESSION OF INTEREST (EOI) SUBMISSIONSArtists/ Artist teams are invited to respond to this EOI by submitting a single pdf document including:
•CV: Professional resume (3-pages max). If submitting as a team, anindividual resume should be submitted for each team member.
•Artist statement: describe your interest in this project and share your
experience in the field. You can submit a written document (1-page max) orrecord an audio or video message (MP3 or MP4 file, max 20 MB).
•Portfolio of past work: Examples of relevant work. You may include
multiple images per project on 1 page of a maximum to 10 projects (10-
pages). Add tittle, year, scope, budget and a short description.
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•References: A list of at least two professional references familiar with yourwork and working methods. The list must include name, title, complete e-mail addresses and telephone numbers.
Submissions must be sent by email to: sbarakov@pickering.ca Subject: LastName_EOI:KingstonRDDeadline: October 30, 2023 at 4 pm EDT.
If the submissions exceed 20 MB, artists should contact Stoyan Barakov,
Coordinator, Public Art who will provide a link to an external file share program.
Incomplete submissions or submissions received after the deadline will notbe juried.
Stage 2: Request for Proposal (RFP)
The Public Art Jury will review all submissions and identify a short-list based on artistic excellence and demonstrated or perceived ability to create and execute an innovative, engaging public artwork that is complementary to the overall design
scheme and community context.
The Jury will select a short-list of three (3) artists/artist teams for Stage 2 – Request for Proposal (RFP). Each of the three (3) artists/artist teams will be compensated $1,500 CAD plus HST for their time and the creation of concept for
Stage 2.
The short-listed artists will be notified by Week of November 6, 2023 and invited to submit a conceptual design proposal to the Public Art Jury and City of Pickering staff. As part of the process, short-listed artists must attend an in-person interview
and present their proposals (online presentations may be accommodated) to the public art jury during the week of December 18, 2023.
A detailed Terms of Reference project document will be provided to help short-listed artists prepare their proposals.
When evaluating specific artwork proposals, the Public Art Jury will consider the vision, mandate and objectives of the Public Art Program and the objectives listed in the Public Art Opportunity outlined on Page 1 of this Call to Artists. The Public Art Jury (as per section 07.02 of the City of Pickering Public Art Policy (CUL 130)
will also consider the artist's:
•Artistic excellence of previous work;
•Ability to achieve the highest quality of contemporary artistic excellence and
innovation;
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•Professional qualifications and relevant working experience as related tothe public art project brief;
•Ability to manage a project and experience working with a design team,
project team and/or community group, as appropriate;
•Potential to comprehend, access and interpret relevant technicalrequirements; and,
•Interest in and understanding of the public art opportunity and the context.
The proposals may be used by the city of Pickering in meetings with stakeholders and staff.
Anticipated Schedule
It is expected that the commissioned artist(s) will comply with the project’s general timeline dates, as stated below:
Date* Project Phase
September 25, 2023 Issue Call to Artists: EOI
October 30, 2023 Call to Artists: EOI Submissions due
Week of November 6, 2023 Shortlisted Artists notified
Week of December 4, 2023 Conceptual Proposals due
Week of December 18, 2023 Artists presentations
February, 2024 Deadline to notify selected Artist
Technical Review with project staff. This meeting
will provide the selected Artist with further March, 2024 technical specifications and feedback on the submitted conceptual artwork from lead project staff from the City Project Contract signed and executed for project March, 2024 deliverables*. *Subject to Council approval of the project
September 2024 Anticipated installation date
*Schedule is subject to change
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Accessibility
The City will provide accommodations throughout the selection process to applicants with disabilities. Please notify Stoyan Barakov, Coordinator, Public Art at 289.200.7829 or sbarakov@pickering.ca of the nature of any accommodation(s)
that you may require in respect of any materials or processes used to ensure your equal participation.
Reserved Rights of the City of Pickering
The City of Pickering, at its sole discretion, may request clarification or request
additional information, as deemed necessary to evaluate the submissions. The City retains the sole discretion to determine whether a submission is responsive and if the prospective Artist or Artist Team is capable of performing the Work. The
City reserves the right, at it sole discretion, to determine the number of pre-
qualified Artists or Artist Teams. The City reserve the right to not proceed with awarding a contract.
Publication of Information
The City of Pickering shall have the exclusive rights to issue all public announcements regarding the competition.
Additional Information
For any additional information or questions please contact: Stoyan Barakov, Coordinator, Public Art at 289.200.7829 or sbarakov@pickering.ca.
6
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Report to
Executive Committee
Report Number: CS 06-24 Date: April 2, 2024
From: Laura Gibbs
Director, Community Services
Subject: Greenwood Recreation Association Lease Agreement
-Lease Agreement Renewal
-File: A-1440-001
Recommendation:
1.That the Mayor and City Clerk be authorized to execute t he Lease Agreement withGreenwood Recreation Association set out in Attachment 1 to this report, subject tominor revisions as may be required by the Director, Community Services and theDirector, Corporate Services & City Solicitor; and
2.That the appropriate City officials be authorized to take the necessary actions as
indicated in this report.
Executive Summary: The purpose of this report is to renew the lease agreement with
Greenwood Recreation Association for a two-year term beginning July 1, 2024 and ending
June 30, 2026.
The City of Pickering has an existing Lease Agreement with Greenwood Recreation Association (The Association) to operate the Greenwood Community Centre for a four-year term beginning July 1, 2020 and ending June 30, 2024. The Association is responsible for
operating the municipally-owned facility which includes permitting and cleaning the premises.
Construction of the Pickering Heritage & Community Centre (PHCC) has begun, and the new community centre is anticipated to open to the public in 2026. At that time, Greenwood Community Centre will be decommissioned and the range of recreation and leisure programs at Greenwood Community Centre will endeavoured to be offered at PHCC by the City. The
Greenwood Recreation Association is in favour of this renewal term and the conditions set out
in the lease agreement.
The Community Services Department recommends that the renewal lease agreement set out in Attachment 1 of this report, be initiated with Greenwood Recreation Association for a two-year term beginning July 1, 2024 and ending June 30, 2026.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan Priority of Advocate for an Inclusive, Welcoming, Safe & Healthy Community; and Strengthen Existing and Building New Partnerships.
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CS 06-24 April 2, 2024
Subject: Greenwood Recreation Lease Agreement Page 2
Financial Implications: The City of Pickering is responsible to fund the general maintenance costs of the Greenwood Community Centre such as utilities, water treatment
systems, septic systems and snow removal for the parking lot. This annual cost is
approximately $23,100 and is reflected in the Community Services current budget. Not included in these costs are capital projects that vary year-to-year depending on the need.
As a condition of this lease, Greenwood Recreation Association will continue to fund the day-to-day costs to operate the community centre, which is offset by rental revenue generated through facility permits.
Discussion: The purpose of this report is to renew the lease agreement with Greenwood
Recreation Association for a two-year term beginning July 1, 2024 and ending June 30, 2026.
On June 29, 2020, Council approved Resolution #350/20 authorizing the execution of a lease with Greenwood Recreation Association to operate the Greenwood Community Centre. The current lease agreement is set to expire June 30, 2024 and therefore staff are seeking approval from Council to enter into a lease agreement renewal for a two-year term beginning July 1, 2024 and ending June 30, 2026. The renewal is for a two-year term because the
Greenwood Community Centre will be decommissioned with the opening of the new Pickering
Heritage & Community Centre in Spring 2026.
Staff have consulted with Greenwood Recreation Association in the preparation of the draft lease agreement and they are agreeable to its terms. This Association has operated the Greenwood Community Centre to the satisfaction of the City.
