HomeMy WebLinkAboutMay 6, 2024
Executive Committee
Meeting Agenda
May 6, 2024
Hybrid Electronic Meeting – 2:00 pm
Council Chambers Chair: Councillor Cook
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clerks@pickering.ca
Members of the public may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting.
Page 1. 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. 3.1 Ansonett Palmer, Member, Cultural Advisory Committee (In Person)
Jessica Elliott, Member, Cultural Advisory Committee (In Person)
Re: Report CS 09-24 Community Visitor Plan
4. Matters for Consideration
4.1 Director, Community Services, Report CS 09-24 1 Community Visitor Plan Consultant Delegation:
Lisa John-Mackenzie, Industry Relations Manager, Durham, Central Counties Tourism (In Person)
Recommendation:
Executive Committee
Meeting Agenda
May 6, 2024
Hybrid Electronic Meeting – 2:00 pm
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1. That Council endorse the Community Visitor Plan, as set out in
Attachment 1; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.
4.2 Director, Human Resources, Report HUR 01-24 81 Equity, Diversity and Inclusion Strategy Staff/Consultant Delegation:
Jennifer Eddy, Director, Human Resources, City of Pickering (In Person) Pina Pejovic, Managing Partner, Toronto, Goss Gilroy Management Consultants (Virtual) Jaclyn SanAntonio, Senior Advisor, Diversity, Equity, and Inclusion (In Person)
Recommendation: 1. That Council endorse the 2024-2034 Equity, Diversity and Inclusion Strategy, as set out in Attachment 1;
2. That staff be directed to develop and implement an annual work plan in accordance with the timelines set out in the EDI Strategy which shall incorporate the key areas of focus and associated action items set out in the Strategy, with those actions being
reflected in the annual current and capital budgets of the City on an
ongoing basis; and, 3. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this
Report.
4.3 Director, Community Services, Report CS 08-24 156 City Property Naming - Submission to name the Turf Field at Kinsmen Park as Jayde Riviere
Field
Recommendation:
Executive Committee
Meeting Agenda
May 6, 2024
Hybrid Electronic Meeting – 2:00 pm
Council Chambers Chair: Councillor Cook
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1. That Report CS-24 regarding the submission to name the turf field
at Kinsmen Park as Jayde Riviere Field be received; 2. That Council approve naming the turf field at Kinsmen Park as Jayde Riviere Field; and,
3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report.
4.4 Director, Community Services, Report CS 10-24 164
Recommendation for Improved Lighting Around Municipal Facilities
- Accessibility Advisory Committee
Recommendation:
1. That Report CS 10-24 regarding Accessibility Advisory Committee
Recommendations for improved lighting around Municipal Facilities be received; 2. That the Mayor be requested to include funding in the amount of
$36,000 in the City’s 2025 Current Budget to enable staff to
undertake an exterior lighting study of Civic Centre and Community Facilities; and, 3. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this report.
4.5 Director, Community Services, Report CS 11-24 176 Community Safety & Well-Being Plan
Recommendation:
1. That the Community Safety & Well-Being Plan, as set out in Attachment 1, be endorsed; and,
2. That the appropriate officials of the City of Pickering be authorized
to take necessary actions as indicated in this report.
4.6 Director, Community Services, Report CS 12-24 246 Gingerbread Nursery Licence Agreement
Executive Committee
Meeting Agenda
May 6, 2024
Hybrid Electronic Meeting – 2:00 pm
Council Chambers Chair: Councillor Cook
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- Licence Agreement Renewal
Recommendation: 1. That the Mayor and City Clerk be authorized to execute a Licence
Renewal Agreement with Gingerbread Co-operative Nursery School
(Pickering) Inc. as set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, Community Services and the Director, Corporate Services & City Solicitor; and,
2. That the appropriate City officials be authorized to take the
necessary actions as indicated in this report.
4.7 Director, Engineering Services, Report ENG 06-24 255 Rouge Stormwater Management Pond Sediment Cleanout - Request for Tender No. T2024-1
Recommendation: 1. That Request for Tender No. T2024-1 for Rouge Stormwater Management Pond Sediment Cleanout as submitted by Cardan
Demolition & Excavation Inc. in the total tendered amount of $521,898.13 (HST included) be accepted; 2. That Council approve the hiring of T.Y.Lin International Canada Inc. as a consultant, in the amount of $75,650.00 (HST excluded) to
undertake contract administration and construction supervision of Request for Tender No. T2024-1 for Rouge Stormwater Management Pond Sediment Cleanout in accordance with Purchasing Policy 10.03 (c), as the assignment is above $50,000.00;
3. That the total gross project cost of $670,011.00 (HST included), including the tendered amount, consulting cost, a contingency and other associated costs, and the total net project cost of $603,366.00 (net of HST rebate) be approved;
4. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $603,366.00 as approved in the 2023
Executive Committee
Meeting Agenda
May 6, 2024
Hybrid Electronic Meeting – 2:00 pm
Council Chambers Chair: Councillor Cook
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Capital Budget to be funded by a transfer from the SWM Reserve
Fund; and, 5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.
4.8 Director, Engineering Services, Report ENG 07-24 260 Proposed All-way Stop - Sandy Beach Road and Parkham Crescent
Recommendation:
1. That the attached draft by-law be enacted to amend Schedule “6” and Schedule “7” to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of
The Corporation of the City of Pickering, specifically to address the
proposed installation of an all-way stop control at the intersection of Sandy Beach Road and Parkham Crescent; and, 2. That the appropriate officials of the City of Pickering be authorized
to take the necessary actions as indicated in this report.
4.9 Director, Operations, Report OPS 04-24 266 Supply & Delivery of Various 4 and 5 Ton Dump Trucks - Quotation No. RFQQ2024-4A
Recommendation: 1. That Quotation No. RFQQ2024-4A as submitted by Viking Cives Ltd. in the amount of $1,254,900.00 (HST excluded) be accepted;
2. That the total gross project cost of $1,418,037.00 (HST included),
and that the total net project cost of $1,276,986.00 (net of HST rebate) be approved;
3. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $1,276,986.00 as approved for in the
2024 Capital Budget as follows:
Executive Committee
Meeting Agenda
May 6, 2024
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Council Chambers Chair: Councillor Cook
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a) The sum of $424,339.00 be revised from a 5-Year DC Debt to a
5-Year Internal Loan;
b) The sum of $852,647.00 to be funded from the Vehicle Replacement Reserve; and,
4. That the appropriate officials of the City of Pickering be authorized
to take the necessary actions as indicated in this report.
4.10 Director, Operations, Report OPS 05-24 270 Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site
Works at the Pickering Museum Village
Recommendation: 1. That RFP2023-11 for Architectural & Engineering Consulting
Services for Restoration of the Redman, Miller Cole & Brougham
Temperance Houses and Related Site Works at the Pickering Museum Village submitted by Barry Bryan Associates in the amount of $271,200.00 (HST included) be accepted;
2. That the total gross project cost of $336,740.00 (HST included),
including the amount of the proposal, contingency and other associated costs, and the total net project cost of $303,245.00 (net of HST rebate), be approved;
3. That the Director, Finance & Treasurer be authorized to finance the
net project cost of $303,245.00 as approved in the 2018 and 2021 to 2024 Capital Budgets as follows: a) The sum of $90,000.00 to be funded from Property Taxes;
b) The sum of $160,000.00 to be funded by a transfer from the Minor Building Replacement Reserve; c) The sum of $53,245.00 to be funded by a transfer from the Rate
Stabilization Reserve; and,
Executive Committee
Meeting Agenda
May 6, 2024
Hybrid Electronic Meeting – 2:00 pm
Council Chambers Chair: Councillor Cook
For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611
clerks@pickering.ca
4. That the appropriate City of Pickering officials be authorized to take
the necessary action to give effect hereto. 4.11 Director, City Development & CBO, Report PLN 11-24 275 Application for Exceptions to Street Naming Policy ADM 220
- Naming of a private street for the Porsche Experience Centre
development
Recommendation:
1. That the application from Pickering Developments Inc. to use of the
name “Experience” and the suffix (street type) “Drive”, for the new private street to the proposed Porsche Experience Centre development, be approved; and,
2. That the application from Pickering Developments Inc. to add
“Porsche” and “Carrera” to the City of Pickering’s Street Name Reserve List, be denied.
4.12 Director, City Development & CBO, Report SUS 05-24 280
Enbridge Data Usage Licence
Recommendation: 1. That the Mayor and City Clerk be authorized to execute a Data
Usage Licence with Enbridge Gas Inc. as set out in Attachment 1 to
this report, subject to minor revisions as may be required by the Director, Corporate Services & City Solicitor, and/or Chief Administrative Officer; and,
2. That the appropriate officials of the City of Pickering be authorized
to take the necessary actions as indicated in this report.
5. Member Updates on Committees
6. Other Business
7. Adjournment
Report to
Executive Committee
Report Number: CS 09-24 Date: May 6, 2024
From: Laura Gibbs Director, Community Services
Subject: Community Visitor Plan -File: A-1440-001
Recommendation:
1.That Council endorse the Community Visitor Plan, as set out in Attachment 1; and
2.That the appropriate officials of the City of Pickering be authorized to take the necessaryactions as indicated in this report.
Executive Summary: The purpose of this report is to seek Council’s endorsement of the Community Visitor Plan. The Community Visitor Plan is the first tourism plan for the City of Pickering. It will serve as a guide to city staff, local business, tourism attractions and regional
partners in welcoming visitors to Pickering and offering them an opportunity to enjoy all our city
has to offer.
The Community Visitor Plan was developed in partnership with Central Counties Tourism and supported by Durham Tourism. Pickering will become the eighth municipality to develop and implement a Tourism Plan in the Region.
The Community Visitor Plan (Attachment 1) is a four-year plan (2024 – 2027) that includes five core objectives: Enhance, Welcome, Develop, Distinguish, and Support; and includes 45 action items. The Community Visitor Plan was developed by a Tourism Steering Committee, led by Central Counties Tourism. The Committee included representatives from local
businesses, attractions, residents, and city staff, and addressed the challenges and opportunities for visitor readiness across five key categories: attractions, businesses,
infrastructure, customer service, and marketing/promotion.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities: Champion Economic Leadership and Innovation; Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Advance Innovation & Responsible Planning to Support a Connected, Well-serviced community; and Strengthen
Existing & Build New Partnerships.
Financial Implications: Future budgetary implications to support the implementation of the Community Visitor Plan will be considered through subsequent budget submissions.
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CS 09-24 May 6, 2024
Subject: Community Visitor Plan Page 2
Discussion: The purpose of this report is to seek Council’s endorsement of the Community Visitor Plan.
1. The Community Visitor Plan Vision
The vision of the Community Visitor Plan, as developed by the Tourism Steering Committee is
that the City of Pickering, its businesses, organizations, and residents actively share their pride of the community with visitors year-round, making it a welcoming destination so that they will return time and again.
2. Pickering’s Visitor Economy is Growing
In 2022, tourists contributed $3 billion dollars across the Central Counties (York, Durham, and Headwaters regions), with 13 million overnight visits (Central Counties Tourism, 2023). Pickering will see an increase in visitation as development projects, attractions, and new
businesses open, drawing more visitors to Pickering – some for the first time. In 2022, the City
Centre area welcomed over 340,000 visitors, while the Bay, along the Waterfront Trail,
Beachfront and Alex Robertson Park had over 100,000 visitors (Central Counties Tourism, geo-fence data, 2023). Assisting and nurturing local businesses and tourist industry attractions in welcoming these visitors will showcase Pickering as a tourist destination for future tourism
opportunities.
3. Development of the Plan
Staff from Community Services and Economic Development Departments met with Central Counties Tourism and Durham Tourism to review Tourism Plans from Durham Region
municipalities and plan the process. Pickering’s Visitor Plan was facilitated by Central Counties Tourism and the cost associated with development of the plan were paid for by Durham
Tourism.
Staff formed an internal working group with participants from Community Services, Economic Development, Parks, Engineering, Bylaw Services, and Public Affairs & Corporate Communications that met and contributed throughout the development of the plan. Staf f, with the support of Central Counties Tourism, identified attractions, tourism providers, and tourism
agency representatives to participate in the Tourism Steering Committee.
Central Counties Tourism led four facilities workshop sessions with the Steering Committee
over six months in 2023. The four facilitated sessions were interactive with clear objectives to
support the development of the plan.
Session One: The Steering Committee discussed the value of the visitor economy as an economic driver, job creator and contributor to the residents’ quality of life and
identified key tourism assets attracting people visit Pickering and started to define success for Pickering.
Session Two: The Steering Committee ranked the tourism assets and reviewed the
current visitor landscape in Pickering including: attractions, businesses, infrastructure, customer service, and marketing/promotion. - 2 -
CS 09-24 May 6, 2024
Subject: Community Visitor Plan Page 3
Session Three: The Steering Committee identified and evaluated Pickering’s tourism readiness to understand the challenges and opportunities that exist to achieve success
and reviewed the results of the community survey.
Session Four: Finally, the Steering Committee aligned the final vision for success and
the objectives, goals and actions items for the Pickering Community Visitor Plan.
In 2024, the draft Community Visitor Plan was reviewed and discussed by the internal staff working group, Cultural Advisory Committee, Waterfront Visionary Advisory Committee, and Accessibility Advisory Committee. Staff from all City Departments were also invited to provide
comments on the Community Visitor Plan through two workshops held in Spring, 2024.
D. Community Consultation
Staff led community consultation to inform the development of this Plan. As Central Counties Tourism and Durham Tourism provided recent and relevant data on visitation trends in Durham
Region, including hotel stays and economic impact, City staff focused community consultation on resident sentiments on visitation to Pickering. The survey was available from June 1 to
September 6, 2023, and 85% of respondents were Pickering residents.
The survey was available on LetsTalkPickering and was advertised through social media, a
news release, eNewsletters, postcard distribution at events, and digital signage. Staff also facilitated the survey at community events throughout the summer. The survey includes contributions from 429 households.
Community Consultation resulted in the following findings:
• Pickering’s Waterfront is considered our most popular tourist destination, followed by parks and trails.
• Pickering’s Waterfront, events and shopping are the most likely reasons for people to visit Pickering.
• Parking was cited as the biggest perceived barrier to tourism in Pickering.
Survey results are included in the Community Visitor Plan in Appendix VII.
E. Core Components of the Plan
The work of the Tourism Steering Committee resulted in the identification of five core
objectives for 2024 – 2027: Enhance, Welcome, Develop, Distinguish, Support. Each of these objectives has associated goals and action items assigned to City departments. This plan will have Pickering joining neighbouring municipalities, regional, and federal partners supporting the importance of visitor economy.
City Staff are seeking endorsement of the Community Visitor Plan and authorization for staff to take the necessary actions.
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CS 09-24 May 6, 2024
Subject: Community Visitor Plan Page 4
Attachment:
1. Community Visitor Plan
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Krystal Roberts Laura Gibbs MBA, MSc. Manager, Cultural Services Director, Community Services
Approved/Endorsed By:
Original Signed By
Fiaz Jadoon. Director, Economic Development & Strategic Projects
LG:kr
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 09-24
COMMUNITY VISITOR PLAN
2024 – 2027
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Land Acknowledgement
We acknowledge that 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.
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Foreword
A Message from Mayor Kevin Ashe
Pickering's central location in the GTA and
wealth of attractions strengthens our burgeoning
reputation as an exciting and vibrant tourism
destination. With our 2024-2027 Community
Visitor Plan, we're not just opening our doors;
we're rolling out the red carpet for visitors from
near and far. This plan isn't just a roadmap; it's
a commitment to enhancing, welcoming,
developing, distinguishing, and supporting every
aspect of our dynamic community. Together, we're shaping Pickering into a premier
destination that captures hearts and creates lasting memories for all that visit here.
Kevin Ashe, Mayor, City of Pickering
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Foreword
A Message from Central Counties Tourism
It was an absolute pleasure to facilitate the development and finalization of this
incredible plan. I came into the process with high hopes and was not
disappointed. The City of Pickering has long recognized the value of the visitor
economy and has been working with Central Counties Tourism for years to help grow
their capacity to welcome and engage visitors. The working group that formed the
backbone of the planning process was one of the most well-versed of any community
we have worked with, understanding the principles of destination development and the
current needs within the municipality to take the visitor economy to the next level.
The end result is a community visitor plan that is unique to Pickering – layered with
goals and objectives built on each other to incrementally move the needle closer to
achieving “tourism success” for the municipality. Our promise to the City of Pickering is
that we will be your partner each and every year as you develop and implement the
actions and tactics to deliver on the goals and objectives. With each success, Pickering
becomes a more vibrant community, attracting new visitors, residents and businesses.
The City of Pickering should be proud of what they have already achieved in terms of
growing the visitor economy and excited about the successes that lie ahead as this plan
gets implemented.
Best regards,
Chuck Thibeault, Executive Director
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Contents
Executive Summary 7
Vision and Mission 10
Introduction 11
The Planning Process 12
Tourism in Pickering 13
The Plan – Objectives and Goals 16
The Plan – Action Items 18
Objective One: Enhance 18
Objective Two: Welcome 20
Objective Three: Develop 21
Objective Four: Distinguish 24
Objective Five: Support 26
Acknowledgements 30
Glossary 31
Resources 33
Appendix 34
I – Why Tourism?
II – Tourism Organizations
III – Pickering Tourism Assets
IV – Visitation Data
V – Visitor Market Profiles
VI – Visitor Readiness – Gap Analysis
VII – Community Survey Results
VIII – Committee Engagement
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Frenchman's Bay
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Executive Summary
The City of Pickering is ideally located. It is about 40km from downtown Toronto along
the northern shore of Lake Ontario and is easily accessible to visitors from the major
401 and 407 highways, GO trains/buses, the Waterfront Trail and by boat at
Frenchman’s Bay. This provides easy access to the over 7 million people living to the
west and an incredible opportunity to be the overnight location for people travelling from
the east to visit the GTA including downtown Toronto.
Currently, the Bay, along with the Waterfront Trail, Beachfront Park, Beachpoint
Promenade & Alex Robertson Park, offers a scenic escape for over 100k visitors
(traveling 40+km one-way) per year who enjoy a variety of activities including boating,
biking, hiking, picnics, summer concerts in Millennium Square, as well as shopping and
dining options in the charming Nautical Village.
A short distance away is Durham Live, Pickering’s new premium entertainment district
and home of the Pickering Casino Resort which has a 275-room hotel, multiple
restaurants, a state-of-the-art concert theatre, and a large gaming facility. The area
promises to be a major entertainment hub with future growth that includes a first-of-its-
kind in Canada Porsche Experience Centre.
The city centre area, which welcomed over 340K visitors in 2022, is home to the
Pickering Town Centre (PTC), a destination shopping mall. The PTC, along with the
waterfront, and northern Pickering, make up the majority of the city’s main attractions.
The Seaton Community is being developed as one of the Canada’s largest residential
and commercial areas. It also serves as an entry point to the Seaton Hiking Trail, which
runs along beautiful West Duffin’s Creek through the community of Whitevale and
neighbours the Rouge National Urban Park.
Greenwood is another area under development with a new 44,000 sq. ft. Pickering
Heritage & Community Centre, located on the site of the Pickering Museum Village,
anticipated to launch in 2026.
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With the current number of attractions and abundant development, Pickering is poised
to see significant growth in visitors, helping business success throughout the city and
growing both the vibrancy of the community and community pride.
This 2024-2027 Community Visitor Plan is the first such plan for the City of Pickering. It
will serve to guide the City of Pickering staff, along with local tourism stakeholders and
regional partners in welcoming more visitors to enjoy all that Pickering has to offer. This
plan was developed by a steering committee with representatives from local
businesses, attractions, outdoor assets, residents, and city staff. This committee
assessed the challenges and opportunities for ‘visitor readiness’ across five key
categories: attractions, businesses, infrastructure, customer service, and
marketing/promotion. The work of the steering committee resulted in the identification of
five core objectives for 2024-2027: Enhance, Welcome, Develop, Distinguish, Support.
Each of these objectives has associated goals and action items and will serve as the
roadmap for the 2024-2027 Community Visitor Plan.
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Pickering Museum Village Log Barn
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Vision
The City of Pickering, its businesses, organizations and residents actively share their
pride of the community with visitors year-round, making it a welcoming destination so
that they will return time and again.
Mission
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Introduction
The visitor economy has a significant contribution to the health of businesses across
Canada, Ontario, Central Counties and Durham Region. In 2022 tourists contributed
$83B in spending across Canada and across the Central Counties (York, Durham and
Headwaters regions), there were 13 million (M) overnight visits and a total of $3 billion
(B) in spending. In 2019, pre-pandemic, the tourism industry in Ontario generated
revenue of over $38B and in the 14 key cities and towns across Durham Region, 6.4M
visitors were welcomed and contributed an estimated $692M in spending (see Appendix
I). These numbers reinforce the importance of the visitor economy and the importance
of this plan.
This three-year (2024-2027) Community Visitor Plan outlines the City of Pickering’s
objectives, goals, and action items to achieve its ‘Vision’. With this plan, Pickering joins
its neighbouring municipalities, along with its regional, provincial, and federal partners in
taking a proactive role in supporting the visitor economy (see Appendix II).
This plan was developed by a steering committee comprised of a diverse group of
representatives from Pickering’s tourism-related businesses and organizations, along
with local residents, City of Pickering staff and representatives from the Region of
Durham. The process was facilitated by Central Counties Tourism.
Frenchman's Bay
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The Planning Process
This plan was developed with feedback from four facilitated sessions and surveys with
the steering committee, as well as a community survey.
The four facilitated sessions were interactive with clear objectives to support the
development of the plan.
Session One: The group discussed the value of the visitor economy as an economic
driver, job creator and contributor to the residents’ quality of life and identified key
tourism assets attracting people visit Pickering and started to define ‘Success’ for
Pickering.
Session Two: The group ranked the tourism assets and reviewed the current visitor
landscape in Pickering including: attractions, businesses, infrastructure, customer
service, and marketing/promotion.
Session Three: The group identified and evaluated Pickering’s tourism readiness to
understand the challenges and opportunities that exist to achieve ‘Success’ and
reviewed the results of the community survey.
Session Four: Finally, the group aligned the final ‘Vision’ for success and the
objectives, goals and actions items for the Pickering Community Visitor Plan.
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Tourism in Pickering
Tourism Assets
Pickering has a number of businesses, attractions and events that drive visitation.
According to research collected, the top reasons people visit Pickering are for the
Casino, Waterfront / Nautical Village, Pickering Town Centre shopping, parks/trails,
dining/restaurants and cultural sites, such as Pickering Museum Village. Events were
also highlighted as one of the top drivers of visitation including Pickering Casino
Concerts, Winter Nights City Lights, Winter Wonderland at Millennium Square, and the
Waterfront Concert Series, among many others (see Appendix III).
It was noted that Pickering is well-poised for future growth in visitation having a
number of visitor assets in development including the new Pickering Heritage &
Community Centre, waterfront enhancements, and further development of the Durham
Live Entertainment District (new Porsche Experience Centre).
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Visitation
Geo-fencing research was completed for 2022 for the areas of Pickering Waterfront
East, West, and the City Centre. The research showed within these areas there were
over 450k visits, which contributed to an estimated annual visitor spend of over $40M
in the City Centre area and over $10M at the waterfront (See Appendix IV).
For those visiting the Waterfront East area, it was found that the majority could be
categorized in the Central Counties Tourism (CCT) visitor profile segments as ‘Family
Fun’ (35%) and ‘Adventure Seekers’ (28%) and this was consistent with the
Waterfront West and City Centre areas. These two segments have high potential for
growth and could be key target markets to increase visitation (See Appendix V).
Visitor Readiness - Gap Analysis
The steering committee was asked to assess Pickering’s visitor readiness and identify
the challenges across the key tourism asset categories: Attractions, Businesses,
Infrastructure, Customer Service, and Promotion.
Opportunities were then identified to address the challenges and this formed the basis
to develop the objectives and action items for the plan. The opportunities were
organized into five key pillars: Enhance, Welcome, Develop, Distinguish, and Support
(See Appendix VI).
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Pickering Museum Village Blacksmith Shop
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The Plan - Objectives and Goals
OBJECTIVE ONE: ENHANCE
Develop new visitor products / experiences to attract more visitors with more
reasons to visit and come back.
Goal 1: Engage tourism stakeholders to develop new tourism products /
experiences.
Goal 2: Develop new municipally-led tourism products / experiences.
Goal 3: Solicit more group tourism events / tournaments.
OBJECTIVE TWO: WELCOME
Nurture a welcoming environment and pride-of-place with residents and
businesses.
Goal 1: Educate on / communicate the importance of the visitor economy.
Goal 2: Nurture pride-of-place with Pickering residents and business owners.
OBJECTIVE THREE: DEVELOP
Encourage development of visitor-friendly infrastructure.
Goal 1: Provide seamless transport to, from, and within Pickering.
Goal 2: Attract new accommodation providers.
Goal 3: Provide on-site visitor facilities.
Goal 4: Maintain, support and grow the outdoor trail network.
Goal 5: Provide on-site visitor information.
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OBJECTIVE FOUR: DISTINGUISH
Establish a unique presence in the market for Pickering, attracting visitors to
explore all there is to see and do.
Goal 1: Build foundational marketing assets to promote Pickering as a
destination.
Goal 2: Implement a communication plan to differentiate Pickering and promote
the unique visitor experiences.
Goal 3: Promote Pickering as Inclusive, Diverse, Equitable & Accessible (IDEA).
OBJECTIVE FIVE: SUPPORT
Source the required resources to effectively manage Pickering as a visitor
destination.
Goal 1: Source funds and advocate for continued investment in the visitor
economy.
Goal 2: Recruit a team to champion and implement the Community Visitor Plan.
Goal 3: Elevate the profile of the visitor economy as a municipal strategic priority.
Goal 4: Collect visitor data to measure success, understand areas for
improvement, and to inform marketing.
Pickering Casino Resort
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The Plan - Action Items
OBJECTIVE ONE: ENHANCE
Develop new products / experiences to attract more visitors with more reasons to
visit and come back.
TIMING RESOURCES COST*
$ low,
$$ mid,
$$$ high
DEPARTMENT
RESPONSIBLE
ACTION
-
-
-
Goal 1: Engage tourism stakeholders to develop new tourism products/experiences.
1.1.1. Host networking events to
encourage collaboration
among businesses /
organizations for product
development
1-2 per
year
City of Pickering
Central
Counties
$ Lead: Economic
Development &
Strategic Projects
Support:
Community
Services
1.1.2. Collaborate across
municipalities to provide
regional tourism experiences
e.g. participate in municipal
leadership meetings and
networking
2024-
2027
City of Pickering
Durham
Tourism,
Central
Counties
$ Lead: Economic
Development &
Strategic Projects
Support:
Community
Services
1.1.3. Engage businesses to develop
new tourism products
/experiences /events e.g.
multi-stakeholder routes /
“trails”, IDEA events, multi-
faceted creative industries
events
2024-
2027
City of Pickering
Central
Counties
$ Lead: Economic
Development &
Strategic Projects
& Community
Services
(*Estimated Cost $-low=Under $10,000, $$-mid=$10,000 to $50,000, $$$-high=Over $50,000)
18
- 22 -
Goal 2: Develop new municipally-led tourism products / experiences.
1.2.1. Continue to host festivals /
events that are unique to
Pickering e.g. Fall Fling &
Winter Wonderland
2-4 per
year
City of Pickering $$$ Lead: Community
Services
1.2.2. Support development of new
waterfront / Nautical Village
experiences e.g. lifejacket
rentals & kayak launches
2024-
2025
City of Pickering $$ Lead: Economic
Development &
Strategic Projects
& Community
Services
1.2.3. Develop new municipal
tourism routes / “trails” through
collaborations / partnerships
e.g. Indigenous Art Trail, Film
Set Locations Tour
2024-
2025
City of Pickering
Invest Durham
DEI
$$ Lead: Economic
Development &
Strategic Projects
& Office of the
CAO
1.2.4. Develop and/or partner to
create infrastructure to support
shoulder season experiences
e.g outdoor skating & event
spaces.
2024-
2027
City of Pickering $$$ Lead: City
Development &
Operations
Support:
Community
Services
Goal 3: Solicit more group tourism events / tournaments.
1.3.1. Collaborate with local and
regional stakeholders to bid-on
/ host more sport tourism
events (align with the
Recreation & Parks – 10 Year
Plan)
2024-
2027
City of Pickering
Durham
Tourism
$$ Lead: Economic
Development &
Strategic Projects
Community
Services &
Operations
1.3.2. Invite more visiting school
groups from neighbouring
schoolboards to existing
attractions e.g. Pickering
Museum Village, and
Claremont Nature Centre etc.
2024-
2027
City of Pickering $ Lead: Community
Services
19
- 23 -
OBJECTIVE TWO: WELCOME
Nurture a welcoming environment and pride-of-place with
residents and businesses.
ACTION TIMING RESOURCES COST DEPARTMENT
RESPONSIBLE
Goal 1: Educate on / communicate the importance of the visitor economy.
2.1.1 Promote and communicate the
importance of the visitor
economy with residents, staff,
and council etc. e.g. & tourism
campaign, share success
stories of local businesses
2024 -
2025
City of Pickering $ Lead: Economic
Development &
Strategic Projects
2.1.2. Roll-out a tourism ambassador
training program for front line
workers, seniors, high school
volunteers / school clubs etc.
2024-
2027
City of Pickering
Central
Counties
Tourism
$ Lead: Economic
Development &
Strategic Projects
& Community
Services
Goal 2: Nurture pride-of-place with Pickering residents and business owners.
2.2.1. Implement programs to
encourage business owners
and front-line employees to
explore Pickering
e.g. Host industry
familiarization (fam) tours
and/or implement a reciprocal
admissions program for local
attractions.
2024 City of Pickering $$ Lead: Economic
Development &
Strategic Projects
Support:
Community
Services
20
- 24 -
2.2.2. Develop and push out email
communications to the
resident database to promote
all that is happening in
Pickering.
2024 City of Pickering $ Lead: Economic
Development &
Strategic Projects
& Office of the
CAO
Support:
Community
Services
OBJECTIVE THREE: DEVELOP
Encourage development of visitor-friendly infrastructure
ACTION TIMING RESOURCES COST DEPARTMENT
RESPONSIBLE
Goal 1: Provide seamless transport to, from, and within Pickering.
3.1.1. Improve transportation
infrastructure by advocating
across municipal departments
and with developers e.g.
busing, walking paths
Explore opportunities to
coordinate transportation
across the region/ province.
2024-
2027
City of Pickering
Roads Dept.
Durham Region
Developers
$$$ Lead:
Engineering
Services
3.1.2. Explore / promote
transportation alternatives for
events/ peak visitor times e.g.
public transit, alt
transportation rentals e.g.
trolley, bus, bike, scooter
2024-
2027
City of Pickering $$ Lead: Economic
Development &
Strategic Projects
& Community
Services
Support: City
Development
(Sustainability)
21
- 25 -
3.1.3. Explore new parking solutions 2024-City of Pickering
e.g. support event organizers 2027 Durham Region with parking options, shuttles
(Go, DRT), active
transportation, by-law
allowance for street parking
etc.
$$ Lead:
Engineering
Services
Support:
Economic
Development &
Strategic
Projects,
Community
Services &
Operations
3.1.4. Implement a way-finding 2024-City of Pickering
strategy to promote road-side 2027 Central and online navigation e.g. Counties signage, Google Maps, short
message service (SMS) App
etc.
$$ Lead:
Operations
Support:
Economic
Development &
Strategic
Projects,
Corporate
Communications,
Community
Services &
Region of
Durham
Goal 2: Attract new accommodation providers.
3.2.1. Encourage development of
more visitor accommodation
options e.g. publicize hotel
and visitation data to show
business opportunity
2024-
2027
City of Pickering
Central
Counties
$ Lead: Economic
Development &
Strategic Projects
Goal 3: Provide on-site visitor facilities.
3.3.1. Advocate for a new purpose-
built event space for larger
events
2026 City of Pickering $$$ Lead: Community
Services
Support:
Operations,
22
- 26 -
Engineering
Services & City
Development
3.3.2. Improve availability of 2024-City of Pickering
washroom facilities for visitors 2027
e.g. Build year-round facilities
(portable or permanent) in key
visitor areas and / or open
existing facilities year-round.
$$$ Lead: Operations
& Engineering
Services
Goal 4: Maintain, support and grow the outdoor trail network.
3.4.1 Support current trail strategies 2024-City of Pickering $ Lead: Operations
including winter maintenance /
grooming
2027 Durham Region
TRCA
Support:
Engineering
Services
3.4.2. Improve trail connectivity to
the core commerce areas e.g.
signage / apps
2024-
2027
City of Pickering
TRCA
$$ Lead:
Engineering
Services
Support:
Operations
Goal 5: Provide on-site visitor information.
3.5.1. Implement a solution to
provide on-site visitor
information e.g. Partner with
others (e.g. Casino, Go-
transit, Town Centre, TRCA) to
implement self-serve
information kiosks in central
locations and/or procure a
mobile tourism trailer
2025 City of Pickering
Businesses
$$ Lead: Economic
Development &
Strategic Projects
Support:
Corporate
Communications
23
- 27 -
OBJECTIVE FOUR: DISTINGUISH
Establish a unique presence in the market for Pickering,
attracting visitors to explore all there is to see and do.
ACTION TIMING RESOURCES COST DEPARTMENT
RESPONSIBLE
Goal 1: Build foundational marketing assets to promote Pickering as a destination.
4.1.1. Build a dedicated Tourism
Website to house visitor
information (event listings,
business & attraction
information etc.)
2025-
2026
City of Pickering $$ Lead: Economic
Development &
Strategic Projects
Support:
Community
Services
4.1.2 Explore the opportunity to add
and manage dedicated social
media channels and digital
information e.g. Facebook,
Instagram, Google etc.
2025-
2026
City of Pickering $ Lead: Economic
Development &
Strategic Projects
& Community
Services
Support:
Corporate
Communications
4.1.3 Advocate for Tourism
Promotions on current digital
signage, and investigate
installing digital signage in
Pickering that is dedicated to
Tourism
2024-
2026
City of Pickering $$$ Lead: Corporate
Communications
& Community
Services
4.1.4 Collect visitor contact
information at events / online
to build visitor contact
database
2024-
2027
City of Pickering $$ Lead: Economic
Development &
Strategic Projects
& Community
Services
24
- 28 -
Goal 2: Implement a communication strategy to differentiate Pickering and promote
the unique visitor experiences.