As per the attached lease agreement, Greenwood Recreation Association will continue to book the premises for non-profit functions, charity events, receptions and any other City-approved purpose, receiving 100 percent of the rental fees. More specifically, the association permits the facility for a fee to a Karate school and for various private rentals that includes the Act One School of Drama, Valley View School and filming, all of which are subject to all municipal noise
bylaws and the facility hours of operation. Greenwood Recreation Association also uses the
Greenwood Community Centre to host a variety of community events such as Summer Kick Off BBQ, Novemberfest, Greenwood Fling Dance and Christmas Potluck.
The association is responsible to clean the facility at their expense and coordinates all facility rentals, keeping 100 percent of rental revenue. The association received $3,000 through the
Karate program in 2023. The annual revenue in 2023 from permitted rentals (other than Karate) netted $0 after expenses paid, including cleaning supplies, cleaning services, community events and insurance.
As a result, the Community Services Department recommends that a lease agreement be initiated for Greenwood Recreation Association to continue to operate the Greenwood
Community Centre as laid out in Attachment 1 for a two-year term beginning July 1, 2024 and
ending June 30, 2026.
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CS 06-24 April 2, 2024
Subject: Greenwood Recreation Lease Agreement Page 3
Attachment:
1.Greenwood Recreation Association Lease Agreement
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Suzanne Moore Laura Gibbs, MBA, MSc. Supervisor, Community Services Administration Director, Community Services
LG:sm
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 CS 06-24
Lease Agreement
This Lease is made as of the 1st day of July, 2024.
Between:
Definitions
1. In this Lease,
(a)"Commencement Date" means July 1, 2024;
(b)"Lease" means this lease as it may be amended from time to time;
(c)"Premises" shall mean that portion of Greenwood Community Centre
located at 3551 Greenwood Road, Pickering, ON L0H 1H0, being
comprised of the first floor hallways, concession area, and storage rooms,
and the second floor multi-purpose hall with kitchen, adjacent hallways,
and washroom facilities as shown on the sketch attached hereto as
Schedule “A”;
The Corporation of the City of Pickering
(the "City")
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Greenwood Recreation Association
(the "Association")
Article I
Interpretation
(d)"Rent" means the rent payable pursuant to Section 25; and
(e)"Term" means the term of this Lease as set out in Section 20.
Headings
2.The division of this Lease into articles, sections, subsections and schedules and the
insertion of headings are for convenience of reference only and shall not affect the
construction or interpretation of this Lease.
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2
Schedule
3. Schedule “B” (City’s Alcohol Management Policy) and Schedule “C” (City’s
Conditions of Agreement) are incorporated into and form part of this Lease.
Severability
4. All of the provisions of this Lease are to be construed as covenants even where
not expressed as such. If any such provision is held to be or rendered invalid,
unenforceable or illegal, then it shall be considered separate and severable from
this Lease and the remaining provisions of this Lease shall remain in force.
Number
5.Wherever a word importing the singular number only is used in this Lease, such
word shall include the plural. Words importing either gender or firms or
corporations shall include the other gender and individuals, firms or corporation
where the context so requires.
Governing Law
6.This Lease shall be governed by, and interpreted and enforced in accordance
with, the laws in force in the Province of Ontario and the laws of Canada
applicable therein.
Entire Agreement
7.This Lease constitutes the entire agreement between the parties concerning the
Premises and may only be amended or supplemented by an agreement in writing
signed by both parties.
Article II
Grant and Use
Grant
8. In consideration of the performance by the Association of its obligations under
this Lease, the City leases the Premises to the Association for its use during the
Term.
Association’s Use of Premises
9. The Premises shall be used only for functions by not-for-profit organizations,
other organizations pre-approved in writing by the City, charity events, non-
commercial receptions and for no other purpose without the prior written consent
of the City which consent may be arbitrarily withheld.
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3
10.The Association’s use of the Premises shall be in accordance with the City’s
Alcohol Management Policy (Schedule “B”) and Conditions of Agreement
(Schedule “C”).
11.The Association shall have the exclusive use of the Premises every Tuesday and
Thursday from 6:30 pm until 12:00 am and every Saturday morning from 7:00 am
until 12:00 pm.
12. Subject to Section 11, the Association is only permitted to use the Premises
when the Premises is open to the public. The Association is required to use the
Premises within the same operating hours as the Premises’ operating schedules,
which schedules shall be determined solely by the City from time to time. The
City reserves the right, in its sole discretion, to alter the operating schedules and
the City will not be responsible for any losses or damages including any lost
revenues and/or expenses incurred by the Association due to operating schedule
changes and/or Premises closures, for any reason whatsoever.
Nuisance
13. The Association shall not carry on or permit to be carried on any activities or do
or suffer any act or thing that constitutes a nuisance or which is offensive or an
annoyance to the City.
City Use of Premises
14. The City shall have first right of refusal to use the Premises. The Association
shall not be entitled to any rental fees or other remuneration associated with the
use of the Premises by the City.
Assignment and Subletting
15. Subject to Section 16, the Association shall not assign this Lease or sublet all or
any portion of the Premises without the prior written consent of the City, which
consent may be arbitrarily withheld.
Licences
16.The Association may grant licences to licensees approved in writing by the City
to use the Premises provided,
(a)the term of the licence does not exceed one (1) year;
(b)the licensee agrees to comply with Sections 9 and 10 of this Lease; and
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4
(c) the Association agrees that it shall only charge such fees for the rental of
the Premises at the rate that is approved by the City from time to time.
The City and the Association shall establish the approved rental fee rate
yearly throughout the Term.
(d) provided that, if required by the City, the proposed licensee enters into a
separate agreement with the City
17. The Association shall retain 100% of all licence fees recovered for use of the
Premises.
18. The Association shall submit a written report to the City every six months
documenting the source and amount of all licence fees received by the
Association for the Premises.
19. The Association shall submit their annual financial statement to the City by
February 15th of each year of the Term.
Article III
Term
Term
20. The term of this Lease shall be for (2) years commencing on the Commencement
Date and expiring on June 30, 2026.
21. Notwithstanding anything else contained herein, this Lease may be terminated by
either party for any reason upon six month’s notice to the other in writing.
22. Upon the expiry or earlier termination of this Lease, the Association shall
surrender to the City possession of the Premises and all the rights of the
Association under this Lease shall terminate (but the Association shall,
notwithstanding such termination, be liable to the City for any loss or damage
suffered by the City by reason of any default of the Association).
23. If the City shall declare this Lease to be terminated pursuant to Section 21, the
City will not be liable to the Association for any damage or loss occasioned
thereby.
Overholding
24. If the Association remains in possession of the Premises after the expiry of the
Term, there shall be no tacit renewal of this Lease or the Term, notwithstanding
statutory provisions or legal presumption to the contrary, and the Association
shall be deemed to be occupying the Premises from month to month upon the
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5
same terms, covenants and conditions as are set forth in this Lease insofar as
they are applicable to a monthly tenancy.
Article IV
Rent
Rent
25. The Association shall pay to the City as rent for the entire Term in lawful money
of Canada the sum of One (1) Dollar ($1.00).
Gross Lease
26. The City acknowledges that this is a gross lease and agrees to pay all charges,
impositions and outlays of every nature and kind relating to the Premises except
as expressly set out in this Lease.
Article V
Maintenance, Repairs and Alterations
Maintenance of Premises
27. The Association shall maintain and operate the Premises so the Premises shall
always be of good appearance and suitable for proper operation.
28. The Association shall provide general maintenance services to the Premises at
its expense and shall provide all necessary cleaning and maintenance supplies
such as cleaning products and cleaning equipment.