4.2.1. Implement a paid-media
communications strategy
(social media, print, PR,
influencers) to promote
unique experiences e.g.
businesses, waterfront /
Nautical Village, Casino,
Pickering Museum Village.
Ongoing City of Pickering
Central
Counties
Durham
Tourism
$$ Lead: Economic
Development &
Strategic Projects
& Office of the
CAO
Support:
Community
Services
4.2.2. Develop and promote
bundled/ package
experiences that feature
attractions and businesses
together (trip ideas-places to
eat, stay, and play)
2024-
2027
City of Pickering
Businesses
$ Lead: Economic
Development &
Strategic Projects
4.2.3. Produce and distribute visitor
content/ trip ideas for regular
distribution to visitor contact
database.
2025-
2026
City of Pickering $ Lead: Economic
Development &
Strategic
Projects,
Community
Services
Support: Office
of the CAO
Goal 3: Promote Pickering as Inclusive, Diverse, Equitable & Accessible (IDEA).
4.3.1. Implement marketing that
represents the diversity of
visitors to Pickering (age,
financial status, abilities,
cultures etc.)
Ongoing City of Pickering $ Lead: Corporate
Communications
Support:
Economic
Development &
Strategic
Projects & Office
of the CAO
25
- 29 -
4.3.2. Spotlight businesses, events,
attractions, and individuals
etc. that represent the IDEA
community in Pickering. e.g.
Indigenous Artists,
LGBTQ2S+ business owners
etc.
Quarterly City of Pickering $ Lead: Office of
the CAO
Support:
Economic
Development
& Strategic
Projects &
Community
Services
OBJECTIVE FIVE: SUPPORT
Source the required resources to effectively manage
Pickering as a visitor destination.
ACTION TIMING RESOURCES COST DEPARTMENT
RESPONSIBLE
Goal 1: Source funds and advocate for continued investment in the Visitor Economy.
5.1.1. Advocate for a municipal
budget to support tourism
development
2024 City of Pickering $ Lead: Economic
Development &
Strategic Projects
& Community
Services
5.1.2 Continue to apply for grants to
support municipal tourism
initiatives
Ongoing City of Pickering $ Lead: Economic
Development &
Strategic Projects
& Community
Services
5.1.3 Provide tourism stakeholders
with channels to source
information about grant
opportunities and “grant
Ongoing City of Pickering
Central
Counties
$ Lead: Economic
Development &
Strategic Projects
26
- 30 -
writing” training e.g. CCT,
TIAO
& Community
Services
5.1.4. Explore the feasibility of a
Municipal Accommodation Tax
(MAT)
2025 City of Pickering $ Lead: Economic
Development &
Strategic
Projects,
Corporate
Services &
Finance
5.1.5 Explore ideas to raise funding
for tourism e.g. Tourism
Investment Expo
2027 City of Pickering $$ Lead: Economic
Development &
Strategic Projects
& Community
Services
Goal 2: Recruit a team to champion and implement the Visitor Plan.
5.2.1. Hire dedicated tourism staff to
implement against the Visitor
Plan e.g. Canada Summer
Jobs, college internships and
co-op programs
2025-
2026
City of Pickering $$ Lead: Economic
Development &
Strategic Projects
5.2.2. Recruit a Tourism Panel to
guide implementation of the
Visitor Plan
2024-
2025
City of Pickering $ Lead: Economic
Development &
Strategic Projects
Support:
Community
Services
5.2.3. Recruit volunteers and
manage a volunteer /
ambassador program
2024 City of Pickering $ Lead: Community
Services
Support:
Economic
Development &
Strategic Projects
27
- 31 -
Goal 3: Elevate the profile of the Visitor Economy as a municipal strategic priority.
5.3.1. Allocate a representative to
provide the ‘voice of the visitor
economy’ on other
committees e.g. Advisory
Committees, Planning,
Transportation etc.
2024 City of Pickering
Durham Region
$ Lead: Economic
Development &
Strategic Projects
5.3.2. Schedule annual updates to
staff leaders and council to
communicate progress
against the Visitor Plan and
the importance of the visitor
economy. Also consider a
familiarization trip.
Ongoing City of Pickering $ Lead: Economic
Development &
Strategic Projects
& Community
Services
Goal 4: Collect visitor data to measure success, understand areas for improvement,
and to inform marketing.
5.4.1. Measure visitation by
geofencing high-traffic visitor
areas to track year-over-year
results
2024 City of Pickering
Central
Counties
$ Lead: Community
Services
5.4.2. Engage events and
businesses to track their
visitor postal codes for
analysis.
2024 City of
Pickering,
Central
Counties
Businesses
$ Lead: Economic
Development &
Strategic Projects
& Community
Services
5.4.3. Roll-out visitor surveys to
understand satisfaction and
areas for improvement.
1-2 per
year
City of Pickering
Central
Counties
$ Lead: Economic
Development &
Strategic Projects
& Community
Services
28
- 32 -
Nautical Village
29
- 33 -
Acknowledgements
Thank you to the individuals who made up the steering committee and devoted their
time to support the development of this Community Visitor Plan for the City of Pickering.
Steering Committee
Wayne Odegard Pickering Casino Resort
Derek Mappin Pickering Casino Resort
Michèle Bolton Open Studio Art Café
Tina Haramis Frenchman's Bay Yacht Club
Jessica Elliott Cultural Advisory Committee
Michael McFarland Cultural Advisory Committee
Ansonett Palmer Cultural Advisory Committee
Deanna Cheriton Toronto Region Conservation Authority / Petticoat Creek C.A.
Amanda Perricone Toronto Region Conservation Authority / Petticoat Creek C.A.
Lorna Murphy Cushman & Wakefield Asst Services, Pickering Town Centre
Lexi Whalen Land Over Landings
Jim Miller Land Over Landings and Owner, Thistle Ha’ Farm, National Historic Site
Laura Gibbs City of Pickering, Division Head, Culture and Community Programming /
PMV / PHCC
Nicole Hann City of Pickering, Public Affairs & Communications Associate, Office of
the CAO
Laraib Arshad City of Pickering, Economic Development & Strategic Projects
Krystal Roberts City of Pickering, Acting Supervisor, Cultural Services
Jesse St. Amant City of Pickering, Coordinator, Cultural Services
Azeem Shah City of Pickering, Senior Advisor Creative Industries and Tourism
Lisa Mackenzie Region of Durham, Tourism Specialist
Eileen Kennedy Invest Durham, Region of Durham, Film/T.V. Specialist
The development of this plan was facilitated with Central Counties Tourism’s Chuck
Thibeault, Executive Director and Lisa John-Mackenzie, Industry Relations Manager for
Durham Region.
30
- 34 -
Glossary
Tourist or Visitor -The term “Tourist” or “Visitor” can have various meanings and the
terms may be interchanged, but for the purposes of this report, we use the following
definitions. Destination Canada defines a “Visitor” as a traveler taking a trip outside
his/her usual environment, for less than a year, for any purpose (business, leisure or
other personal purpose) other than to be employed.1 To measure visitation the
province of Ontario defines a “Visitor” as someone who takes an overnight out-of-town
trip, or an out-of-town same-day trip of 40 kilometers or more away from their home.2
Visitors could include such groups as bus tours, sports teams, or individuals visiting
friends and relatives etc.
Index-Index numbers are a way of expressing the difference between two
measurements by designating one number as the "base", giving it the value 100 and
then expressing the second number as a percentage of the first. Example: If the
population of a town increased from 20,000 in 1988 to 21,000 in 1991, the population in
1991 was 105% of the population in 1988. Therefore, on a 1988 = 100 base, the
population index for the town was 105 in 1991.
(https://www150.statcan.gc.ca/n1/pub/11-533-x/using-utiliser/4072258-eng.htm)
Example: An index for visitation is how your audience compares to the average of the
area being studied, the benchmark. An index of 110 means that there is a 10% higher
concentration of that specific variable within your audience than the average. An index
of 100 is the average for the area
Inbound Tourism Spend / Expenditure-The tourism expenditure of a non-resident
visitor within the economy of reference.
Unique Visitors-The average number of individuals visiting the analyzed domain,
within the country and time period analyzed. A user who arrived at a site once or a
number of times is a single unique visitor to that domain.
31
- 35 -
TRIEM Model-The Tourism Regional Economic Impact Model (TREIM) is a data
analysis simulation tool that helps organizations and people who are interested in
tourism to learn more about the economic impact of tourism in Ontario. The model is
capable of simulating tourism-related economic impacts from 2010 to 2025, such as:
economic impact of specific tourism events, impacts on the supply side by tourism
industry sector, impacts by type of capital project for the chosen region.
https://www.ontario.ca/page/tourism-regional-economic-impact-model
Central Counties (RTO6) -This is the geographic area that makes up the Ontario
government Regional Tourism Organization Six (RTO6). Central Counties or RTO6
includes all of Durham Region, York Region, and the Headwaters area.
https://www.ontario.ca/document/tourism-regions/region-6-york-durham-and-
headwaters
FSA-A forward sortation area (FSA) is a way to designate a geographical unit based on
the first three characters in a Canadian postal code. All postal codes that start with the
same three characters—for example, K1A—are together considered an FSA.
Geo-fencing-Geofencing can provide an understanding of your customers through
mobility data. By creating specific geofences (a virtual geographic boundary around a
particular area), you will be provided an accurate estimate of the number of people that
entered the area within your specified timeframe, where they came from, the average
number of times locals vs non-locals visited, and important information about the
behaviors of your predominant visitors. The numbers are determined based on cell
phone data collected from people above the age of 15 that have their location services
enabled which is then filtered through a weighted statistical model with proper sample
size. Geofence data captures the number of unique visitors, the number of trips made
by those visitors, the distance they travelled from their Common Evening Location (aka
their home), and provides an analysis of these cell phone holders over a specific time
period.
32
- 36 -
Resources
1. https://www.destinationcanada.com/en/glossary
2. www.ontario.ca/page/tourism-regional-economic-impact-model
3. Tourism Industry Association of Canada, Tourism Jobs Matter, 2018
https://tiac-aitc.ca/_Library/Travel_Economy_Series_/JOBS_-
_TIAC_Travel_Economy_Series_EN.pdf
4. Innovation, Science and Economic Development Canada, Federal Tourism Growth
Strategy, 2019.
https://www.ic.gc.ca/eic/site/134.nsf/vwapj/Tourism_Strategy_eng_v8.pdf/$file/Tourism_
Strategy_eng_v8.pdf
5. Destination Canada -Research Division. Tourism Fact Sheet, 2020/2019.
https://www.destinationcanada.com/en/research#tourismincanada
6. https://www.destinationcanada.com/sites/default/files/archive/1792-
Quarterly%20Tourism%20Snapshot%20-
%20Q4%202022/DC_Quarterly_Tourism_Snapshot_Q4_EN.pdf
7. https://www150.statcan.gc.ca/n1/daily-quotidien/230526/dq230526b-eng.htm
8. Tourism Industry Association of Ontario, Quick Facts, 2019.
https://www.tiaontario.ca/cpages/tourismquickfacts
9. Tourism Industry Association of Canada, Tourism Jobs Matter, 2018,
https://tiac-aitc.ca/_Library/Travel_Economy_Series_/JOBS_-
_TIAC_Travel_Economy_Series_EN.pdf
10. Downtowns of Durham 2019 Visitation Research, Conducted by Central Counties
Tourism on behalf of Durham Tourism.
11. Tourism Industry Association of Ontario: Travel and Destination Analytics Ontario, 2018
https://www.tiaontario.ca/articles/travel-and-destination-analytics-ontario
12. Ministry of Heritage, Sport, Tourism, and Culture Industries,
http://www.mtc.gov.on.ca/en/tourism/tourism.shtml
13. Ministry of Heritage, Sport, Tourism, and Culture Industries, Regional Tourism Profiles -
RTO6, 2021. http://www.mtc.gov.on.ca/en/regions/regions6.shtml
33
- 37 -
Appendix I
Why Tourism?
The tourism industry is critical to Canada, contributing significantly to the economy and
job creation. The Tourism Industry Association of Canada [TIAC] describes the tourism
workforce as “the backbone of the travel economy. Our ability to provide hospitality to all
visitors to Canada, and its impact on the visitor experience, keeps businesses
thriving.”3
The 2019 Federal Tourism Growth Strategy: Creating Middle Class Jobs recognizes
that every community has something to offer as a destination within the Canadian
cultural landscape for visitors to explore.4 Tourism is one of the only sectors that
employs Canadians in every area of the country. This includes every province, territory,
and electoral riding.
In 2019, pre-pandemic, tourism was Canada's number one service export, totaling 2%
of total exports, generating $105 billion in revenue, and employing 1 in 11 Canadians
with 2.1 million jobs.5
While the industry was the first and hardest hit sector during the Covid-19 pandemic
(2020-2022), results from Canada’s National Travel Survey indicate that the industry is
now recovering. (see National Tourism Indicators Graph below) As reported in
Destination Canada’s fall 2022 Tourism Outlook6, domestic tourism spending in 2022
reached 92% of the 2019 pre-pandemic levels, with expectations for a full recovery in
2023. This 2022 domestic spending included Canadian residents who spent $69.0
billion at home and international travelers to Canada, who spent $14 billion. (US-$7.4B,
overseas-$6.6B) This international spend was an increase of $3.8 billion, over the
$10.0 billion spent in 2021. Despite this increase, this is still only 61.2% of what these
international visitors spent in Canada during 2019, before the pandemic.
The fourth quarter of 2022 showed the strongest signs of recovery, with Canadian
residents taking 60.9 million domestic trips, up by 9.2 million from the fourth quarter
of 2021, and reaching 97.4% of the same quarter in 2019.7 Domestic travel
expenditures by Canadian residents were $14.5 billion in the fourth quarter of 2022,
up 30.8% from the fourth quarter of 2021 ($11.1 billion).
34
- 38 -
https://www150.statcan.gc.ca/n1/daily-quotidien/230526/dq230526b-eng.htm
Quick Facts about Tourism in Canada
https://www150.statcan.gc.ca/n1/daily-quotidien/230526/dq230526b-eng.htm
Tourism in Ontario
The Tourism industry in Ontario has a huge impact on the economy with job creation
and contribution to the provincial GDP. In 2019, pre-pandemic, the tourism industry in
Ontario generated revenue of over $38B (up 11.4% from 2018), which represents 4.3%
of GDP.8 This industry generated $13.3 billion in tax revenues and employed more than
396,000 people in over 200,000 businesses. In addition, tourism employs the most
significant percentage of young people in Ontario (23%) aged 15-24 and grows year-
round jobs in our communities.9
Tourism Industry Association of Ontario
Tourism in Central Counties and Durham Region
In 2022, there were 13 million domestic overnight visits (from 60+km away) to Central
Counties (RTO6). Ten million of these overnight visits originated from Ontario, with the
remaining 3 million from the rest of Canada. Together they contributed an estimated $3
billion in visitor spend to the region.
35
- 39 -
In a 2019 study of fourteen cities and towns in the Durham Region, the number of
tourists (from 40+ km away) totaled 6.4 million, with 94% originating from Ontario.10
According to the Tourism Regional Economic Impact Model (TREIM), these Ontario
tourists contributed approximately $692 million in visitor spend to Durham Region.
The Tourism Industry Association of Ontario [TIAO] and Global Payments Canada
released a Travel and Destination Analytics Report in October 2019.11 The report
highlights findings for the 2018 inbound visitor spending trends in Ontario:
• Toronto, Niagara, and Central Counties accounted for 78.9 percent of inbound
spending in Ontario.
• Inbound spend made up 2.3% versus domestic spend at 97.7%. For Central
Counties region, this inbound spend came primarily from the United States
[U.S.](49.5%) and China (36.4%).
Data Source: Central Counties Tourism
36
- 40 -
Appendix II
Tourism Organizations
Many organizations play critical support roles in Ontario’s tourism industry.12 Each of
them has varying responsibilities and areas of focus to attract and service visitors and
maximize the economic benefits to communities. At a local municipal level, there is a
need to help coordinate and develop tourism experiences and products within the
business community that can be positioned in the market at a regional, provincial, and
national level.
Regional Tourism Organization 6 -Central Counties Tourism
Central Counties Tourism [CCT] is one of 13 Regional Tourism Organizations province-
wide, funded by the Ontario Ministry of Heritage, Sport, Tourism, and Culture
Industries.13 Central Counties, encompasses the regions of Durham, York, and
Headwaters and coordinates, aligns and invests in product development, workforce
development, strategic marketing, and investment attraction.
Region of Durham -Durham Tourism and Sport Durham
Durham Tourism is part of the Regional Municipality of Durham, Economic
Development Division, Invest Durham. As the Destination Management Organization
[DMO] for the Region, their objective is to develop and promote Durham Region to
visitors with an emphasis on the areas of sports tourism under the brand Sport Durham.
The Region supports eight municipalities in the following ways:
• Promotes Durham Region as a destination via trade and consumer/trade shows.
• Assists provincial tour operators by providing destination information.
• Coordinates familiarization tours for travel trade operators and media writers.
Municipal Tourism – The City of Pickering
The City of Pickering has staff resourcing devoted to destination development for the
city with a focus on supporting tourism operators, hosting events, marketing, advocating
for enhanced visitor readiness, and collaborating with regional tourism partners.
37
- 41 -
Local Tourism Businesses
Local tourism-based businesses, attractions, and events collectively make up the
tourism assets for the City of Pickering and are the key drivers of the visitor economy.
Pickering has many unique visitor sites and experiences, which can be promoted to
enhance the residents’ pride of place. The Pickering Casino, Pickering Town Centre,
Pickering Museum Village, and Nautical Village businesses, among others, are all
notable tourism development partners.
Partners in Tourism
The products and offerings of local businesses are the foundation of the tourism
economy. The hierarchy of partners works vertically through alignment, strategic
marketing, investment attraction, themed product development, and funding
opportunities.
38
- 42 -
-
Tourism Partner Tools and Resources
Current Tools and Resources
Tourism Support Partner
To
u
r
i
s
m
E
d
u
c
a
t
i
o
n
Re
s
e
a
r
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Destination Canada
Promotes Canada’s market-ready
products and experiences
internationally. ✔ ✔ ✔ ✔
Destination Ontario (DeON)
Promotes Ontario’s market-ready
products and experiences domestically
and internationally. DeON is an agency
of the Ministry of Heritage, Sport,
Tourism, and Culture Industries.
✔ ✔ ✔ ✔ ✔ ✔
Tourism Industry Association of
Ontario [TIAO]
Advocates tourism policy, regulation,
education, and economics of tourism. ✔ ✔ ✔
Regional Tourism Organization
Central Counties Tourism-RTO6
Tourism product development,
workforce development, industry
equipping, and marketing in York,
Durham and Headwaters regions.
✔ ✔ ✔ ✔ ✔ ✔
Durham Tourism/Sport Durham -
Region of Durham
Promotes Durham as a destination for
domestic leisure, sport/group travel
throughout the eight municipalities.
✔ ✔ ✔ ✔ ✔ ✔ ✔
The City of Pickering-Economic
Development
Promotes Pickering as a destination -
the unique experiences, products,
community and tourism assets.
✔ ✔ ✔
39
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Appendix III
Pickering Tourism Assets
Tourism is the business of attracting and serving the needs of visitors who are travelling
for leisure or business. It is essential to understand the primary attractors that draw
visitors to a destination to understand the visitor needs and destination development
requirements. Marketing will draw visitors to a destination once; great amenities,
outstanding customer service, and a welcoming community will bring them back!
With input from the steering committee, an audit of Pickering’s key tourism assets was
completed and these assets were ranked according to their "Tourism Strength" which
includes:
• how attractive the asset is to visitors? i.e. the number of visitors it attracts
• how much it contributes to the visitor economy? i.e. the spending it generates
• how unique the asset is to the Pickering community?
• how easily the asset can be promoted to tourists?
1. Attractions
Tourist attractions may draw visitors for either natural beauty, unique constructed
experiences (cultural/ historic), or engaging entertainment. Inherently, it is the ‘things to
see and do’ within a destination, that attract people. The lead attractions can actually
generate the travel demand, and be synonymous with ‘a destination’.
Pickering has a number of engaging visitor attractions that span across several
categories and will continue to grow this over the next few years, with new attractions
being built e.g. New Pickering Heritage & Community Centre (planned for 2026)
1) Casino
2) Waterfront
3) Arts, Culture, Heritage
4) Concerts and Shows
40
- 44 -
5) Golf
6) Sporting Facilities
7) Kids and Family Activities
8) Entertainment/ Nightlife
9) Sports (Spectator)
2. Tourism Businesses
Tourism businesses can be defined as those that help fulfill visitors’ needs, including
accommodations, food and beverage, transportation, meeting and event venues,
agritourism locations, specialty retail and services. Types of tourism businesses
include: hotels, motels, campgrounds, bed and breakfast properties, service stations,
car rental and boat charter services, transportation services (air, rail & ground),
restaurants, craft breweries, and more.
Pickering offers a variety of dining and shopping choices, with a destination mall, many
restaurants, boutique retail shops, and markets.
1) Event Venues
2) Shopping Tourism
3) Specialty Food and Beverage
4) Unique Accommodation
5) Agri-tourism
3. Infrastructure
Tourism Infrastructure includes roads, bike lanes, public transit, parking areas,
wastewater and garbage disposal facilities, water and power services, access to cellular
service, availability of fuels such as diesel, natural gas, propane, and gasoline, location
and distance signage, and police and emergency services. The availability and quality
of services and amenities available to travelers will affect a community’s ability to attract
visitors.
The City of Pickering has a strong network of infrastructure to support the visitor
economy including a good transportation system with access by car, bus, rail, and boat.
41
- 45 -
It is a main stop for GO Transit (buses and trains), is home to the Frenchman’s Bay
Yacht Club and is situated in close proximity to the Toronto Person International Airport.
Pickering also provides many public parking options, parks with picnic areas (including
the Rouge National Urban Park, one of the largest urban parks in North America), dog
parks, and trails.
4. Customer Service
Customer Service includes welcoming tourists and providing them with great hospitality
by anticipating their needs and providing superior customer service, as well as being an
ambassador for the city. Visitors have high expectations of the quality of personal
service they receive from tourist attractions, businesses and the municipality. Providing
an excellent visitor experience can help establish the reputation of a destination, such
as Pickering, as being welcoming, inclusive, diverse, accessible, and an overall great
experience.
Today each of the tourism stakeholders provides superior customer service to directly
their patrons, but there are no formalized destination management customer service
efforts e.g. Tourism Ambassador Training. Pickering does not currently have a tourism
information office and limited information is available online.
5. Marketing/Promotion
Tourism promotion involves activities to attract and lengthen the stay of visitors. This
may include managing and increasing exposure of owned media (website and social
media pages). A paid media strategy can help drive traffic to desired social pages and
websites. This may include co-operative advertising, attendance at travel shows,
magazine articles, brochures, maps, commercial and promotional signs, travel guides,
advertising (print, digital, radio or television) and tourism information centers. Promotion
can also include increasing earned media, such as word-of-mouth marketing, publicity
through various media outlets/ influencers and visitor reviews and ratings.
The City of Pickering currently provides and manages visitor content on the City of
Pickering website. Communication is currently pushed out through the City of Pickering
social media channels and a resident email list is housed in the recreation database.
42
- 46 -
Tourism Asset Inventory
Included is an inventory of some of the tourism assets Pickering currently offers to
residents and visitors.
ATTRACTIONS NATURAL ATTRACTIONS
• Pickering Casino/ Hotel/ Events • Waterfront (Frenchman's Bay,
Space/ Concerts (The Arena) West Park, Waterfront Trail)
• Nautical Village • Trails (Seaton, Greenbelt Cycling,
• Yacht Clubs / Marina Conservation Lands, Trans-
Canada Trail) • Golf Clubs • Parks (Rouge Nat'l, Beachpark, • Claremont Nature Ctr Millenium Square, Petticoat Creek,
• Splash Pad Enchanted Trail-Kijimba Kind)
• Recreation / Sports (Soccer Dome, • Wildlife (Bird watching, Salmon)
Chestnut Hills Development) • Tourism "Trails" (Anne and Maud
• Pickering Playing Fields (Driving Walking Trail)
Range, Mini Putt etc) • Future Durham Meadow-way
• Farms-Hy Hope • Whitevale
• Shopping-Pickering Town Centre
• Restaurants (PORT, Chuuk, etc.)
• VIP Cineplex Movies
• Future Porsche Experience Centre
ARTS AND CULTURE
•
•
•
•
•
Library Makers Space
Crock-a – Doodle
"Trails"-Haunted, Anne & Maud
Theatre-Herongate
Concerts-Durham Live
• Music-Open Studio
• PMV
• Future Heritage & Community
Centre
• Public Art
43
- 47 -
FESTIVALS AND EVENTS
•
•
•
•
•
•
•
Pickering Museum Village
Dragonboat Racing
OPG Events
Music/ Waterfront Concerts
Food Truck Festival
Farmers Markets
Open studio Music
• Annual Parades
• RibFest
• Artfest
• JamFest
• The Pic Casino Events
• The Arena Concerts
ACTIVITIES
•
•
•
•
Dining
Watersports / Boating
Skate boarding
Lawn Boling
•
•
•
•
Shopping
Golf
Outdoor Activities (cycling, hiking)
Visiting Friends
OTHER
•
•
•
•
•
•
•
•
Illuminated Bridge
Classic Cars
Film Sets
Bakeries
Gelato at Bellagios
Coffee Roaster
The Pie Guy
Big M Burgers
•
•
•
•
•
•
•
C'est What Brewery
Sports (Hockey, pickle ball)
Air BnB
Pacific Food Mkt
Access to TO
Go Station
Weddings
44
- 48 -
Appendix IV
Visitation Data-City of Pickering
Research is important to understand the impact of tourism as a key economic driver and
to inform business decisions and strategies. Tracking visitation numbers, understanding
visitor profiles (demographics and psychographics) and monitoring trends can help gain
insights into how many visitors are coming and who they are. Visitor research provides
insight to support with the following:
• Identifying and validating the visitors / customers based on empirical data
• Maximizing Return on Investment (ROI) by targeting the right markets
• Increasing visitation by aligning products/services with customers/visitors
• Demonstrating the value and economic impact of tourism within a
municipality/area
Research Process
Central Counties Tourism (RTO6) conducted a geo-fence data analysis for select areas
in the City of Pickering using mobile phone data. The analysis included core visitor
destination areas including the Pickering City Centre and Waterfront East and West.
(see map below) Please note that the data excludes drive-through traffic and those who
live or work in the selected areas.
45
- 49 -
Pickering City
Centre
Waterfront West
46
- 50 -
Waterfront East
47
- 51 -
Economic Impact from Visitation
(Sample area in the City of Pickering (2022)
In 2022, of the total unique visitors to the three studied areas in Pickering, 12% were
“tourists” (from 40+km away). The total number of visits by these tourists were as
follows: the Waterfront West (34,555), Waterfront East (79,912) and Pickering City
Centre (343,636) for a total of 458,107.
Using the Ministry’s Tourism Regional Economic Impact Model (TREIM), it is estimated
that this visitation to Waterfront West contributed $4M, Waterfront East contributed
$10.3 M, and Pickering City Centre contributed $43M, in visitor spend for Durham
Region.
48
- 52 -
Appendix V
Visitor Market Profiles
Central Counties Tourism (RTO6) has identified six visitor profiles that were created
using extensive research using numeric data, mobile data geofencing, postal code audit
and Prizm segmentation profiles. Each profile was matched against Central Counties
Tourism stakeholder businesses and organizations. This information allows tourism
businesses to better target and market to their ideal consumer. (For full descriptions,
visit https://centralcounties.ca/wp-content/uploads/CCT_Visitor_Profiles_B2B.pdf)
The six visitor profiles include:
Passionate Putters Foodie Fanatics
Adventure Seekers Art Lovers – Urbanite (Core)
Family Fun Seekers Art Lovers – Community Explorer (Tactical)
49
- 53 -
Key Findings -Pickering Waterfront East Visitation 2022
Based on an analysis of the “tourists” (from 40 to 100 km away) who visited the
Pickering Waterfront East in 2022, the most highly represented segments in the
population were ‘Family Fun’ (35%), Adventure Seekers (28%) and ‘Passionate Putters’
/ ‘Art lovers’ (tactical) both represented 9%. While there is an opportunity to attract more
visitors within each of these segments, the easiest to attract (i.e., lowest hanging fruit)
are likely the ‘Adventure Seekers’. This segment has the highest concentration (Index*)
of the Waterfront East tourists, followed by the ‘Family Fun’ segment.
Though this sample is for Waterfront East, both the ‘Adventure Seekers’ and ‘Family
Fun’ segments have the highest potential within the other two locations as well, and
should be Pickering’s primary target markets to increase its visitation.
*Index is the ratio of the segments within your tourists vs segments of residents that live
40-100 km, and it is calculated by dividing the ‘%’ by ‘Base %’.
50
- 54 -
Locals
Based on an analysis of the locals who visited the Pickering Waterfront East in 2022,
the most highly represented segments in the population of locals were ‘Family Fun’
(31%) and ‘Passionate Putters’ (21%). The best opportunity to attract more locals is by
targeting ‘Adventure Seekers’ as this group was more highly represented than they are
in the average population.
51
- 55 -
Appendix VI
Visitor Readiness-Gap Analysis
CHALLENGES OPPORTUNITIES
ENHANCE
• Need more reasons to visit
• Little business engagement /
collaboration
•
•
Collaborate with businesses and
across municipalities to build new
experiences e.g. Networking events
Work with businesses to build out new
visitor experiences/ “trails”
• Not enough Festivals / Events • Leverage existing assets and build on
• Need more year-round activities
•
•
them e.g. waterfront, trails
Host unique festivals /events
(Consider IDEA Events)
Embrace winter tourism
• Limited Group Tourism-Need to re-
engage group travel
•
•
Leverage sporting facilities to attract
sport tourism events
Explore opportunity to elevate
Education Tourism
WELCOME
• Limited understanding of the Value of
Tourism
• Implement programs/promotions to
share the importance of the visitor
economy with residents/ staff/ council
• Lack of knowledge among residents
of what the city offers
• Residents are not advocates of
Tourism
•
•
Improve resident sentiment
Engage locals to become visitor-
friendly Ambassadors of Pickering
DEVELOP
• Insufficient Parking • Advocate for transportation
• Limited Public Transport improvements
• No Wayfinding signage •
•
Look for creative solutions for parking
issues
Lead wayfinding strategy
52
- 56 -
• Few accommodation choices • Build and present a business case to
(especially N. Pickering) attract accommodation development
• Need public washrooms • Explore the opportunity to develop a
• No capacity to host large events
•
dedicated event space
Explore possibility to attract
commercial presence in North
Pickering
• Many visitors come to use trails, but • Develop ways to fund investment in
investment in trails is limited trails and encourage trail users to
• No tourism office to provide patronize commercial areas.
information to visitors who are coming • Provide easy access to visitor
information to encourage longer visits
DISTINGUISH
• Lack of readily available visitor • Make up-to-date visitor information
information (online and on-site) available
• No visitor contact information for • Implement push and pull
direct messaging communication strategy
• Limited promotion of bundled • Implement marketing (paid and
experiences earned media) to differentiate
• Lack of awareness of what Pickering Pickering in the market
offers & what makes it unique • Highlight tourism assets (businesses,
attractions)
• Pickering is not overtly promoting its • Showcase Pickering’s IDEA efforts to
support in embracing the movement visitors e.g. reference the diverse
for inclusion, diversity, equity, and demographic of visitors
accessibility (IDEA) • Spotlight IDEA individuals in
businesses and IDEA events in
Pickering
SUPPORT
• Limited $ investment in Tourism for
municipality and businesses need
seed funding
•
•
•
Advocate for a municipal budget
Explore opportunities for new funding
sources e.g. MAT, Events, Grants
Communicate the economic impact of
the visitor economy across all staff
departments and council
• No dedicated municipal staff to focus
solely on tourism
• Engage dedicated staff and
community members to help drive the
53
- 57 -
needs of the visitor economy forward
and execute on Pickering’s Visitor
Plan
•
•
Tourism is not currently a key priority
for the municipality
The value of tourism is often not
understood by staff, leadership &
council
•
•
Elevate Tourism as one of the
municipal strategic pillars
Educate about the value of the visitor
economy
• Today there is a limited understanding
of visitor insights to measure success
and inform development and
marketing. i.e. visitation,
demographics, psychographics, and
visitor satisfaction
• Conduct and commission research to
understand today’s baseline and track
visitation growth and areas for
improvement over time. Use
geofencing, postal code analysis and
surveys.
54
- 58 -
Appendix VII
Community Tourism Survey
Residents, local business owners, and visitors were invited to provide feedback on the
current tourism industry, local features and amenities found in the City of Pickering
during a community tourism plan (CTP) survey on Let’s Talk Pickering from June 1,
2023 – September 6, 2023. The survey was promoted on our social media channels,
on our website and through a media release. The survey was also available to be
completed from our Destination Pickering booth at multiple summer events, and on the
Let’s Talk Pickering webpage.
893 individuals visited the Let’s Talk Pickering page, 723 individuals viewed the project
or tools page, and 311 actively engaged and participated in the survey.
The full results of the survey can be found in the Project Report – Community Tourism
Plan.