29. In accordance with the Occupational Health and Safety Act and the WHMIS
Regulation R.R.O. 1990, Reg 860, as amended by O. Reg 36/93, or its
successors, the Association shall be responsible to maintain a binder containing
safety data sheets for all hazardous products stored or used on the Premises.
The said binder must be kept current at all times and be available for reference
by users of said products.
30. The Association shall be responsible to provide the City with:
(a) WHMIS training certification of individuals working with cleaning
products and/or hazardous materials on the Premises and of
Association members working alone or overseeing any
maintenance tasks performed on the Premises; and
(b) Completed Ministry of Labour Health & Safety Awareness Training
for Supervisors for those same individuals.
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Premises.
Security
35. The Association shall be responsible for the security of the Premises. The
Association will ensure that no copies of the keys to the Premises are made or
6
31. The Association shall be responsible for all day-to-day operating expenses,
including, but not limited to, garbage removal from the facility to the exterior
storage bin. The Association shall not be responsible for utilities.
32. The City shall provide snow removal services for the parking lot, sidewalks,
walkways and all other areas of pedestrian passage on the Premises.
33. (1) Subject to subsection (2), the City shall be responsible for all inspections,
preventative maintenance, and replacement at its sole discretion, with
respect to:
(a) HVAC equipment;
(h) parking lots; and
(i) lawn care, landscaping and pest control.
(2) The Association shall be responsible for any damages or costs incurred
due to the misuse or negligence of the Association, its employees,
invitees, servants, agents, or others under its control and the Association
shall pay to the City on demand the expense of any repairs including the
City’s reasonable administration charge necessitated by such negligence
or misuse.
The Association shall immediately notify the City of any unsafe conditions on the
(b) electrical systems (including lighting);
(c) water supply, treatment and septic systems;
(d) plumbing system and fixtures;
(e) roofs;
(f) exterior cladding;
(g) doors and hardware;
34.
given to third parties (even temporarily) without the prior written consent of the
City. Only Association representatives that have signed for keys with the City, or
parties granted written consent by the City, will be authorized to be in possession
of keys to the Premises.
36. Notwithstanding the foregoing, the City authorizes the Association to temporarily
provide existing keys to permit holders of the Premises to permit access to the
facility for setup, events and clean up. The Association remains responsible for
issuance and prompt collection of these keys from such permitted parties. Lost
or missing keys shall be reported promptly to the City, which may, at its
discretion, recover the cost of replacement keys or cylinders from the
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Certificate of Insurance in a form satisfactory to the City Treasurer, verifying that
the commercial general liability insurance policy is in effect and setting out the
essential terms and conditions of the insurance.
7
Association.
37.Any keys provided to the Association, or its licensees, must be returned to the
City immediately upon request.
Alterations/Improvements to Premises
38.The Association shall only be permitted to make alterations and improvements to
the Premises that have been approved by the City.
Article VI
Insurance and Indemnity
Association's Insurance
39.
40.
41.The provision of the insurance policy required by this Section shall not relieve the
Association from liability for claims not covered by the policy or which exceed its
limits, if any, for which the Association may be held responsible.
42.The Association is responsible for insuring all their equipment, contents, and
leasehold improvements.
The Association, at its sole cost and expense, shall take out and keep in full force
and effect throughout the Term,
(a) insurance upon property owned by it which is located on the Premises;
and
(b) commercial general liability insurance pertaining to the Association’s
liability to others in respect of injury, death or damage to property
occurring upon, in or about the Premises, such insurance to be of an
amount not less than five million dollars ($5,000,000.00) for claims arising
out of one occurrence. Such policy shall also name the City as an
additional named insured and may not be cancelled unless prior notice by
registered letter has been given to the City by the insurer 30 days in
advance of the expiry date.
Prior to the Commencement Date, the Association shall file with the City a
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8
Insurance Risks
43.The Association shall not do, omit to do, or permit to be done or omitted to be
done upon the Premises anything that may contravene or be prohibited by any of
the City's insurance policies in force from time to time covering or relevant to any
part of the Premises or which would prevent the City from procuring its policies
with companies acceptable to the City. If the conduct of business in the
Premises or any acts or omissions of the Association on the Premises causes or
results in any increase in premiums for any of the City's insurance policies, the
Association shall pay such increase to the City.
Limitation of City's Liability
44. The City shall not be liable for any bodily injury or death of any person, or loss or
damage to any property belonging to the Association or its employees, invitees
or licensees or its guests, or to any other person in, on or about the Premises,
unless caused by the gross negligence of the City.
Indemnification
45. The Association shall indemnify and save harmless the City, its directors,
officers, employees, elected officials, agents, contractors and representatives
from and against any and all actions, losses, damages, claims, costs and
expenses (including, without limiting the generality of the foregoing, all claims for
personal injury, death and/or property damage) and also damages arising from
any breach of this Lease by the Association or from any act or omission of the
Association or those for whom the Association is at law responsible in or around
the Premises arising from the Association’s use and occupation of the Premises.
The City shall not be liable for any loss or damage to any property belonging to
the Association or to any other persons or for any injury to any person while such
person or property is on the Premises, unless such loss, damage or injury is
caused directly by the negligence of the City, or those for whom the City is at law
responsible. This provision shall survive the expiration or earlier termination of
this Lease.
Article VII
Remedies on Default
City's Right to Re-Enter
46.If any amount payable to the City under this Lease shall remain unpaid for fifteen
(15)days after the Association has received notice thereof, then it shall be lawful
for the City at any time thereafter to re-enter the Premises.
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default.
Right of Entry
9
City's Right to Remedy Default
47. In addition to all other remedies the City may have under this Lease and in law, if
the Association is in default of any of its obligations under this Lease, and such
default has continued for a period of ten (10) days after receipt of notice by the
Association (or such longer period as may be reasonably required in the
circumstances to cure such default, except in an emergency where the City will
not be required to give notice), the City, without prejudice to any other rights
which it may have with respect to such default, may remedy such default and the
Association shall be responsible for all such costs. Furthermore, the City may
terminate the lease immediately.
Waiver
48. No condoning, excusing or overlooking by the City of any default, breach or
non-observance by the Association at any time or times in respect of any
covenant, obligation or agreement under this Lease shall operate as a waiver of
the City’s rights hereunder in respect of any continuing or subsequent default,
breach or non-observance, or so as to defeat or affect in any way the rights of
the City in respect of any such continuing or subsequent default or breach, and
no waiver shall be inferred from or implied by anything done or omitted by the
Association save only an express waiver in writing.
Article VIII
Miscellaneous
The City shall permit the Association to peaceably possess and enjoy the
Premises during the Term without any interference from the City, or any person
lawfully claiming by, from or under the City provided the Association is not in
Quiet Enjoyment
49.
50.The Association agrees to permit the City and authorized representatives of the
City to enter the Premises at any time for the purpose of inspecting the Premises.
The City shall use its best efforts to minimize the disruption to the Association's
use of the Premises during any such entry.
Signs
51.The Association may only erect signs on the Premises with the City’s prior written
approval. All such signs shall be removed from the Premises at the end of the
Term.
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10
Compliance with Laws
52.The Association, at its sole cost and expense, shall comply with all legal
requirements (including statutes, laws, by-laws, regulations, ordinances, orders,
rules and regulations of every governmental authority having jurisdiction) that
relate to the use of the Premises by the Association or the making of any
improvements to the Premises by the Association.
Notice
53. Any notice required to be given by the City to the Association under this Lease
shall be in writing and shall be delivered to the Premises or such other address of
which the Association has notified the City in writing, and any such notice
delivered shall be deemed good and sufficient notice under the terms of this
Lease.
54. Any notice required to be given by the Association to the City under this Lease
shall be in writing and shall be delivered to The Corporation of the City of
Pickering, Pickering Civic Complex, One The Esplanade, Pickering, Ontario, L1V
6K7 (Attention: City Clerk) or such other address of which the City has notified
the Association in writing, and any such notice delivered shall be deemed good
and sufficient notice under the terms of this Lease.
Successors and Assigns
55. This Lease shall enure to the benefit of and be binding upon the parties and their
respective successors (including any successor by reason of amalgamation or
statutory arrangement) and permitted assigns.
Title
56. The Association hereby agrees to keep title to the Premises, including every part
thereof, free and clear of any lien, encumbrance or security interest or notice
thereof. The Association shall not enter into any agreements for the Premises
which would run with the Premises and become an obligation of the City upon
termination or expiration of this Lease.
Force Majeure
57.The City shall not be liable for any damages caused by any delay or failure to
perform the whole or any part of this Lease, where such performance is made
impossible or impractical due to any cause direct or indirect, beyond the control
of the City, including, but not limited to, labour disruptions, strikes, lockouts, fire,
flood, storms, acts of nature, natural disasters, acts of war, insurrection and
terrorism, outbreak, pandemic, epidemic, disease or emergency.
- 194 -
11
Registration
58.The Association shall not have the right to register this Lease or notice thereof
against title to the Premises or any part thereof.
Schedules
59. Schedules “A”, “B” and “C” attached hereto form part of this Lease.
In Witness Whereof the Landlord has executed this Lease
Dated at ____________________ this ______ day of ____________________, 2024
The Corporation of the City of
Pickering
________________________________
Kevin Ashe, Mayor
________________________________
Susan Cassel, City Clerk
In Witness Whereof the Tenant hereby accepts the above Offer
Dated at ____________________ this ______ day of ____________________, 2024
Greenwood Recreation Association
________________________________
Lynette Heavener, President
I have authority to bind the Corporation.
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GROUND FLOOR
GREENWOOD COMMUNITY CENTRE >;;:;;}'{;; PREMISES
0 ,__, 1...1 5 1...1 1...1 METRES 'w-1 10 I
NORTH
SCHEDULE 'A'
SECOND FLOOR
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Schedule 'B'
The Corporation of the City of Pickering
Community Services Department
MUNICIPAL ALCOHOL POLICY
February 2024
Purpose
The purpose of this policy is to endeavor to ensure the appropriate
management of the use and consumption of alcoholic beverages in
municipally owned facilities; to avoid related problems and to ensure the
safety and well being of all participants and to protect the Corporation, its
employees and volunteers.
1.Definitions
In this Policy, the term,
(a)“Licensed function” means a function for which a permit has been
issued by, or is otherwise licensed by, the Liquor License Board of
Ontario at which alcoholic beverages may be consumed;
(b)“Closed private licensed function” means a licensed function
determined by the Director of Community Services to be closed to
the general public and of a private nature;
(c)“Designated facility” means a City owned building, park, open
space and associated parking lot designated by this policy as
suitable for an indoor or outdoor licensed function;
(d)“User” means a person, group or association to whom the City has
granted written permission to use a designated facility for a
licensed function and;
(e)“Server” means any person serving alcohol
2.Designated Facilities
(1)The following are designated facilities for indoor licensed functions:
(a)Brougham Community Centre
(b)Claremont Community Centre
(c)Don Beer Sports Facility Community Centre
(d)East Shore Community Centre
(e)Green River Community Centre
(f)Greenwood Community Centre
(g)Mount Zion Community Centre
(h)Pickering Civic Complex
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(i)Chestnut Hill Devolpments Recreation Complex
(j)Seniors Activity Centre(k)West Shore Community Centre(l)Whitevale Community Centre(m)Petticoat Creek Community Centre
(n)Pickering Museum Village
(2)The following are designated facilities for outdoor licensed
functions:
(a)Claremont Community Park
(b)Dunmoore Park
(c)Kinsmen Park
(d)Pickering Museum Village
3.Alcohol Restrictions Within Designated Facilities
All designated facilities defined in this policy shall be deemed a “public
place” and as such, in accordance with Section 31 of the Liquor Licence
Act, R.S.O. 1990, c.L. 19, no person shall have or consume or sell liquor
in any designated facility unless a licence or permit is issued or unless
specifically covered by an L.L.B.O. permit.
4.Safe Transportation
(1)Only those users implementing a safe transportation strategy (e.g.,
a designated driver program, an alternate home transportation
option) to prevent intoxicated participants from driving will be
permitted to use designated facilities for licensed functions.
(2)The Director may require a potential user to demonstrate that such
a strategy will be implemented by the user if written permission to
use the designated facility for a licensed function is granted.
5.No Alcohol and Low Alcohol Drinks
(1)Only users offering a sufficient quantity of no alcohol and low
alcohol drinks will be permitted to use designated facilities for
licensed functions.
(2)The Director may require a potential user to demonstrate that such
a strategy will be implemented by the user if written permission to
use the designated facility for a licensed function is granted.
6.“Statement of Intoxication” Sign
(1)Users of designated facilities for licensed functions shall display
prominently in the facility a sign or signs indicating that it is illegal to
serve participants to a state of intoxication. Such signs shall read
as follows:
2 - 198 -
City of Pickering – Community Services Department.
Statement of Intoxication
It is contrary to the Liquor Licence Act of Ontario to serve persons
to intoxication. For this reason, servers in this facility are required
to obey the law and not serve anyone to intoxication. Should you
wish a no alcohol or low alcohol “breather” round, request a soft
drink, coffee or smaller than usual portion of alcohol.
(2)Signs shall be provided by the City to users for display by them in
the designated facility during the licensed function.
7.Participant Controls
(1)Only users providing sufficient controls to prevent underage,
intoxicated or rowdy persons from entering the designated facility,
to refuse service to such persons, and to remove such persons
from the designated facility will be permitted to use designated
facilities for licensed functions.
(2)Such controls shall include the following:
(a)Having a supervisor in charge of the licensed function present in
the designated facility at all times during the function.
(b)Having at least two monitors at each entrance to the licensed
function at all times during the function;
(c)Accepting only an age of majority card, a photo driver’s license
or a passport as identification for entry;
(d)Having a monitor or monitors (other than entrance monitor) in
the designated facility at all times during the function at least
one monitor for every 200 participants;
(e)Using monitors and servers who are 19 years of age or older;
(f)Using monitors and servers who do not consume alcohol during
the function; and
(g)Providing a list of the names of supervisors, monitors and
servers to the Director prior to the function.
(3)The Director may require a potential user to demonstrate that such
controls will be imposed by the user if written permission to use the
designated facility for a licensed function is granted.
3 - 199 -
8.Supervisor, Monitor, and Server Training
(1)Only users providing sufficient numbers of supervisors, monitors
and servers that have attended an appropriate training course in
server intervention will be permitted to use designated facilities for
licensed functions.
(2)Such training should utilize CAMH course material, and may be
provided, at a reasonable cost, through the Community Services
Department.
(3)The Director may require a potential user to demonstrate that
sufficient numbers of supervisors, monitors and servers that have
attended such a course will be provided by the user if written
permission to use the designated facility for a licensed function is
granted.
(4)Closed private licensed functions are exempt from this section of
the policy; however, users of designated facilities for closed private
licensed functions shall be encouraged to provide voluntarily
properly trained supervisors, monitors and servers since such users
are not exempt from responsibility for compliance with the law and
for the sobriety and safety of participants.