55
- 59 -
750
Project Report
01 June 2023 - 06 September 2023
Let's Talk Pickering
Community Tourism Plan
Visitors Summary Highlights
MAX VISITORS PER
TOTAL VISITS DAY
893 135
NEW
REGISTRATI 500 ONS
1
250
ENGAGED
VISITORS
311 1 Jul '23 1 Sep '23
Pageviews Visitors
INFORMED AWARE
VISITORS VISITORS
432 723
Aware Participants 723 Engaged Participants 311
Aware Actions Performed Participants Engaged Actions Performed
Registered Unverified Anonymous
Visited a Project or Tool Page 723
Contributed on Forums 0 0 0Informed Participants 432
Participated in Surveys 33 0 276 Informed Actions Performed Participants
Contributed to Newsfeeds 0 0 0
Viewed a video 0
Participated in Quick Polls 4 0 0 Viewed a photo 0
Posted on Guestbooks 0 0 0Downloaded a document 0
Contributed to Stories 0 0 0Visited the Key Dates page 8
Asked Questions 0 0 0Visited an FAQ list Page 10
Placed Pins on Places 0 0 0Visited Instagram Page 0
Contributed to Ideas 1 0 0Visited Multiple Project Pages 110
Contributed to a tool (engaged) 311
- 60 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
ENGAGEMENT TOOLS SUMMARY
0
FORUM TOPICS
1
SURVEYS
0
NEWS FEEDS
1
QUICK POLLS
0
GUEST BOOKS
0
STORIES
0
Q&A S
0
PLACES
Tool Type
Engagement Tool Name Tool Status Visitors
Contributors
Registered Unverified Anonymous
Survey Tool Community Tourism Plan Survey Archived 414 33 0 276
Quick Poll How often do you visit Pickering? Published 5 4 0 0
Ideas What brings you to Pickering? Published 7 1 0 0
Page 2 of 20 - 61 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
INFORMATION WIDGET SUMMARY
0
DOCUMENTS
0
PHOTOS
0
VIDEOS
1
FAQS
0
KEY DATES
Widget Type
Engagement Tool Name Visitors Views/Downloads
Faqs faqs 10 10
Key Dates Key Date 8 8
Page 3 of 20 - 62 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
ENGAGEMENT TOOL: SURVEY TOOL
Community Tourism Plan Survey
Visitors 414 Contributors 309 CONTRIBUTIONS 429
What is your age?
9 (2.1%)
17 (4.0%)
47 (11.0%)
97 (22.6%)
72 (16.8%)
68 (15.9%)
119 (27.7%)
Question options
Under 18 19 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65+
Mandatory Question (429 response(s))
Question type: Dropdown Question
Page 4 of 20 - 63 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Are you a resident of Pickering?
368 (85.8%)
61 (14.2%)
Question options
Yes No
Mandatory Question (429 response(s))
Question type: Dropdown Question
Page 5 of 20 - 64 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
If you have friends/family visiting, where are the first places you take them? (select
top three)
325
300
275
250
225
200
175
150
125
100
75
50
25
294
166
140
100
69
39 35
21
34
13
2 4 2
Question options
Waterfront Parks/trails Restaurant Pickering Casino Resort Pickering Museum Village
Pickering Public Library Chestnut Hill Developments Recreation Complex Shopping Pickering Soccer Centre
Festivals/events Public art Filming Other (please specify)
Mandatory Question (368 response(s))
Question type: Checkbox Question
Page 6 of 20 - 65 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
What is your favourite 'selfie spot' or photo location in Pickering?
126 (34.2%)
84 (22.8%)
34 (9.2%)
32 (8.7%)
35 (9.5%)
3 (0.8%)
8 (2.2%)
46 (12.5%)
Question options
Waterfront - Millennium Square (end of Liverpool Road)
Waterfront - Rotary Frenchman's Bay West Park (end of West Shore Boulevard)
Waterfront Trail Pickering Town Centre Installations Public art
Esplanade Park
Other (please specify)
Seaton Trail
Mandatory Question (368 response(s))
Question type: Dropdown Question
Page 7 of 20 - 66 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
What do you think attracts visitors to Pickering? (select top three)
300
275
250
225
200
175
150
125
100
75
50
25
284
150
141
82
53
29 33 36
40
17 18
Question options
Waterfront Parks/trails Entertainment Pickering Casino Resort Outdoor recreation activities
Arts & Culture Pickering Museum Vilage Festivals/events Shopping Dining
Other (please specify)
Mandatory Question (368 response(s))
Question type: Checkbox Question
Page 8 of 20 - 67 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Are you a visitor of Pickering?
61 (14.2%)
368 (85.8%)
Question options
Yes No, I'm a resident
Mandatory Question (429 response(s))
Question type: Dropdown Question
Page 9 of 20 - 68 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
How often do you visit Pickering?
8 (13.1%)
35 (57.4%)
9 (14.8%)
4 (6.6%)
5 (8.2%)
Question options
Every day A few times a week Twice a month Once a month Very rarely/never
Mandatory Question (61 response(s))
Question type: Dropdown Question
Page 10 of 20 - 69 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
As a visitor, what brings you to Pickering? (select up to three)
32
30
28
26
24
22
20
18
16
14
12
10
8
6
4
2
29
26
27
18
17
15
10
9
4
3
2 2
Question options
Waterfront Parks/trails Restaurants Pickering Casino Resort Pickering Museum Village
Pickering Public Library Chestnut Hill Developments Recreation Complex Shopping Festivals/events
Public art Work Other (please specify)
Mandatory Question (61 response(s))
Question type: Checkbox Question
Page 11 of 20 - 70 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Where are you visiting from?
40 (65.6%)
20 (32.8%)
1 (1.6%)
Question options
Durham Region Outside of Durham Region Other (please specify)
Mandatory Question (61 response(s))
Question type: Dropdown Question
Page 12 of 20 - 71 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
If any, what tourism barriers/challenges do you experience in Pickering? (select all
that apply)
30
28
26
24
22
20
18
16
14
12
10
8
6
4
2
27
19
15
9
6
7
3
Question options
Lack of attractions Lack of accommodations Lack of visitor information/packages abouts things to do in Pickering
Parking/transit issues Too expensive Ongoing fear of travel/public outings due to COVID-19 pandemic
Other (please specify)
Optional question (48 response(s), 381 skipped)
Question type: Checkbox Question
Page 13 of 20 - 72 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Do you own a business in Pickering?
13 (3.0%)
416 (97.0%)
Question options
Yes No
Mandatory Question (429 response(s))
Question type: Dropdown Question
Page 14 of 20 - 73 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
What sector does your business fall under?
1 (7.7%)
1 (7.7%)
1 (7.7%)
1 (7.7%)
9 (69.2%)
Question options
Specialty Retail Recreation Arts & Culture Entertainment Other (please specify)
Mandatory Question (13 response(s))
Question type: Dropdown Question
Page 15 of 20 - 74 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Where are the majority of your visitors/customers coming from?
6 (46.2%)
5 (38.5%)
1 (7.7%)
1 (7.7%)
Question options
Durham Region In Ontario, but outside of Durham Region Outside of Canada Other (please specify)
Mandatory Question (13 response(s))
Question type: Dropdown Question
Page 16 of 20 - 75 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
What is the top age range your business in currently attracting?
2 (15.4%)
2 (15.4%)
2 (15.4%) 4 (30.8%)
1 (7.7%)
2 (15.4%)
Question options
19 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65+
Mandatory Question (13 response(s))
Question type: Dropdown Question
Page 17 of 20 - 76 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Is there anything the City of Pickering is currently doing that helps your business
attract more visitors?
9
8
7
6
5
4
3
2
1
8
3
2 2 2
Question options
Events (Petapolooza, Farmers' Market, Summer Concerts, Artfest, Film(
Marketing (business spotlights/social media features)
Assistance through the Economic Development & Strategic Projects department
Access to technology via the Pickering Public Library Other (please specify)
Mandatory Question (13 response(s))
Question type: Checkbox Question
Page 18 of 20 - 77 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
ENGAGEMENT TOOL: QUICK POLL
How often do you visit Pickering?
Visitors 5 Contributors 4 CONTRIBUTIONS 4
How often do you visit Pickering?
1 (25.0%)
3 (75.0%)
Question options
A few times each year I live here
Mandatory Question (4 response(s))
Question type: Radio Button Question
Page 19 of 20 - 78 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
IDEAS
What brings you to Pickering?
Visitors 7 Contributors 1 CONTRIBUTIONS 3
23 June 23
GreenRipple Waterfront and green spaces
I love coming back to the waterfront and the green spaces.Please preserve these area VOTES s and improve and maintain them. 0
23 June 23
GreenRipple Accessibility for people with disabilities
VOTES Please always include accessibility considerations in your tourism plans.
0
Page 20 of 20 - 79 -
Appendix VIII
Committee Engagement
A draft of the Community Visitor Plan underwent review during the Cultural Advisory Committee meeting on January 16, 2024. No further comments were received at that time. Subsequently, the most recent draft of the plan was reviewed during the Waterfront Visionary Advisory Committee meeting on April 15, 2024 and at the
Accessibility Advisory Committee meeting on April 17, 2024 for comment.
76
- 80 -
Report to
Executive Committee
Report Number: HUR 01-24
Date: May 6, 2024
From: Jennifer Eddy
Director, Human Resources
Subject: Equity, Diversity and Inclusion Strategy
- File: A-1440
Recommendation:
1. That Council endorse the 2024-2034 Equity, Diversity and Inclusion Strategy, as set out in
Attachment 1;
2. That staff be directed to develop and implement an annual work plan in accordance with the
timelines set out in the EDI Strategy which shall incorporate the key areas of focus and
associated action items set out in the Strategy, with those actions being reflected in the
annual current and capital budgets of the City on an ongoing basis; and,
3. That appropriate City of Pickering officials be authorized to take the actions necessary to
implement the recommendations in this Report.
Executive Summary: The purpose of this report is to present the City’s first Equity, Diversity
and Inclusion Strategy (the “EDI Strategy”) for Council’s endorsement. The Strategy consists of
these elements:
A. The Process
B. What We Learned (key themes)
C. Vision and Mission Statements
D. Priority Areas of Focus (five areas that were identified through our consultations)
The five priority areas of focus are as follows:
Priority 1: Education and Awareness
Priority 2: Structure and Resources
Priority 3: Community Consultation and Engagement
Priority 4: Policies, Practices and Programs
Priority 5: Measurement and Accountability
On March 22, 2021, Council approved the retention of an external consultant to commence the
work necessary to develop the City’s 10-year EDI Strategy. Goss Gilroy Inc. (GGI) was selected
through the Request for Proposal (RFP 2020-10) to assess the City’s current state related to EDI
and develop a 10-year EDI Strategy for the City. This assessment was achieved utilizing mixed
methodologies including an employee survey, program and policy document reviews, internal
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employee and external community-based consultations, a community survey and a review of
approximately 20 municipal comparators (upper and lower tier) to gain insights into EDI initiatives
undertaken by neighbouring municipalities and their dedicated resources for EDI.
As a result of the EDI policy review and consultations, the EDI Strategy was developed to build on
our existing strengths while identifying opportunities to address our EDI challenges. The Strategy
identifies important key areas where our efforts and resources will be focused to achieve our
newly developed EDI Vision and Mission Statements.
Subject to Council’s approval of the EDI Strategy, staff will prepare an annual work plan, in
accordance with the specified timelines, that will provide staff with identifiable and measurable
goals and action items.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to
the Pickering Strategic Plan Corporate Key of providing Exceptional Customer Service, Advocate
for an Inclusive, Welcoming, Safe & Healthy Community, Strengthen Existing & Build New
Partnerships and Foster an Engaged & Informed Community.
Financial Implications: The EDI Strategy identifies 47 action items which flow from the key
areas of focus that are essential to realize our EDI Vision and Mission. Some of these initiatives
are ongoing and are already included in the City’s Budget. Some initiatives will not require
additional resources and can be advanced without the allocation of funding or human capital.
There are, however, other initiatives that can only be implemented when additional funding is
provided in future budgets.
Once the EDI Strategy is approved, the City will move forward, as per the identified timelines, to
create the annual work plans to operationalize the EDI Strategy. Staff will bring forward future EDI
initiatives requiring funding for consideration. In the event that funding is not secured and/or
resources are not allocated, implementation of certain components of the EDI Strategy may be
deferred. The deferral of any of the action items will be communicated in the annual reporting on
the EDI Strategy.
Discussion: The purpose of this report is to present the City’s first Equity, Diversity and
Inclusion Strategy (the “EDI Strategy”) for Council’s endorsement. As an organization, the City of
Pickering has compelling reasons to develop an EDI Strategy recognizing that equity, diversity
and inclusion is not only beneficial for employees and residents but also for the overall success
and sustainability of the community as a whole.
Over the past several years, the City has engaged in various initiatives to address the needs of its
changing and diverse population. Among these include a Cultural Strategic Plan, Multi-Year
Accessibility Plan, Age Friendly Community Plan, Indigenous Relationship Building Action Plan,
hiring of a Community Safety & Well-Being Advisor, the establishment of the Pickering Anti-Black
Racism Taskforce. Additionally, in 2021 the City embedded its commitment to EDI within the
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organizational structure with the hiring of the Senior Advisor, Equity, Diversity & Inclusion position.
The EDI team grew again in 2024 with the permanent addition of the Community Engagement
Coordinator, Equity, Diversity & Inclusion and the realignment of the Accessibility Coordinator
position. To date, the City has made great strides in the delivery of events and initiatives that
actively promote EDI both inside the organization and within the community as described in the
City’s Equity, Diversity and Inclusion 2023 Annual Report (Attachment 2). A 10-year EDI Strategy
will provide the framework necessary to focus our ongoing efforts in this regard.
With Council’s approval of the City’s first Corporate Strategic Plan in December 2023, the City
formally identified EDI as an integral part of its strategic vision. Finalizing and implementing a 10-
year EDI strategy is the next necessary step to realize key priorities identified in the Corporate
Strategic Plan. This EDI Strategy is envisioned to be a City staff-led initiative to focus internally on
organizational change management for the Corporation, which would provide a foundation to
support community-led efforts.
With the assistance of Goss Gilroy Inc., the City (as well as the Library) has undertaken extensive
consultations with members of Pickering Council, the Senior Leadership Team, staff, residents
and community partners to inform the City’s first EDI Strategy. This EDI Strategy reflects the
results of this research and presents the priorities and areas of focus that will inform the City and
Library’s joint efforts to advance EDI. While the Pickering Public Library partnered with the City
during this exercise to leverage resources, the Library will be developing its own Library focused
EDI Strategy based upon the collaborative findings and that is consistent with the City’s EDI
Strategy.
A. What is Equity, Diversity, and Inclusion:
Equity, diversity and inclusion are distinct but interrelated concepts that organizations and
municipalities are increasingly embedding into their everyday operations to foster supportive and
respectful environments for staff, residents, visitors and community members. These
organizations are realizing that EDI does not create a situation in which one person or group can
win something only by causing another person or group to lose it. In fact, all aspects of diversity
can thrive in tandem, with societies and businesses being much stronger as a result of building an
inclusive community for all.
Equity strives to ensure fairness in how people are treated with respect to the unique
circumstances that shape their lives and access to resources and/or opportunities. Equality
assumes that treating everyone the same is sufficient. Equality does not consider that there are
many factors which hinder equity, e.g., historical factors and their resulting systemic generational
complexities of oppression, privilege and power resulting in unequal opportunities and access
among society’s members.
Diversity recognizes that a community is comprised of individuals with unique and differing
identities that influence how they experience the world around them. Diversity should be
recognized and celebrated. A society that refuses to see diversity is one that discounts the varying
realities, experiences, and the impacts of diversity on its members.
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Inclusion builds upon diversity and strives to ensure that community members feel a sense of
belonging and empowerment to fully participate in society. It is about ensuring that diverse
experiences and perspectives are not only represented but are also used to inform decision-
making around policies, practices, services and programs. Inclusion is about harnessing and
effectively maximizing the power of diversity.
B. Why is EDI important to the City of Pickering:
1. It’s the law: There are legislated responsibilities for organizations which require them to
account for EDI in their policies and practices. Examples include, the Ontario Human Rights
Code which identifies 17 protected grounds and requires employers to ensure that our
communities and workplaces are free from discrimination, harassment, and violence in areas
such as employment, housing, services and contracts; the Accessibility for Ontarians with
Disabilities Act requires that organizations are accessible to people with disabilities; and the
Employment Equity Act which ensures access to the labour market and recognizes the unique
disadvantages and discrimination experienced by women, indigenous peoples, persons with
disabilities and racialized communities in employment. Such legislation, along with many
others, create a legal obligation to prioritize EDI.
2. Our changing demographics: With the changes in the demographics of the City of Pickering’s
residents and its workforce, the City continues to acknowledge the need to evaluate the
diversity and inclusion of its workforce to reflect the Pickering community. When employees
understand and experience equity and inclusion, they will demonstrate inclusive behaviours
as we work together to serve the diverse needs of the Pickering community.
3. Good business practice: Greater employee diversity, in turn, can increase creativity,
productivity, retention and overall employee and organizational performance as employees
feel safe, welcomed, engaged and empowered. This has extended positive impacts on clients
or service users whose similarly diverse needs and interests are better served.
C. The Process of Developing the Plan – Engagement and Policy Review
The following represents the multi-year process by which the EDI Strategy was developed:
Action Date
Establishment of Interdepartmental EDI Steering
Committee and Working Group
May 2021
Employee Survey August 2021
Interviews with Council and Senior Leadership October 2021 and December 2022
Employee and Community Focus Groups January 2022
Assessment of Current State Completed September 2022
Senior Leadership Team and EDI Steering Committee
Strategy Development Workshop
February 2023
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Community Survey May 2023
Establishment of Community Working Group June 2023
Review of draft EDI Strategy Principles with Community
Groups and Senior Staff
January 2024 – March 2024
Draft EDI Strategy emailed to Council and all staff April 8, 2024
Draft EDI Strategy posted on Let’s Talk Pickering and
emailed to all Community Groups
April 9, 2024
At the onset of the development of the EDI Strategy it was recognized that an inclusive and
meaningful engagement process was essential to the final outcome. Utilizing a comprehensive
engagement process in the development of an EDI strategy is crucial for several reasons:
1. Representation and Input: Engaging diverse voices ensures that the strategy reflects the
perspectives and experiences of a wide range of individuals, including those from
underrepresented or marginalized groups. This leads to more comprehensive input and
effective solutions that address root causes of systemic barriers.