(5)All servers must be “Smart Serve Certified”
9.Insurance
(1)Liability Insurance is a mandatory requirement for all
individuals/community user groups utilizing city-owned or operated
facilities within the City of Pickering. All programs, meetings,
recreational events, cultural and social events require liability
insurance. Users groups can provide personal proof of insurance,
a minimum of $2 million insurance, naming the City of Pickering as
an additional insured, or purchase insurance through the City of
Pickering, Facility User Group Program. Rates for insurance
coverage will vary depending on risk factors, length of the activity,
the number of participants, among other factors at the event. Any
changes in activities by the user group must be reported to Facility
Booking Staff for possible adjustments to the permit. Insurance
information must be received and paid in full before the permit start
date. Liability Insurance covers from the time and date reflected on
the rental permit only. The extra fee for the liability insurance will be
added to the rental agreement with the applicable taxes.
(2)When a patron requests a facility/ice rental, facility booking staff
members will confirm the event/function required on the permit.
Facility staff will review the Liability Insurance User Group Rating
Schedule to determine the appropriate fee to be charged to the
individual/community user group.
4 - 200 -
(3)Only users having a minimum of $2,000,000 third party general
liability insurance coverage, naming the Corporation of the City of
Pickering as an additional insured, will be permitted to use
designated facilities for licensed functions.
10.Accountability
(1)Users of designated facilities for licensed functions shall display
prominently in the facility a sign or signs informing participants of
the following:
(a)The name, address and telephone number of the user;
(b)The name, address and telephone number of the
representative of the user responsible for the function;
(c)The address and telephone number of the nearest Police
Station;
(d)The address and telephone number of the Liquor License
Board of Ontario; and
(e)The address and telephone number of the Community
Services Department
(2)A user that contravenes any City policy or procedure or any
applicable law may be refused permission to use designated
facilities for licensed functions, at the Director’s discretion;
Indefinitely, or
(a)Until the user can demonstrate to the Director’s satisfaction
that a further contravention shall not occur.
11.Promoting the Policy
The Community Services Department shall design and implement, in
consultation with CAMH, a strategy to orient all potential users to the
requirements of this policy and to promote this policy to the community at
large.
5 - 201 -
Schedule 'C'
Facility Rental Application
Conditions of Agreement
1)The City reserves the right to cancel any permit temporarily or permanently, should
accommodation be required for special events, or in an emergency.
2)50% of payment is due at time of booking. This is a non-refundable deposit. The remaining
50% is due in full, 90 days prior to the permit date of the event.
3)Applicants must be members of authority in the organization seeking accommodation.
4)The facility is to be used only on the date(s) and time(s) specified, and only for the purpose
named. No teen dances/parties, stags or stagettes are permitted in our halls. This permit
is not transferrable.
5)The City will not be responsible for personal injury or damage or for the loss or theft of clothing
or equipment of the applicants, or anyone attending on the invitation of the applicant or any
persons contracted by the applicant.
6)The applicant shall be responsible for the conduct and supervision of all persons admitted to
the building(s) and grounds and shall see that all regulations contained herein are strictly
observed.
7)Unnecessary noise which disturbs the peace, quiet, or comfort of any person in any type of
residence, place of business, etc., in proximity to the facility shall not be permitted.
8)The exits must be kept free from obstruction in case of fire.
a)The applicant must pay all damages arising from the use of the property.
b)A damage/security deposit will be charged for all rentals, to be refunded at a later date, if
no damage, excessive maintenance costs are incurred as a result of the facility rental.
c)The applicant must pay such fees for extra work by custodians, etc., as the City may
determine.
9)Games of chance, lottery, or gambling in any forms, contrary to law is strictly forbidden.
10)It shall be the responsibility of the applicant to see that all persons admitted to the function
being held, have vacated the premises promptly by 2:00 am.
11)If liquor of any type is to be served, sold or available at the function, the applicant must obtain
all necessary permits and licenses and must adhere to the City of Pickering ‘Alcohol
Management Policy’. A copy of the liquor license must be posted on the wall during the
function.
12)The City of Pickering requires every event have a minimum of $2,000,000 third party general
liability insurance coverage. This insurance must be purchased as part of the rental process.
13)For all special occasion permits, only monitors and servers that possess a server intervention
program certificate will be permitted to use the designated facility. Information is available at
www.smartserve.org.
Page 3 of 6
CR1101-04/28 - 202 -
Facility Rental Application
14)The licensor reserves the right to provide security personnel or Pay-Duty Police at the expense
of the licensee, should the Supervisor, Facility Programs deem it necessary.
15)Hall cancellations are subject to a $43.00 administration fee.
16)All cancellations must be received in writing ninety days prior to the function, or the entire
rental fee will be forfeited.
17)All rental rates are subject to increase. Post-dated cheques will not be accepted.
18)This contract is not valid unless it is signed and dated by the person renting the facility and
returned as soon as possible to the Facility Booking Staff.
19)Recreation Complex Staff will set-up the tables and chairs ‘provided’ a diagram of the layout is
submitted one week preceding the function. You may obtain the diagrams at the Complex
Information Desk. Any materials/articles dropped off prior to the function, or left after the
function, must have prior approval from the Maintenance Department or designate.
20)If Complex Banquet Halls are rented, please use the outside entrance to Banquet Hall, do not
use main Complex doors.
Personal information contained on this form is collected pursuant to the Municipal Freedom of
Information and Protection of Privacy Act and will be used for the purpose of administering
facility rentals. Questions about this collection should be directed to the City Clerk, One The
Esplanade, Pickering, ON L1V 6K7, 905.420.4611.
HST applies to this Rental – Registration No. 108078593
Page 4 of 6
CR1101-04/28 - 203 -
Facility Rental Application
Facility Rules and Regulations
Failure to comply with the below will result in loss of damage deposits
A. All Facilities
no confetti/rice is allowed in City facilities or parking lots
facilities must be vacated by 2:00 am, ensuring that all decorations and function supplies
have been removed
smoking of any type of tobacco product is not permitted in any City facility. All City
facilities are designated non-smoking (Durham Region By-law No. 66-2002)
the City of Pickering cannot supply ladders or lift equipment to any permit holder. If this
service is required it must be arranged with and approved by the City of Pickering one
week prior to the event
caterers, bartenders, disc jockeys, entertainers, liquor licenses, etc., are the renter’s
responsibility
keys for West Shore Community Centre may be obtained at the Chestnut Hill
Developments Recreation Complex during regular operating hours. Please call
905.831.1711 for hours
liquor license must be visible on the bar wall at all times during the function
unnecessary noise, which disturbs the peace, quiet, or comfort of any person in any type
of residence, place of business, etc., in proximity to the facility is not permitted
daytime rental keys must be returned immediately following the function to the Recreation
Complex
evening rentals (those finishing after 9:00 pm) must be returned before 12:00 pm the
following day to the Recreation Complex
decorating is the sole responsibility of the renter. Staples, tape, nails, glue, etc., are not
permitted. Helium balloons are permitted, provided they are securely anchored.
Inflatables, live cooking stations and bubble machines are strictly prohibited for any City
of Pickering facility rental (indoor and outdoor function)
as per liquor regulations all bars must close at 1:00 am sharp
set-up times for your event is as per your permit
B. West Shore Community Centre
garbage must be tied and placed in the kitchen for pick up
renters are responsible for their own set-up
tables and chairs must be put neatly away in the storage room
no live bands are permitted
renters must supply their own mix
Page 5 of 6
CR1101-04/28 - 204 -
Facility Rental Application
Please be advised for West Shore CC rentals the key must be picked up from the
Chestnut Hill Developments Recreation Center (1867 Valley Farm Rd, Pickering). The
key will be released to you 30 minutes prior to your rental start time. The key card will
only allow access to the facility during your assigned times. The key needs to be
returned before 9am the next day.
C. George Ashe Community Centre
renters must supply their own mix. Ice machine is included in their rental.
City of Pickering staff will set-up the tables and chairs provided a diagram of the layout is
submitted on the Monday preceding the function. You may obtain the diagram at the
Chestnut Hill Developments Recreation Complex Information Desk
Staples, tape, nails, glue, etc., are not permitted.
D. Don Beer Arena
renters must submit their floor plan with all requirements 3 weeks in advance of their
function.
tables and chairs must be put neatly away in the storage room
renters must supply their own mix and ice
E. Pickering Recreation Complex East/West Salons and O’Brien Meeting Rooms
renters must submit their floor plan with all requirements 3 weeks in advance of their
function.
you may obtain the diagram at the Chestnut Hill Developments Recreation Complex
Information Desk.
F. East Shore Community Centre
renters are responsible for their own set-up
tables and chairs must be put neatly away in the storage room
renters must supply their own mix and ice
For complete regulations, please see Conditions of Agreement.
Page 6 of 6
CR1101-04/28 - 205 -
Report to
Executive Committee
Report Number: ENG 05-24 Date: April 2, 2024
From: Richard Holborn
Director, Engineering Services
Subject: Asphalt Resurfacing on Various City Streets
-Tender No. T2024-2-File: A-1440
Recommendation:
1.That Tender No. T2024-2 for Asphalt Resurfacing on Various City Streets as submittedby Viola Management Inc. in the total tendered amount of $3,081,682.61 (HST included)be accepted;
2. That the total gross project cost of $3,587,205.00 (HST included), including the tendered
amount, geotechnical investigation reports and material testing services, a contingency
and other associated costs, and the total net project cost of $3,230,389.00 (net of HSTrebate) be approved;
3.That Council authorize the Director, Finance & Treasurer to finance the total net projectcost of $3,230,389.00 as approved in the 2024 Roads Capital Budgets as follows:
a.That the sum of $1,533,811.00 to be funded from the Roads & Bridges Reserve
Fund as approved in the 2024 Capital Budget for Edmund Drive, Foxwood Trail,Bushmill Street and Pickering Parkway be revised to the OCIF Reserve Fund;
b.That the sum of $1,696,578.00 to be funded from the CCBF Reserve Fund for theremaining streets as approved in the 2024 Capital Budget; 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 purpose of this report is to obtain authority to award Tender No.
T2024-2 for Asphalt Resurfacing on Various City Street to Viola Management Inc.
As part of the 2024 Roads Projects Capital Budget, asphalt resurfacing for the following 11 locations were approved as construction projects:
•Hillcrest Road •Edmund Drive
•Storrington Street •Old Orchard Avenue
•Heathside Crescent •Bainbridge Drive
•Foxwood Trail •Yeremi Street
•Bushmill Street •Pickering Parkway
•Denvale Drive
- 206 -
ENG 05-24 April 2, 2024
Subject: Asphalt Resurfacing on Various City Streets Tender No. T2024-2 Page 2
As part of the 2016 Road Needs Study endorsed by Council through Resolution #374/17,
these streets have been identified and recommended for resurfacing improvements. The 2016
Road Needs Study is used by staff as a resource document for identifying and planning maintenance, rehabilitation and reconstruction strategies, programs and projects for all Pickering roads. The roads selected for asphalt resurfacing in 2024 align with the priorities of the 2016 Road Needs Study.
Tender No. T2024-2 was advertised on Bids & Tenders on Thursday, February 1, 2024 closed
on Monday, March 4, 2024 with eight bidders responding. The lowest compliant bid of $3,081,682.61 (HST included) submitted by Viola Management Inc. is recommended for approval. The total gross project cost which includes the tendered amount, a construction contingency, and other associated costs is estimated at $3,587,205.00 (HST included) with an
estimated total net project cost of $3,230,389.00 (net of HST rebate).
Financial Implications:
1. Tender Amount
Tender No. T2024-2 $2,727,152.75
HST (13%) 354,529.86
Total $3,081,682.61
2. Estimated Project Costing Summary
Tender No. T2024-2 – Tender for Asphalt Resurfacing on Various City Streets $2,727,153.00
Associated Costs Geotechnical Investigation Reports Materials Testing Services 34,660.00 80,447.00 Canada Community-Building Fund and Ontario Community
Infrastructure Fund Sponsor Signage
5,000.00
Construction Contingency (12%) 327,258.00 Sub Total – Costs $3,174,518.00 HST (13%) 412,687.00 Total Gross Project Cost $3,587,205.00
HST Rebate (11.24%) (356,816.00)
Total Net Project Cost $3,230,389.00
- 207 -
ENG 05-24 April 2, 2024
Subject: Asphalt Resurfacing on Various City Streets Tender No. T2024-2 Page 3
3.Approved Source of Funds
Location Expense Code Source of Funds Budget Required
Hillcrest Road C10570.2401.01-504400 CCBF Reserve Fund $170,000.00 $146,088.00
Edmund Drive
Edmund Drive
C10570.2405.01-504400
C10570.2405.01-504400
Roads & Bridges Reserve Fund
OCIF Reserve Fund
470,000.00
0.00
0.00
374,816.00
Storrington Street C10570.2406.01-504400 CCBF Reserve Fund 340,000.00 289,701.00
Old Orchard
Avenue
C10570.2407.01-
504400
CCBF Reserve
Fund
150,000.00 126,848.00
Heathside Crescent C10570.2408.01-504400 CCBF Reserve Fund 400,000.00 320,773.00
Bainbridge Drive C10570.2409.01-
504400
CCBF Reserve
Fund
325,000.00 264,509.00
Foxwood Trail
Foxwood Trail
C10570.2410.01-504400
C10570.2410.01-504400
Roads & Bridges Reserve Fund
OCIF Reserve Fund
490,000.00
0.00
0.00
371,070.00
Yeremi Street C10570.2412.01-504400 CCBF Reserve Fund 330,000.00 251,822.00
Bushmill Street
Bushmill Street
C10570.2415.01-
504400
C10570.2415.01-504400
Roads & Bridges
Reserve Fund
OCIF Reserve Fund
430,000.00
0.00
0.00
371,122.00
Pickering Parkway
Pickering Parkway
C10570.2416.01-504400
C10570.2416.01-504400
Roads & Bridges Reserve Fund
OCIF Reserve Fund
515,000.00
0.00
0.00
416,803.00
Denvale Drive C10570.2417.01-504400 CCBF Reserve Fund 380,000.00 296,837.00
$4,000,000.00 $3,230,389.00
Net project cost (over) under approved funds $769,611.00
- 208 -
ENG 05-24 April 2, 2024
Subject: Asphalt Resurfacing on Various City Streets Tender No. T2024-2 Page 4
The 2024 Capital Budget approved the funding source for the asphalt resurfacing for Edmund
Drive, Foxwood Trail, Bushmill Street and Pickering Parkway to be the Roads and Bridges
Reserve Fund. The funding source is being changed to the OCIF Reserve Fund for these four streets, as there is surplus grant funding in this reserve fund that can be utilized. This change will uncommit approximately $1,533,811.00 for the Roads & Bridges Reserve Fund, which can be used for future City capital projects. The competitive process and with the roads tender
being released earlier in the year, resulted in cost savings for this project.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to
Support a Connected, Well-Serviced Community.
Discussion: The purpose of this report is to obtain authority to award Tender No. T2024-2
for Asphalt Resurfacing on Various City Street to Viola Management Inc.