2. Ownership and Commitment: When people are actively involved in shaping the EDI Strategy,
they feel a sense of ownership and commitment to its success. This can lead to increased
motivation, participation, and support for EDI initiatives through the organization.
3. Innovation and Creativity: Diversity in perspectives fosters innovation and creativity. Engaging
individuals with different backgrounds, experiences, and ideas can lead to novel approaches
and solutions to EDI challenges.
4. Trust and Transparency: Involving various parties in the development process builds trust and
transparency. It demonstrates a commitment to collaboration, openness, and accountability,
which are foundational elements of successful EDI strategies.
5. Impact and Effectiveness: Engaged parties are more likely to actively participate in
implementing and evaluating the EDI Strategy. This increased involvement can lead to greater
impact and effectiveness in achieving EDI goals and outcomes.
Understanding that fulsome engagement is essential for the development of an EDI Strategy, the
following outlines the measures taken to engage both employees and the community which
generated the feedback and information required to create the Strategy. In total there were
approximately 900 individual points of engagement as follows:
1. Employee Survey: A total of 308 City/Library employees completed the survey between July
23, 2021 and August 23, 2021.
2. Key Informant Interviews with Senior Leaders at the City/Library: A total of 11 interviews were
carried out between October 12, 2021 and December 8, 2022. The participants included two
executive leaders (CAO and CEO); and seven City Council members, including the Mayor of
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the City of Pickering. Two of the interviews were with newly-elected Councillors in December
2022.
3. Focus Groups with City/Library Employees: A total of seven focus groups were conducted
with 47 employees between November 12, 2021 and April 22, 2022, as follows:
a. Three focus groups were held with department leaders in Human Resources,
Operations, Community Services, City Development, Engineering Services, Fire
Services, Corporate Services, Finance, Economic Development & Strategic Projects,
and the Pickering Public Library;
b. One focus group was held with the EDI Steering Committee. Participants included
representatives from Human Resources, City Development, Office of the Chief
Administrative Officer, Fire Services, Pickering Professional Firefighters’ Association,
Engineering Services, the Canadian Union of Public Employees, Local 129, and the
Pickering Public Library; and
c. Three focus groups were held with City employees across the organization.
4. Focus Groups with External Community Groups: Two focus groups were conducted with
external community groups: Pickering Anti-Black Racism Taskforce (PABRT) and Anti-Black
Racism Working Group (ABRWG), between April 27 and May 25, 2022. A total of 14
members participated in the focus groups.
5. Key Informant Interviews with External Partners: Four Interviews were held in September
2022, with representatives of the 2SLGBTQIA+ Community (1), Pickering Accessibility
Advisory Committee (1), and the Indigenous Relationship Building Circle (2).
6. Planning Session with Senior Management Team and EDI Steering Committee: GGI led a full-
day strategic planning session with the senior members of the City and Library as well as the
EDI Steering Committee in February 2023. The main objectives of the session were to
present the consultation findings from the various parties; undertake a Strengths,
Weaknesses, Opportunities and Threats (SWOT) analysis of the City’s EDI processes;
develop EDI Vision and Mission Statements; and develop the City’s Areas of Focus and
Strategic Goals. The outcomes from the session contributed to the development of the EDI
Strategy.
7. Community-Wide Resident Survey: The survey was distributed online and filled out by 440
respondents between May 21 and September 14, 2023. The survey sought input from
Pickering residents and aimed to provide insight into the background, opinions, attitudes and
experiences of community members with respect to EDI.
8. The Community Working Group (CWG): The CWG acts as a dedicated community voice that
provides more focused input on the EDI Strategy based on the diversity of interests that they
represent. The CWG consists of 15 members who are residents of Pickering and represent
diverse communities, interests and needs. Members are affiliated with the City/Library through
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various advisory groups and/or community partnerships including representation from PFLAG
Durham Region, DARS Community Outreach, the Pickering Anti-Black Racism Taskforce, the
Pickering Public Library Anti-Black Racism Working Group, the Accessibility Advisory
Committee, the Pickering Public Library Teen Advisory Group, and the Indigenous
Relationship Building Circle, among others. From July 6 to August 17, 2023, the CWG
participated in several discussions to obtain a better understanding of the group’s assessment
of Pickering from an EDI lens and to identify both challenges and successes in their
experiences. The discussions were also used to identify priority areas and specific
recommendations to further inform the development of the EDI Strategy.
In addition to the engagement process, GGI also conducted a review of applicable City and
Library documents. The focus of the document and policy review was to assess processes,
policies and practices at the City and Library including governance processes; policies related to
decision-making, personnel practices, and administration processes; and documents related to
organizational culture, communications, service delivery, and community relations. A total of 16
City policies and procedures, 7 library policies, 22 additional documents, and website content
were reviewed.
When considering the type of engagement that would best suit the development of the EDI
Strategy, it was important to recognize that notable EDI work is built on a foundation of strong and
trusting relationships. People who have experiences of exclusion, discrimination or harassment
will not share their experiences with others without feelings of trust and safety. Understandably,
they try to lessen the ‘burden of proof’ put on them by those who are foreign to such experiences
and who may not empathize or provide support, as well as the weight of the resulting emotional
toll from sharing of these experiences without comparative resolutions or actions.
With this understanding, intentional efforts were made to nurture ongoing relationships with
various communities to listen and understand their sentiments, experiences and feelings of
belonging. Qualitative data was captured through conversations at workshops with focus groups,
community events, pop up engagements at various City of Pickering and Region of Durham
events with dedicated EDI tables, staff workshops and staff orientation sessions. It is for these
same reasons that there should be continuous conversations and touch points with the community
on EDI initiatives and efforts to keep enriching the quality of these engagements and EDI work.
Accordingly, once the draft EDI Strategy was created, a secondary follow-up engagement process
commenced which was essential to create buy-in both internally (with leadership and staff) as well
as with the community. The following represents the dates upon which presentations were made
to communicate the elements of the draft EDI Strategy, gain feedback and ultimately finalize the
EDI Strategy for Council’s endorsement:
• Community Safety and Well-Being Committee – November 9, 2023
• Cultural Advisory Committee – November 21, 2023, and January 16, 2024
• Accessibility Advisory Committee – January 17, 2024
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• Indigenous Relationship Building Circle – February 6, 2024
• Pickering Anti-Black Racism Working Group – February 8, 2024
• EDI Strategy Community Working Group – February 13, 2024
• Pickering Public Library Anti-Black Racism Working Group – February 21, 2024
In addition to engaging with community partners, the draft EDI Strategy was published on Let’s
Talk Pickering as well as the City’s website on April 9, 2024 with additional promotion on all social
media platforms and digital signage to provide an opportunity for feedback from the broader
community. The community partners noted above also received a final draft copy of the EDI
Strategy. Further, the draft EDI Strategy was provided via email to the following on April 8, 2024:
• Council
• Senior Leadership Team
• EDI Steering Committee
• All City of Pickering employees
All were invited to provide feedback on the final draft EDI Strategy, over a two-week period ending
on April 22, 2024. During this time, feedback was received and considered prior to finalizing the
EDI Strategy for Council’s consideration. These edits did not fundamentally change the content of
the EDI Strategy but were helpful to enhance the clarity of the document.
D. Components of the Strategy
As a result of the consultations and document review, a draft EDI Strategy was created that
identified four themes present from across the consultations. These themes represent challenges
which need to be addressed in our Strategy and include the following:
1. Lack of EDI Awareness: An overall lack of awareness around equity, diversity and inclusion
that needs to be addressed through education and training.
2. Systemic Barriers: Policies and practices embedded within organizations that have the effect
of excluding or discriminating against particular people, resulting in limited access to
opportunities, resources, or other disadvantages.
3. Lack of Diverse Representation: City Council, senior leadership, and staff do not reflect the
same diversity as the community members they serve. The consequence of lack of
representation is that needs, interests and experiences of those not represented are left out of
City policies and practices.
4. Leadership Commitment to EDI: In moving forward with an EDI Strategy, it is essential that the
City actively promote widespread buy-in and ownership for the EDI Strategy, from Council, all
levels of staff and community members representing diverse lived experiences. This shift in
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corporate culture requires support from leadership to embed the EDI perspective in all that we
do.
In consideration of what we learned through our consultations, the following EDI Vision and
Mission statements were developed to reflect the City’s commitment to championing equity,
diversity and inclusion in all we do. An equitable and inclusive City is built upon a set of shared
values that Council and staff can use when making decisions and that the community can depend
upon when interacting with each other.
Vision
A City that is committed to embedding EDI, accessibility, anti-racism and anti-oppression
principles into the fabric of our City and community without compromise to foster a sense of
belonging, empowerment and respect among all community members.
Mission
The City provides an inclusive and supportive environment where staff, businesses and residents
have opportunities to grow, learn, engage, participate and thrive by:
1) Advancing EDI as a standard of public service;
2) Valuing diverse identities, perspectives and experiences;
3) Working to eliminate systemic barriers; and
4) Actively engaging community members in ongoing education, advocacy and consultation.
Our priority areas of focus flow from our EDI Vision and Mission and are consistent with the
Vision, Mission and Values Statements identified in Pickering’s Corporate Strategic Plan
(approved by Council in 2023). Specifically, the Corporate Strategic Plan’s Vision Statement
“Pickering: A complete, world class city…inclusive, connective, caring and prosperous”, and as
also illustrated in the stated value of Inclusion and Respect.
Priority Areas of Focus
• Priority 1 – Education and Awareness: Education builds awareness and understanding.
Education is about the creation of, and engagement with, learning opportunities at all levels,
Council, staff and residents. Education can be achieved through several means including
formal educational opportunities such as mandatory staff training as well as informal
opportunities through staff lunch and learns, book clubs, community events and community
partnerships. Awareness can be achieved by strengthening our internal communications
strategy with staff to promote information around EDI internally to increase understanding and
engagement.
• Priority 2 – Structure and Resources: A solid operational structure is essential to ensure the
necessary resources are allocated to enable the City to meet its EDI goals. EDI goals are
clearly articulated and measured, with progress reported regularly to all staff. Sustained
leadership support and direction is necessary to maintain internal EDI momentum.
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•Priority 3 – Community Consultation and Engagement: Meaningful engagement requires that
the City continue to nurture relationships with those we serve and include them in decisions
made. It means bringing forward diverse perspectives, experiences and knowledge into Cityprojects and initiatives as early as possible. It also requires the creation of accessible andinclusive environments (both physical and digital) that reflect the City’s diverse communities,and continuously embedding feedback mechanisms at all community engagement events.
•Priority 4 – Policies, Practices and Programs: For EDI to be successful, it must be tied tobroader processes of change management which aims to implement changes to theunderlying structures and processes, including changes to policies and practices. Thisrequires that the City unpack our existing structures and practices to identify systemic barriers
and determine whether or not they integrate EDI considerations.
•Priority 5 – Measurement and Accountability: Measurement is about being able to assess andevaluate the City’s success in adopting an EDI lens in our daily practices. Importantly, it is amechanism for ensuring accountability.
Each priority area of focus has associated action items outlined within the EDI Strategy with
projected time frames for completion. These action items provide a framework from which yearly EDI work plans will be developed and implemented, subject to Council’s endorsement of the EDI Strategy. Key to the development and implementation of the work plans will be the full participation and advocacy of all departments as well as strengthened and ongoing relationships with community.
Attachments:
1.Equity, Diversity and Inclusion Strategy
2.Equity, Diversity and Inclusion 2023 Annual Report
Prepared By: Prepared By:
Original signed by:Original signed by:
Jaclyn SanAntonio Clara Addo-Bedoe
Senior Advisor, Equity, Diversity & Inclusion Manager People and Culture
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Prepared/Approved/Endorsed By:
Original signed by:
Jennifer Eddy
Director, Human Resources
JE:lb
Recommended for the consideration
of Pickering City Council
Original signed by:
Marisa Carpino, M.A. Chief Administrative Officer
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Equity, Diversity and
Inclusion Strategy
2024 - 2034
Attachment 1 to Report HUR 01-24
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Contents
Land Acknowledgement 03.
Executive Summary 04.
Message from the Mayor 06.
Message from the CAO 07.
Introduction 08.
What is Equity, Diversity, and Inclusion?
What is Pickering’s Demographic Profile?
Theme 3: Lack of Diverse Representation
What we learned
EDI Vision and Mission Statements
09.
15.
28.
22.
32.
Why EDI is Important
The Process
Theme 4: Leadership commitment to EDI
Theme 1: Lack of EDI Awareness
Priority Areas of Focus
12.
17.
30.
24.
34.
Why is the City of Pickering Developing an EDI Strategy?
Theme 2: Systemic Barriers
14.
26.
PAGE 2
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Land Acknowledgement
PAGE 3
We acknowledge that 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.
Commemorative Orange Crosswalk, designed by Jon Cowell of the Mississaugas of Scugog Island First Nation
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Executive Summary
The Corporation of the City of Pickering (the City)
is committed to embedding equity, diversity and
inclusion (EDI) into the fabric of its organization
and community to foster a sense of belonging,
empowerment and respect for all. We strive to
develop policies, practices and programs that
advance EDI as a standard of public service by
engaging diverse perspectives and experiences,
eliminating systemic barriers, and promoting
community cohesion. The City’s Corporate
Strategic Plan which was approved in December,
2023 identifies EDI as a priority essential for the
successful achievement of our corporate goals.
The EDI Strategy was developed through
internal and external consultations across two
and a half years from 2021 to 2023. Internally,
consultations included an employee survey; key
informant interviews with Mayor and Council
and senior leadership; employee focus groups;
and a senior leadership/EDI Steering Committee
planning session. Externally, consultations took
place through a community-wide online survey;
key informant interviews with community
partners; community focus groups; and the
establishment of a community working group.
In total, there were approximately 900 points
of engagement throughout this research
and consultation process. The City’s policies,
programs and practices were also reviewed as
part of this exercise. The Pickering Library Board
(the Library) partnered with the City during this
exercise to leverage resources. The Library will be
developing its own Library focused EDI Strategy
based upon the collaborative findings and
consistent with the City’s Strategy.
Findings from the consultations and the review of
internal practices revealed important successes
including the development of a dedicated
section for Equity, Diversity and Inclusion
within the Office of the CAO; equitable hiring
policies; an EDI Steering Committee; a Mental
Wellness Committee; age-friendly programs; and
procedures against violence and harassment in
the workplace. The City is also taking important
steps to integrate community input into critical
areas through advisory groups such as the
Pickering Anti-Black Racism Taskforce (PABRT),
the Accessibility Advisory Committee, the Cultural
Advisory Committee, the Indigenous Relationship
Building Circle, and the Community Safety & Well-
Being Committee.
Findings from the consultations also identified
challenges and opportunities for growth for the
City. For example, employee feedback confirmed
the importance of developing a healthy
workplace where everyone is valued, engaged,
and allowed to contribute their intellectual and
creative capital to the vision and mission of the
City.
Community partners also called for a more
active demonstration of the City’s commitments
to EDI, the elimination of anti-Black racism,
PAGE 4
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Pickering Anti-Black Racism Taskforce, Engaging Our Leaders Event, George Ashe Community Centre
addressing the barriers experienced by the
2SLGBTQIA+ community, and Truth and
Reconciliation. Many shared experiences of
discrimination, exclusion, and microaggressions
within schools, workplaces, and everyday
community interactions and asserted the
need for City leaders to take a strong stance
against hateful, discriminatory and oppressive
experiences, especially if they are to honour
their commitments in an EDI strategy.
This EDI Strategy aims to address the concerns,
interests, experiences and needs of employees,
residents, visitors and community members in
Pickering. It is imperative for us to recognize
that all representatives of the City (Council,
Senior Leadership Team and employees) play a
role in addressing the priority areas of focus that
were uncovered as a result of these extensive
consultations and research.
A shared understanding of roles, responsibilities
and accountability, will best enable the
implementation of the EDI Strategy.
Departments are responsible for actioning the
items related to their operational area. This will
be supported by the EDI staff team who will
also provide leadership and direction at the
corporate level.
Overall, consultations identified five
priority areas of focus:
Education and awareness;
Structure and resources;
Community consultation and
engagement;
Policies, Practices and Programs; and,
Measurement and accountability.
The EDI Strategy document will elaborate
upon these priority areas of focus through a
review of the common themes found from our
consultations, key data sources, wise practices,
and actions for implementation.
PAGE 5
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Kevin AsheKevin Ashe
Mayor, City of Pickering
On behalf of the Members
of Council, I am proud
to introduce the City of
Pickering’s Equity, Diversity,
and Inclusion (EDI) Strategy.
Pickering is a dynamic and
thriving city made up of
diverse cultures, ethnicities,
faiths, ages, abilities, and
genders that define our
greatest strength and success
as a community.
When Council endorsed the
creation of an EDI Strategy
in 2020, the world bore
witness to a number of
high profile and alarming
incidents rooted in prejudice,
racism and historic injustices,
that renewed the calls for
meaningful change and
social justice. As Pickering is a
microcosm of the world, these
distressing events had a ripple
effect in our community,
which highlighted the acute
need for the development of
an EDI Strategy.
I have been fortunate during
my time as both Mayor and
Councillor over the past two
decades to connect with
many of you in Pickering. I
have learned about unique
and rich cultural traditions,
languages, histories and
accomplishments of diverse
groups. I’ve also learned
about the undue hardships
and impacts caused by
various forms of prejudice,
discrimination, and hate
and recognize that these
challenges continue to persist
even within our community.
These have been truly
humbling experiences that
reinforce our responsibility
as elected officials to serve,
advocate and protect the
well-being and inherent
human dignity of all in our
community, and I am eager
to do so with the guidance of
our EDI Strategy.
While no single document
can capture the full scope
of work and level of
commitment needed to
advance and sustain EDI, it
is my sincere hope that this
EDI Strategy will not only set
us on the right path but also
inspire collective dedication
and action in serving our
community with integrity,
humility and respect.
As Mayor, I commit to
championing EDI and
ensuring that Pickering
thrives as an equitable and
inclusive place for all to call
home.
A message from the Mayor
PAGE 6
- 97 -
On behalf of all staff, I am
proud to share the City of
Pickering’s first Equity, Diversity
and Inclusion (EDI) Strategy.
This foundational document is
essential to ensuring that our
organization prioritizes EDI at
every level of decision making
and operations so that our
policies, programs, services
and facilities reflect and serve
the diverse needs of our
community.
We began our journey to
develop this Strategy in 2020.
Since then, I’m proud of the
early milestones we have
achieved and the dedicated
efforts of staff to translate our
commitments into action. This
includes the establishment
and staffing of a new EDI
team within the Office of the
CAO, and the implementation
of staff trainings on critical
topics like Treaty rights and
responsibilities, anti-racism,
gender equity, ableism,
and human rights. We also
enhanced our collaborations
with neighbouring
municipalities and community
organizations to honour Black
History Month, International
Women’s Day, Pride Month,
Emancipation Day and the
National Day for Truth and
Reconciliation, among other
occasions. As a Corporation,
our most notable achievement
has been the creation of this
EDI Strategy.
The priorities identified in
the EDI Strategy are the
result of two and a half years
of extensive internal and
external consultations and
research. Through surveys,
interviews, focus groups,
workshops and policy reviews,
people entrusted us with their
personal experiences, which
offered important insights on
how to advance EDI in both our
organization and the broader
community. We are humbled
and grateful to have learned
from all who engaged in this
process with such honest and
constructive feedback, and we
are excited to move forward
with sustained and impactful
actions.
While the completion of
the EDI strategy is a critical
milestone, I know we are
still early in our journey. I
also recognize that this is an
ongoing process that will
require constant self-reflection,
community input, humility,
discipline, and accountability.
Our EDI strategy is ambitious,
but I am confident in our
collective commitment to work
together in building a Pickering
where all are respected,
empowered and feel a true
sense of belonging.
Marisa Carpino
CAO, City of Pickering
A message from the Chief Administrative Officer
PAGE 7
- 98 -
Black History Month Celebration,
Chestnut Hill Development
Recreation Complex
Black History Month Celebration, Chestnut Hills Development Recreation Complex
Black History Month Celebration, Chestnut Hills Development Recreation Complex
Introduction
With Council’s approval of the 2021 Budget, the City
of Pickering formally began the process to develop a
multi-year Equity, Diversity, and Inclusion (EDI) Strategy
(previously referred to as the D&I Strategy). The Plan
was envisioned to be a City staff-led initiative to focus
internally on organizational change management
for the City, which would provide a foundation to
support community-led efforts. Since then, extensive
consultations have been undertaken with members of
Pickering Council, the Senior Leadership Team, staff,
residents and community partners to inform the City’s
first EDI Strategy. This Strategy reflects the results of this
research and presents the goals, priorities and areas of
focus that will inform the City and Library’s joint efforts
to advance EDI.
PAGE 8
- 99 -
Equity, diversity and inclusion are distinct but
interrelated concepts that organizations and
municipalities are increasingly embedding into
their everyday operations to foster supportive
and respectful environments for staff, residents,
visitors and community members.
Although each of these concepts
have unique meanings, “it is only in
combination that their true impact
emerges” (McKinsey & Company,
2022).
It is important to have a shared understanding of
these key concepts to understand the vision and
impetus for the EDI Strategy.
Beginning with diversity, this concept
recognizes that a community is comprised of
individuals with unique and differing identities
that influence how they experience the world
around them for better or for worse. These
identities can be defined by such categories as
age, sex, gender, race, ethnicity, ability, income,
employment, immigration status, and many
others. Notably, the Ontario Human Rights
Code enumerates 17 protected grounds that
prohibit discrimination against individuals in
the areas of employment, housing, services,
unions and vocational association and contracts
(Ontario Human Rights Commission, 2024),
which signifies a legislated responsibility to
protect diverse identities. In workplace contexts,
diversity can also account for other identifiers
such as whether or not one’s job is affiliated
with full-time or part-time status, management
or frontline levels of authority, union or non-
union membership. This is not an exhaustive
list but nevertheless showcases the diversity of
identities, characteristics, attributes, and statuses
that one can possess at any given time. As such,
it must be recognized that people have multiple
and intersecting identities—the variations and
combinations of which can result in power
and privilege for some and disadvantage for
others that can themselves change in different
situations. Advancing diversity in organizations
promotes representation of diverse perspectives
and experiences.
Inclusion builds upon diversity and strives to
ensure that community members feel a sense
What is Equity,
Diversity, and
Inclusion?
Introduction
PAGE 9
- 100 -
of belonging and are able to fully participate
in society. Inclusion is about ensuring that
individuals can bring their whole and authentic
selves to a place and feel welcomed, valued and
empowered.
In a recent interview on inclusivity
at work, DEI expert Aiko Bethea
explains that inclusion cannot exist
without diversity, but that diversity
can exist without inclusion (Brown,
2020, 9:35).
It is essential that efforts to advance diversity
go beyond mere representation and focus
on valuing that representation to ensure
that diverse perspectives and experiences
meaningfully influence decision-making within
organizations. For example, when thinking
about gender diversity within workplaces, it is
well known that women are underrepresented
in senior level positions in comparison to men.
According to statistics shared in a
recent report reviewing ten years of
data on gender diversity (McKinsey
& Company, 2017), although women
represent 50% of the world’s
working-age population, only 25%
are in management positions.
And this is only one element of diversity. Thus,
advancing inclusion in organizational contexts
is about ensuring that diverse perspectives and
experiences are used to inform decision-making
around policies and practices.
Finally, equity strives to ensure fairness in how
people are treated with respect to the unique
circumstances that shape their lives and access
to resources and/or opportunities. This includes
accounting for historical factors that have
resulted in discrimination and disadvantage
for various groups, such as experiences of
colonialism and enslavement of Indigenous
and Black communities. Equity recognizes that
these forms of oppression have, over time,
contributed to the marginalization of these
communities in ways that have deprived them
of fundamental resources and opportunities
needed to thrive in the world.
It is important to distinguish
equity from the concept of equality
which aims to ensure sameness in
treatment as opposed to fairness.
Equality does not consider the
unique circumstances of individuals
and assumes that treating everyone
the same is sufficient.
Values of equality are embedded in many
practices. Hiring practices, for example, assume
that educational attainment measured in
degrees are an adequate measure of one’s
success and qualifications. However, an
equitable approach would account for the
fact that some communities do not have the
PAGE 10
- 101 -
same access to education on account of factors
like economic disadvantage. An equitable
approach to hiring would consider comparative
assessments and evaluations that help assess a
candidate’s suitability for a particular position. For
example, historically, Indigenous people would
lose their “Indian” status and related rights if
they pursued a post-secondary education (Crey
& Hanson, 2009). An equity lens would recognize
this as a systemic barrier and consider alternative
methods of evaluation.
Simply treating people equally
neglects the fact that people have
different capacities and often serves
to reinforce inequalities as it does
not recognize the prevalence in
society of systemic barriers.
City staff recognize Pink Shirt Day, City Hall, February 28, 2024
PAGE 11
- 102 -
The following considerations form the basis of why organizations need to
address EDI :
The legal imperative highlights the legislated responsibilities of
organizations to account for EDI in their policies and practices (Turner
Consulting Group, 2023). The Ontario Human Rights Code identifies 17
protected grounds. It requires that employers ensure that workplaces are free
from discrimination, harassment, and violence. In addition, the Accessibility
for Ontarians with Disabilities Act requires that organizations are accessible to
people with disabilities—including those affected by both visible and invisible
conditions that may have been present from birth or developed over time. The
Employment Equity Act ensures access to the labour market and recognizes the
unique disadvantages and discrimination experienced by women, Indigenous
peoples, persons with disabilities and racialized communities in employment.
These and many other pieces of legislation create a legal obligation to prioritize
EDI.
The demographic imperative emphasizes the diversity of workplaces
and communities. It encourages an appreciation for the ways in which
employees “bring different life experiences, cultural understanding, language
ability, and ways of thinking that help them relate to service users and clients”
(Turner Consulting Group, 2023). It also requires an understanding of how
demographic shifts can influence diversity.
Why EDI is Important
51 %
of theCanadianpopulationidentifiesas female
27 %
of theCanadianpopulationidentifies asracialized
22 %
of theCanadianpopulationlives withone or moredisabilities
6 %
of theCanadianpopulationisIndigenous
4%
of theCanadianpopulationidentifies as2SLGBTQIA+
According to Statistics Canada (2022)
23 %
of theCanadianpopulationwere bornoutside ofCanada
PAGE 12
- 103 -
It is important that organizations reflect this diversity in the communities they
serve.
The business imperative for EDI focuses on the benefits of attracting top
talent by leveraging the strengths of people from diverse backgrounds (Turner
Consulting Group, 2023). Greater employee diversity, in turn, can increase
creativity, productivity, retention and overall employee and organizational
performance as employees feel safe, welcome, engaged and empowered.
This has extended positive impacts on clients or service users whose similarly
diverse needs and interests are better served.
Black History Month Celebration, Chestnut Hills Development Recreation Complex, February 1, 2024
Emancipation Day Celebration, Audley
Recreation Centre, August 1, 2023
Community Banner Program featuring Pflag Durham Region “Home Town Pride” banner
PAGE 13
- 104 -
In December 2023, the City of Pickering’s Council approved its first
ever Corporate Strategic Plan which identifies a commitment to Equity,
Diversity and Inclusion through the Corporate Priority: Advocate for an
Inclusive, Welcoming, Safe & Healthy Community.
The City’s commitment to this EDI Strategy is important because:
• Decision making affects all constituents.
• Diverse input into decision-making is necessary.
• All City functions must be equitable for full participation – resources must be allocated to
seek equity.
• The growing population of diverse communities in the City of Pickering makes an EDI
Framework essential.
• Everyone who lives in Pickering should feel included and that this city is their city!
Why is the City of
Pickering developing
an EDI Strategy?
Consultations for EDI Strategy
PAGE 14
- 105 -
What is Pickering’s
Demographic Profile?
Population Growth in Durham Region
Municipality 2016 #
2016 % of
Durham
Population
2021 #
2021 % of
Durham
Population
% of increase
from 2016
to 2021
Ajax 119,677 18.5%126,666 18.2%5.8%
Brock 11,642 1.8%12,567 1.8%7.9%
Clarington 92,013 14.2%101,427 14.6%10.2%
Oshawa 159,458 24.7%175,383 25.2%10.0%
Pickering 91,771 14.2%99,186 14.2%8.1%
Scugog 21,748 3.4%21,706 3.1%-0.2%
Uxbridge 21,176 3.3%21,556 3.1%1.8%
Whitby 128,377 19.9%138,501 19.9%7.9%
Durham 645,862 100%696,992 100.0%7.9%
1 of 8
lower tier municipalitieswithin the Region ofDurham.
8 %
Some neighbouringmunicipalities includeToronto, Markham,Whitby, and Ajax.
growth rate from 2016to 2021. Populationincreased from 91,771to 99,186.
This is the thirdhighest growth rate inDurham Region.
By 2042,
Pickering’s population isexpected to reach185,044.
Estimates from theRegion forecastspopulation growth toreach 256,370 by 2051.
The Regional Municipality of Durham (2022)Durham (2022)
PAGE 15
- 106 -
2021CensusHighlights
51.6 %coming from Asia (specifically
India, Pakistan, and Sri Lanka).
24.5% of the population speaks alanguage other than English or French.
51.9 %OF PICKERING’SPOPULATION ARE‘VISIBLE MINORITIES’
SOUTHASIAN 21.2 %BLACK 11.4 %
FILIPINO 4.1 %
36.3 %OF PICKERING’SPOPULATION IDENTIFYAS IMMIGRANTS
the average age in Pickering is 40.9years, and the largest age group isbetween 55 to 64 years.
16.6% of the population is aged 65 or older.
53.7% of residents are Christian, 25.7%Catholic, 12.6% Muslim, and 8.3% Hindu.
48.5% of residents identify as men, and51.5% identify as women.
These are only some of the key socio-demographic trends in Pickering.
65 +
PAGE 16
- 107 -
The Process:
Key Developments in the EDI Strategy
August 2020
Council endorsed the development of
a Diversity and Inclusion Plan
March 2021
External Consultant, Goss Gilroy Inc., hired
May 2021
Interdepartmental Working Group and
Steering Committee established
July 2021
Senior Advisor, Equity, Diversity and
Inclusion position created and hired
August 2021
Employee Survey conducted
September 2021
Interviews with Council and Senior
Leadership conducted
September 2022
Assessment of current state of EDI completed
January 2022
Employee and community focus
groups conducted
May 2023
Community survey launched
December 2023
Corporate Strategic Plan endorsed
with EDI commitment
February 2024 - March 2024
Consultations with staff and senior
leadership
June 2023
Community Working Group established
November 2023 - February 2024
Presentations delivered to community
advisory groups for feedback
April 2024
EDI Strategy website launched for open
consultations
PAGE 17
- 108 -
Based on best practice recommendations, the first step in the development of the City’s EDI Strategy
was to conduct an assessment of the current state of EDI at the City. This was necessary to obtain
a better understanding of what is working well (e.g., mechanisms, policies, and initiatives that are
already in place) and what issues, challenges, and barriers to EDI still exist and need to be addressed in
the Strategy. This allows the customization of the EDI Strategy to the specific needs which will in turn
contribute to maximizing local buy-in and impact (Hunt et al., 2018).
Goss Gilroy Inc. (GGI) was hired by the City to undertake a review and analysis of the current state of
EDI at the City and help develop the City’s EDI Strategy. The EDI Strategy and the recommendations
brought forward are the result of extensive research and consultations over two and a half years from
2021 to 2023. In total, there were approximately 900 individual points of engagement throughout
this research and consultation process. GGI also conducted a document and policy review during
that same period of time. The focus of the document and policy review was to assess processes,
policies and practices at the City including governance processes; policies related to decision-making,
personnel practices, and administration processes; and documents related to organizational culture,
communications, service delivery, and community relations.
A brief overview of the different methods used for the current state assessment is presented below.
The consultations ultimately helped to identify both our successes and opportunities for EDI growth.
11 interviews were carried out between October 12, 2021 and December8, 2022. Participants included:
Key Informant Interviews with Senior Leaders
2
9
executive leaders (CAO and CEO)
City Council members (two of the interviews were with newlyelected Councillors in December of 2022)
City/Library employees completed the survey between July 23, 2021and August 23, 2021.
Employee Survey
focus groups were conducted with 55 employees betweenNovember 12, 2021 and April 22, 2022.
Focus Groups with City/PPL Employees
3 focus groups were held withdepartment leaders in:
7
308
Human ResourcesOperationsCommunity ServicesCity DevelopmentEngineering ServicesFire ServicesCorporate Services and City SolicitorFinanceEconomic Development & Strategic Projects
3 focus groups were held withCity employees from acrossthe organization
1 focus group was held with the EDI SteeringCommittee, participants includedrepresentatives from:
Human ResourcesCommunity ServicesCity DevelopmentOffice of the CAOFire ServicesPickering Professional Firefighters AssociationEngineering ServicesCanadian Union of Public Employees Local 129Pickering Public Library
PAGE 18
- 109 -
11 interviews were carried out between October 12, 2021 and December8, 2022. Participants included:Key Informant Interviews with Senior Leaders
2
9
executive leaders (CAO and CEO)
City Council members (two of the interviews were with newlyelected Councillors in December of 2022)
City/Library employees completed the survey between July 23, 2021and August 23, 2021.Employee Survey
focus groups were conducted with 55 employees betweenNovember 12, 2021 and April 22, 2022.
Focus Groups with City/PPL Employees
3 focus groups were held withdepartment leaders in:
7
308
Human ResourcesOperationsCommunity ServicesCity DevelopmentEngineering ServicesFire ServicesCorporate Services and City SolicitorFinanceEconomic Development & Strategic Projects
3 focus groups were held withCity employees from acrossthe organization
1 focus group was held with the EDI SteeringCommittee, participants includedrepresentatives from:
Human ResourcesCommunity ServicesCity DevelopmentOffice of the CAOFire ServicesPickering Professional Firefighters AssociationEngineering ServicesCanadian Union of Public Employees Local 129Pickering Public Library
focus groups were conducted with 15 members between April 27and May 25, 2022.