As part of the 2024 Roads Projects Capital Budget, asphalt resurfacing for the following locations were approved as construction projects:
•Hillcrest Road – from Oklahoma Drive to Vicki Drive
•Edmund Drive – from Steeple Hill to Sheppard Avenue
•Storrington Street – from Listowell Crescent to Glenanna Road
•Old Orchard Avenue – from 160m east of Douglas Avenue to Liverpool Road
•Heathside Crescent – from Glenanna Road to 240m south to Longbow Drive
•Bainbridge Drive – from Burnside Drive to Marshcourt Drive
•Foxwood Trail – from Bayfield Street to Strouds Lane
•Yeremi Street – from Oklahoma Drive to Breezy Drive
•Bushmill Street – from Maple Ridge Drive to Liverpool Road
•Pickering Parkway – from 480m east of Valley Farm Road to Dreyber Court
•Denvale Drive – from Strathmore Crescent to Greenmount Street
These streets are indicated in the 2016 Road Needs Study as priority streets for asphalt
resurfacing.
Tender No. T2024-2 was advertised on Bids & Tenders on Thursday, February 1, 2024 and closed on Monday, March 4, 2024 with eight companies responding. The lowest compliant bid of $3,081,682.61 (HST included) submitted by Viola Management Inc. is recommended for approval. The total gross project cost which includes the tendered amount, a construction
contingency, and other associated costs is estimated at $3,587,205.00 (HST included) with an estimated total net project cost of $3,230,389.00 (net of HST rebate).
Through RFSQ2023-1 Roster Category of Geotechnical Investigation and Inspection Services Master Framework Agreement (MFA), the geotechnical investigation and inspection services under associated costs have been awarded to GHD.
All required pre-conditions of award have been received and approved.
- 209 -
ENG 05-24 April 2, 2024
Subject: Asphalt Resurfacing on Various City Streets Tender No. T2024-2 Page 5
Viola Management Inc. has recently completed Tender No. T2021-1 Asphalt Resurfacing,
Tender No. T2022-4 Asphalt Resurfacing and Tender No. T2023-1 Asphalt Resurfacing
contracts for the City. Staff have deemed the company’s workmanship, experience and professionalism to be satisfactory.
Upon careful examination of all tenders received, the Engineering Services Department recommends acceptance of the lowest compliant bid submitted by Viola Management Inc. for
Tender No. T2024-2 in the amount of $3,081,682.61 (HST included), and that the total net
project cost of $3,230,389.00 (net of HST rebate) be approved.
Attachments:
1.Location Maps
Prepared By: Approved/Endorsed By:
David Lo, CPT, C.E.T. Richard Holborn, P. Eng.
Senior Coordinator, Infrastructure Design Director, Engineering Services
Cathy Bazinet, CPPB, NIGP-CPP Stan Karwowski, MBA, CPA, CMA Manager, Procurement Director, Finance & Treasurer
DL: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:
Original signed by:
- 210 -
Project Area No. 1 – Hillcrest Road
Hillcrest Road – from Oklahoma Drive to Vicki Drive. The proposed work includes asphalt resurfacing. Existing concrete curbs and gutters and sidewalks that are deficient shall be removed and replaced as required.
Project Area No. 2 – Edmund Drive
Edmund Drive – from Steeple Hill to Sheppard Avenue. The proposed work includes asphalt
resurfacing. Existing concrete curbs and gutters and sidewalks that are deficient shall be removed and replaced as required.
Attachment 1 to Report ENG 05-24
- 211 -
Project Area No. 3 – Storrington Street
Storrington Street – from Listowell Crescent to Glenanna Road. The proposed work includes asphalt resurfacing. Existing concrete curbs and gutters and sidewalks that are deficient shall
be removed and replaced as required.
Project Area No. 4 – Old Orchard Avenue
Old Orchard Avenue – from 160m East of Douglas Avenue to Liverpool Road. The proposed work includes asphalt resurfacing, new concrete semi-mountable curb and gutters with continuous perforated PVC sub-drains.
- 212 -
Project Area No. 5 – Heathside Crescent
Heathside Crescent – from Glenanna Road to 240m South to Longbow Drive. The proposed
work includes asphalt resurfacing. Existing concrete curbs and gutters and sidewalks that are deficient shall be removed and replaced as required.
Project Area No. 6 – Bainbridge Drive
Bainbridge Drive – from Burnside Drive to Marshcourt Drive. The proposed work includes asphalt resurfacing. Existing concrete curbs and gutters and sidewalks that are deficient shall
be removed and replaced as required.
- 213 -
Project Area No. 7 – Foxwood Trail
Foxwood Trail – from Bayfield Street to Strouds Lane. The proposed work includes asphalt
resurfacing. Existing concrete curbs and gutters and sidewalks that are deficient shall be removed and replaced as required.
Project Area No. 8 – Yeremi Street
Yeremi Street – from Oklahoma Drive to Breezy Drive. The proposed work includes asphalt
resurfacing. All existing concrete barrier curbs shall be removed and replaced with new concrete curbs and gutters.
- 214 -
Project Area No. 9 – Bushmill Street
Bushmill Street – from Maple Ridge Drive to Liverpool Road. The proposed work includes
asphalt resurfacing. Existing concrete curbs and gutters and sidewalks that are deficient shall be removed and replaced as required.
Project Area No. 10 – Pickering Parkway
Pickering Parkway – from 480m east of Valley Farm Road to Dreyber Court. The proposed work includes asphalt resurfacing. Existing concrete curbs and gutters and sidewalks that are deficient shall be removed and replaced as required.
- 215 -
Project Area No. 11 – Denvale Drive
Denvale Drive – from Strathmore Crescent to Greenmount Street. The proposed work includes asphalt resurfacing. Existing concrete curbs and gutters and sidewalks that are deficient shall be removed and replaced as required.
- 216 -
Report to
Executive Committee
Report Number: FIR 03-24
Date: April 2, 2024
From: Stephen Boyd
Fire Chief
Subject: Oshawa-Pickering Fire Dispatch Service Agreement
-File:A-1440-001-24
Recommendation:
1.That Council approve the attached Fire Communications Services Agreement to
outsource fire call taking and dispatch services to the City of Oshawa;
2.That the Fire Chief be authorized to execute the Fire Communications Services
Agreement substantially in the form attached hereto, subject to revisions satisfactory to
the Fire Chief and the Director, Corporate Services & City Solicitor;
3.That the Chief Administrative Officer and the Fire Chief be authorized to take such
actions as are necessary to terminate the existing Dispatch Agreement with the Town of
Ajax by mutual agreement of the parties, such termination to be effective as of the
beginning of the term of the new Fire Communications Services Agreement; and,
4.That appropriate officials of the City of Pickering be authorized to take such action as is
necessary to give effect to the recommendations in this report.
Executive Summary: The purpose of this report is to seek Council endorsement for the
provision of fire dispatch services from the City of Oshawa, and allow for the termination of the
current Ajax-Pickering shared fire dispatch costing agreement.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan Priorities of Advocate for an Inclusive, Welcoming, Safe &
Healthy Community; and Strengthen Existing and Building New Partnerships.
Financial Implications: Current Budget actuals in 2023 for dispatch were $1,059,383.00. As a
result of this new agreement estimated 2024 dispatch costs will be $827,080.00. This is a
reduction of $280,160.00 from the 2023 budget. The 2024 Current budget year will consist of a
blended costing with 4 months allocated to the Ajax/Pickering model, and 8 months allocated
to the new Oshawa model. The 2025 dispatch cost are estimated to be $824,000.00.
Discussion: The purpose of this report is to seek Council approval of an agreement for fire
dispatching services with the City of Oshawa , and allow for the termination of the current Ajax-
Pickering shared fire dispatch costing agreement. - 217 -
FIR 03-24 April 2, 2024
Subject: Oshawa-Pickering Fire Dispatch Service Agreement Page 2
Fire dispatch services have been provided to the City of Pickering by the Town of Ajax since
January 2011, under a cost sharing arrangement (Ajax 50%, Pickering 50%).
Several regulatory and legislative changes affecting 911 dispatching have been introduced in
the past few years that have placed financial and operational pressures on dispatch centres.
These include but are not limited to, the transition from the legacy 911 system to NextGen or
NG-911, and the new mandatory National Fire Protection Association Certification
requirements for dispatchers.
1.The introduction of NG-9-1-1
NG 9-1-1 is an internet protocol (IP) based 9-1-1 service. Bell, as the lead for the NG 9-1-1
transition requires that Public Safety Answering Points have dedicated staff for network
security and cyber security. In addition to this, emergency communications centers will require
24 hours per day, 7 days per week information technology monitoring and support. At the
present time, IT staff for the Town of Ajax are only available on-call until 10 pm. To properly
support an in Ajax NG 9-1-1 centre with Town of Ajax IT staff, it would require significant
increases in operational expenditures, for example: an increase in hardware and software
maintenance costs, staff training, availability and further investments in network and security
technology.
The capital and ongoing support expenditures for the hardware of an NG 9-1-1 Ajax only
solution to call take and dispatch for Ajax and Pickering is projected over a five-year term to be
at minimum $900,000.00. If capital costs were covered through NG 9-1-1 grants from the
Province of Ontario there would still be operational costs of approximately $80,000.00 per year
in shared costs related to monitoring, maintenance and support of the hardware and software.
As a result of the transition to NG 9-1-1, the Computer Aided Dispatch System (CAD) is
required to be updated or replaced as well. The following was stated in the May 2021 Ajax Fire
0DVWHU3ODQ UHJDUGLQJ WKH 7RZQ¶V FXUUHQW &$' V\VWHP DQG 1* -1-1:
x Upgrade or replacement of the CAD records management systems should be pursued.
x There is a concern with CriSys and its ability to operate in the NG9-1-1 environment.
o Ajax Fire Emergency Services (AFES) and Pickering Fire Services (PFS) staff have
been dissatisfied with this product. Fire Services in the Region of Durham are currently
looking at a different dispatch system that meets their current and future needs.
x The reports that the system can run are severely lacking. Updates take many months, if not
years be released. CriSys also does not provide analytics review to an accepted standard
for AFES or PFS.
In addition to the above, Oshawa Fire Services shares concerns regarding the ability of the
existing CAD vendor to operate in an NG 9-1-1 environment. As such, Oshawa has formally
notified the existing CAD vendor that they will be moving to a different CAD vendor that is a
leader in the industry and will be NG 9-1-1 compliant.
- 218 -
FIR 03-24 April 2, 2024
Subject: Oshawa-Pickering Fire Dispatch Service Agreement Page 3
2.Mandatory National Fire Protection Association (NFPA) Certification
This regulation requires that Fire Services are certified to a series of NFPA standards by July
1, 2026. In relation to emergency call taking and dispatching, this means that all personnel
who work in a Fire Services emergency services dispatch center are certified to NFPA 1061 ±
Standard for Public Safety Telecommunications Personnel Professional Qualifications by July
1, 2026.
This is a serious operational concern for the AFES given its current staffing model. Presently,
AFES relies on junior firefighters to backfill the communications centre when Alarm Room
Operators are unavailable for their shift(s) and are not available to work overtime. The process
to certify personnel is expected to be quite extensive and may prove to be problematic for Fire
Suppression Firefighters. By transferring responsibility to Oshawa Fire Services to provide call
taking and dispatching services for AFES, this operational issue would be avoided.
Current Budget Impacts
The annual operating budget for providing fire call taking and dispatch services for Ajax and
Pickering 2023, budget is $2,040,500.00. As these costs are shared with Ajax Fire Services
presently, the actual annual Operating Expenditures for 3LFNHULQJ¶V VKDUH in 2023 were
$1,059,383.00.
It is also important to note the above financial information does not include projected cost
avoidances to the Town of Ajax in relation to information and technology staff that would be
required to support the Emergency Communications Centre in an NG-911 environment on a
KRXUV SHUGD\ GD\V SHUZHHN EDVLV DQG KDYH D GLUHFW ILQDQFLDO LPSDFW RQ 3LFNHULQJ¶V
financial contribution.
Capital Budget Impacts
3UHVHQWO\ DV SDUW RI $MD[¶V &DSLWDO %XGJHW SURFHVV, $1,200,000.00 has been projected in 2024
for the CAD replacement. Whereas previous projected costs provided to Oshawa to host a
CAD solution for all of Durham Region, including Ajax and Pickering, would be in the order of
$2.1 million to $2.6 million. Based upon this information, it is expected that cost efficiencies
can be found by sharing these costs across the region. As part of the consideration of cost
avoidances with the outsourcing of dispatch to Oshawa, the CAD Capital project C10700.2306
CAD Replacement ($350,000.00) is recommended to be cancelled in the Report FIN 06-24 on
the March Council meeting agenda.
An additional capital cost avoidance would also be realized in 2025 as the Town of Ajax would
no longer be required to replace one of the four ergonomic desks in the dispatch centre for
$45,000.00.
Other Operational Benefits
Oshawa Fire Services (OFS) operates with a staffing model which includes one on-shift
supervisor in the emergency communications center on each platoon. This is something that
AFES does not presently have and was recommended to be implemented in the short-term in
the Ajax 2023 Fire Master Plan.
- 219 -
FIR 03-24 April 2, 2024
Subject: Oshawa-Pickering Fire Dispatch Service Agreement Page 4
By outsourcing this service to Oshawa, not only will cost efficiencies be found, but also OFS
can conduct ongoing call data review to further optimize quality control and training of staff.
Building upon efficiencies already mentioned, a consolidated dispatch center will also have
improved efficiency and effectiveness when dealing with emergency incidents bordering
multiple municipalities, or for Highway 401 responses. Rather than having two separate
dispatch centers working to coordinate an emergency response, one central communications
center will streamline dispatching and emergency communications.
7KH 7RZQ RI $MD[¶V 7HFKQRORJ\ DQG ,QQRYDWLRQ 'LYLVLRQ ,7 FXUUHQWO\ VXSSRUWV WKH GLVSDWFK
center for AFES and PFS, which is a critical system. By outsourcing these services to the City
of Oshawa, the operational burden and liabilities associated with supporting this system will be
UHGLUHFWHG WR WKH &LW\ RI 2VKDZD¶V GHGLFDWHG ,7 VWDII DQG YHQGRUV
From time to time, mutual and automatic aid calls, boarder calls and overlapping emergency
response area calls, such as on Highway 401, can create confusion and possibly lead to a
delay in ensuring the appropriate Fire Service and level of response is dispatched in a timely
and efficient manner. This outsourcing will result in improved efficiency and effectiveness when
dealing with these types of emergency incidents. The outsourcing of emergency call taking and
dispatching to Oshawa not only provides for a cost effective and efficient service level
increase, but it also provides and supports added value customer services for the City of
Pickering.
Attachments:
1.Draft of Oshawa-Pickering Fire Dispatch Service Agreement
Prepared/Approved/Endorsed By:
Original Signed By
Stephen Boyd
Fire Chief
SB:jm
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A.
Chief Administrative Officer
- 220 -
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