Focus Groups with External Community Groups
2
Pickering Anti-Black Racism Taskforce (PABRT) Anti-Black Racism Working Group (ABRWG)
interviews were held in September 2022, with representatives of the2SLGBTQIA+ Community (1), Pickering Accessibility Advisory Committee (1)and the Indigenous Relationship Building Circle (2).
Key Informant Interviews with External Partners
4
presentations on the identified themes as well as the priority areas of focuswere given to community groups comprised of 51 people. Feedback fromthis was incorporated into the strategy.
Community Group Presentations
6
Pickering Anti-Black Racism Taskforce (PABRT) Anti-Black Racism Working Group (ABRWG)Accessibility Advisory CommitteeCultural Advisory Committee Indigenous Relationship Building CircleCommunity Safety and Wellbeing Committee
PAGE 19
- 110 -
The focus of the document and policy reviews was to assess processes, policies, andpractices at the City, including governance processes, policies related to decision-making, personnel practices, and administration processes, and documents related toorganizational culture, communications, service delivery, and community relations.
Document and Policy Review
16City policies andprocedures
7Librarypolicies
22additionaldocuments andwebsite contentwere reviewed
24 senior leadership and EDI Steering Committee members participated ina full-day strategic planning session, led by Gross Gilroy Inc. on February21, 2023.
Planning Session with Senior Leadership Team & EDISteering Committee
main objectives were to present the consultation findings from various parties,undertake a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis ofthe City’s EDI processes, develop EDI Vision and Mission Statements, and developthe City’s Areas of Focus and Strategic Goals.
The findings from the session contributed to the development of the EDI Strategy.
respondents between May 21, 2023 and September 14, 2023.
Community-Wide Resident Survey
440
The survey was distributed online and in-person at community events.The survey sought input from community members and aimed to provide insightinto the background, opinions, attitudes, and experiences ofcommunity members with respect to EDI.
policies, documents, and procedures reviewed.45
presentations on the identified themes as well as the priority areas of focuswere given to community groups comprised of 51 people. Feedback fromthis was incorporated into the strategy.
Community Group Presentations
6
Pickering Anti-Black Racism Taskforce (PABRT) Anti-Black Racism Working Group (ABRWG)Accessibility Advisory CommitteeCultural Advisory Committee Indigenous Relationship Building CircleCommunity Safety and Well-Being Advisory Committee
PAGE 20
- 111 -
The Community Working Group (CWG) acted as a dedicated community voice to
provide more focused input on the EDI Strategy based on the diversity of interests
that their members represent. The CWG consists of 15 members who are residentsof Pickering and represent diverse communities, interests, and needs.
Members were selected based on their residence within Pickering and affiliations
with the City of Pickering and/or Pickering Public Library through various advisory
groups and/or community partnerships. This includes representation from:
The Community Working Group
PFLAG Durham Region
Dedicated Advocacy Resource Supports (DARS)
Pickering Anti-Black Racism Taskforce
Pickering Public Library Anti-Black Racism Working Group
Accessibility Advisory Committee
Pickering Public Library Teen Advisory Group
Indigenous Relationship Building Circle
July 6 to August 17, 2023:
The CWG participated in several discussions to obtain a better understanding of thegroups assessment of Pickering from an EDI lens, and to identify both challengesand successes in their experiences. The discussions were also used to identify
priority areas and specific recommendations to further inform the development of
the EDI Strategy.
Efforts to promote EDI have been implemented in numerous municipalities
throughout Ontario and across Canada. Municipalities in the Durham, York, and
Peel regions, and the City of Toronto, with similar profiles, have also embraced EDIinitiatives and allocated resources to showcase their dedication to promotingequity in both the workplace and the community. It proves beneficial to gaininsights into the initiatives undertaken by neighbouring and comparable
municipalities to establish benchmarks for service standards and resource
allocation in the context of EDI.
In establishing EDI “Best Practices” a review of approximately 20 municipalcomparators (upper and lower tier) was conducted to determine where the
function of EDI lives within the organization, how evolved this function is, and the
resources available to the municipality to help achieve their strategic goals.
Municipal Comparators
PAGE 21
- 112 -
Senior Inclusion,
Diversity, Equity and
Anti-Racism Specialist
Manager, 55+
Recreation, Accessibility
and Diversity
Accessibility Coordinator
TOWN OF WHITBY
TOWNSHIP OF SCUGOG
Senior Advisor, Equity,
Diversity and Inclusion
Community Engagement
Coordinator, EDI
Accessibility Coordinator
CITY OF PICKERING
Director of Corporate
Services / Municipal
Clerk
Director, Diversity, Equity
and Inclusion (DEI)
Manager, DEI
Policy Advisor, DEI
Policy Advisor,
Community Safety and
Wellbeing (3 positions)
Policy Advisor, Building
Safer Communities Fund
Policy Advisor, Local
Immigration Partnership (2
positions)
Policy Coordinator, DEI
Accessibility Coordinator
Accessibility Program
Coordinator
Program Assistant
Administrative Assistant (2
positions)
REGIONAL MUNICIPALITY
OF DURHAM
Director, Innovation and
Transformation
Diversity, Equity and
Inclusion Officer
CITY OF OSHAWA
Inclusion, Diversity,
Equity and Anti-Racism
Officer
Accessibility Coordinator
MUNICIPALITY OF
CLARINGTON
TOWNSHIP OF BROCK
Diversity and Inclusion
Coordinator
Diversity, Equity and
Inclusion Officer
TOWN OF AJAX
Deputy Clerk
EDI Positions in Durham Region
TOWNSHIP OF UXBRIDGE
Strategic Planning and
Communications Officer
PAGE 22
- 113 -
Successes
Although the City of Pickering is early in its EDI journey, there have been
several significant achievements to date. First, City Council’s endorsement
of the selection of an external consultant to develop a multi-year strategy
was a major milestone that demonstrated the priority assigned to
this work and the willingness to make a long-term commitment. This
commitment was strengthened with the dedication of key resources
including the creation of a permanent, full-time Senior Coordinator,
Equity, Diversity & Inclusion position to lead this work internally along with
a part-time Community Engagement Coordinator. These early investments
demonstrated a willingness to allocate appropriate resources to carry out
the City’s EDI commitments. In 2023, City Council approved Pickering’s
first ever Corporate Strategic Plan which clearly identified its commitment
to EDI and signified its importance through its values statements and
priorities. As well, the EDI team was strengthened by the realignment of
the Accessibility Coordinator in April of 2024.
The organizational shift towards EDI also manifested in important policy
and procedural changes to address systemic barriers and promote
inclusion. For example, the City removed Commissioner of Oath fees for
anyone applying for a name change in recognition of the disproportionate
impacts this fee has on trans and Indigenous communities. Corporate
branding guidelines were revised to incorporate the City’s Land
Acknowledgement and the option to include preferred pronouns.
Mandatory online training was implemented on the Respect in the
Workplace Policy, to familiarize staff with the Ontario Human Rights Code
and protocols for upholding the Code in the workplace.
Additionally, the City has made important strides in community
engagement, adopting a community-driven approach to inform key
policies, practices and programs through the creation of Council
What we learned
PAGE 23
- 114 -
appointed advisory committees and taskforces. This includes the Cultural Advisory Committee, the
Accessibility Advisory Committee, PAC4Teens Advisory Committee, the Community Safety & Well
Being Committee, and the Pickering Anti-Black Racism Taskforce. These groups have been integral to
ensuring that community perspectives and experiences are accounted for in the decision-making of
the City. The development of the Pickering Anti-Black Racism Taskforce was notable as it was the first
and only taskforce of the City with an approved budget to action their mandate of addressing anti-
Black racism—once again reinforcing the City’s commitments to EDI.
These are only a few examples of the work undertaken so far to embed EDI into the City. More
information on the City’s EDI initiatives can be found in the Equity, Diversity, and Inclusion 2023
Annual Report (See Appendix).
Challenges and Opportunities
These early achievements are important to give context to the findings that emerged from internal
and external consultations. Although the City has made a concerted effort to advance EDI, several
themes across the consultations point to challenges and opportunities that can be addressed through
the EDI Strategy. These themes include:
• Lack of EDI Awareness
• Systemic Barriers
• Lack of Diverse Representation
• Leadership Commitment to EDI
Rainbow Crosswalk, Esplanade Park
PAGE 24
- 115 -
of respondents experienceddiscrimination30.7 %
experienced discriminationbased on race53.8 %
experienced discriminationbased on colour40.9 %
experienced discriminationbased on sex26.5 %
witnessed others experiencediscrimination39.2 %
When asked where theyexperienced discrimination...
said in stores, restaurants, orbusinesses45.5 %
said in an outdoor setting(street, sidewalk, park)36.6 %
said in a public facility (recreationcentre, sports area, library)23.9 %
CommunitySurvey Results
Respondents identified thefollowing as top priorities for EDI:
Community Engagementand Consultation1
Education and Training ofMayor and Council2
Education and Training ofCity employees3
Throughout the consultations, participants
shared experiences of discrimination, exclusion
and marginalization including everything from
subtle microaggressions to overt acts of racism,
ableism, homophobia, or transphobia, among
other incidents. Participants generally attributed
these experiences to a lack of awareness and
education around EDI including a limited
understanding of diverse lived experiences and
their impacts.
Participants in the Community Working Group,
for example, shared their experiences of
discrimination in homes, schools, workplaces,
community spaces through everyday interactions,
and discussed the need for community-wide
education—including within family units.
A desire to better understand the Williams
Treaties and honour Treaty responsibilities with
Indigenous communities was also highlighted
as foundational learning for anyone undertaking
EDI work. Discussions also emphasized the
importance of engaging youth, so that education
can begin early on and extend into familial and
friendship networks.
These findings were consistent with
the community survey where 30.7% of
respondents reported experiencing some
form of discrimination in Pickering and 39.2%
reported witnessing someone else experience
Theme 1: Lack of EDI Awareness
PAGE 25
- 116 -
discrimination in Pickering. When asked about the
nature of discrimination in both circumstances,
respondents identified race, colour, sex, ethnic
origin, sexual orientation as the main grounds for
their experiences and observations. Respondents
identified other grounds of discrimination as well,
which demonstrated the widespread nature of
these experiences affecting folks across diverse
and intersecting identity markers.
Further, when asked where these experiences
took place, respondents identified public spaces
such as parks, recreation centres, and other
outdoor settings. This finding was important
because such community spaces fall within
the scope of responsibilities and influence
of municipalities. The public nature of these
experiences also suggest that there may be
opportunities for bystanders to intervene.
In light of these findings, respondents identified
education and training for City Council and
City employees as top priorities to pursue in
advancing EDI.
Staff consultations also alluded to a lack of
awareness and uncovered a need to expand
current EDI trainings to facilitate the cultural
shift necessary to ensure an inclusive workspace.
Although staff were generally aware and
supportive of EDI as an organizational priority,
they did not perceive it to be well integrated in
the organization as a matter of practice.
While the City has made important strides in
implementing EDI practices, the Planning Session
with the Leadership Team and EDI Steering
Committee revealed a gap in communicating
these developments and embedding those
principles in the organizational culture. Staff
felt that communication of the importance and
value of EDI to all employees is key and that
EDI should be elevated as a corporate value to
ensure a positive shift in the workplace culture.
Importantly, this workshop took place before the
recent formalization of an EDI commitment in
the City’s Corporate Strategic Plan. ‘Inclusion &
Respect’ have subsequently been identified as a
corporate value in the Corporate Strategic Plan.
agree that workforcediversity, equity, andinclusion is “valued at ourorganization.”
64 %
agree that diversity, equity,and inclusion is “one of myorganization’s statedpriority areas.”
70 %
EmployeeSurvey Results
agree that seniormanagement activelyengages in EDI issues thatare important toemployees.
36 %
agree that “ourorganization encouragesemployees to discussdiversity, equity, andinclusion and provideinput to the organization.”
50 %
PAGE 26
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Another major theme from the consultations
was the presence of systemic barriers.
Systemic barriers refer to policies and practices
embedded within organizations that have
the effect of excluding or discriminating
against particular people, resulting in limited
access to opportunities, resources, or other
disadvantages.
In the community survey, respondents mostly
agreed that the City values EDI in its policies,
programs, services and other initiatives.
However, they perceived that equity-deserving
communities are among those not served by
City initiatives—namely, racialized communities,
gender diverse communities, those with
disabilities, and Indigenous communities.
In the employee survey, respondents from the
dominant cultural groups were more likely to
report positive experiences at work concerning
treatment, opportunities available to them,
and the respect they garnered, compared to
respondents from equity-deserving groups.
Respondents from equity-deserving groups,
on the other hand, were more likely to report
challenges concerning treatment, fairness,
equity, and respect.
Additional barriers were identified in the
physical environment of the City. At the
Planning Session, for example, concerns
were raised around the need for an inclusive
workplace. Staff pointed to the absence of a
dedicated space for prayer and its impacts on
employees. They also expressed a need for
education among staff around faith-based
practices to ensure that the workplace is
respectful and accommodating. When surveyed
about accommodations, for example, staff were
aware of accommodations made for persons
with disabilities. However, they were less clear
on accommodations around religious or cultural
observances with 41.7% expressing that they
“don’t know.” This is consistent with a policy
Theme 2: Systemic Barriers
56.8 %
58.4 %
agreed with the statement,“At my organization, myunique value is known,recognized, and rewarded.”(19.4% disagreed)
agree that the City strives tomake everyone feel includedthrough its programs,services, and other initiatives
agree that the City valuesEDI in its policies, programs,services, and other initiatives
CommunitySurvey Results
agreed with thestatement, “I trust myorganization to be fair,equitable, and respectfulto all employees.” (15.75 % disagreed)
63 %
49 %
agree that employees fromall backgrounds and abilitiesare treated fairly, equitably,and respectfully in theworkplace (15% disagree)
67.7 %
agree that accommodationsare made for persons withdisabilities as needed70.5 %
agree that religious practicesand/or cultural holidays areaccommodated 29.9 %
don’t know if religiouspractices and/or culturalholidays are accommodated41.7 %
56.8 %
58.4 %
agreed with the statement,“At my organization, myunique value is known,recognized, and rewarded.”(19.4% disagreed)
agree that the City strives tomake everyone feel includedthrough its programs,services, and other initiatives
agree that the City valuesEDI in its policies, programs,services, and other initiatives
CommunitySurvey Results
agreed with thestatement, “I trust myorganization to be fair,equitable, and respectfulto all employees.” (15.75 % disagreed)
63 %
49 %
agree that employees fromall backgrounds and abilitiesare treated fairly, equitably,and respectfully in theworkplace (15% disagree)
67.7 %
agree that accommodationsare made for persons withdisabilities as needed70.5 %
agree that religious practicesand/or cultural holidays areaccommodated 29.9 %
don’t know if religiouspractices and/or culturalholidays are accommodated41.7 %
PAGE 27
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EDI is not only about addressing bias, racism, and discrimination
but also lack of opportunities for basic activities. In light of this, it
is essential to address the broader spectrum of challenges faced by
marginalized communities. Improving access to indoor and outdoor
sports... and other activities can contribute to fostering a more
inclusive and equitable environment. By creating opportunities for
everyone to engage in sports, we can promote social integration and
overall well-being. In doing so, we not only combat systemic issues
but also empower individuals to participate fully in the community...
Embracing this holistic approach to DEI will pave the way for a
more united and thriving City.
– Community Survey Response
56.8 %58.4 %
agreed with the statement,“At my organization, myunique value is known,recognized, and rewarded.”(19.4% disagreed)
agree that the City strives tomake everyone feel includedthrough its programs,services, and other initiatives agree that the City valuesEDI in its policies, programs,services, and other initiativesCommunitySurvey Results
agreed with thestatement, “I trust myorganization to be fair,equitable, and respectfulto all employees.” (15.75 % disagreed)
63 %
49 %
agree that employees fromall backgrounds and abilitiesare treated fairly, equitably,and respectfully in theworkplace (15% disagree)
67.7 %
agree that accommodationsare made for persons withdisabilities as needed70.5 %
agree that religious practicesand/or cultural holidays areaccommodated 29.9 %
don’t know if religiouspractices and/or culturalholidays are accommodated41.7 %
review of the City where accommodations for
those with disabilities are well-established due to
the Accessibility for Ontarians with Disabilities Act.
By contrast, there is no explicit policy on religious
observances even though accommodations are
available.
Community consultations also raised concerns
around the barriers to accessing City spaces that
require permits and related fees. Participants who
represented service organizations shared how this
not only limited access but it also prevented those
same organizations from providing key services
to the community by not being able to utilize
common community spaces.
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The topic of diverse representation was
consistently discussed at every stage of
consultation, with participants critical of how
City Council, senior leadership, and staff do not
reflect the same diversity as the community
members they serve. Participants shared that the
consequence of lack of diverse representation
is that needs, interests and experiences of those
not represented are left out of City policies
and practices, which result in adverse and
exclusionary impacts.
Noting the demographics of Pickering
on page 16, participants in the employee survey
did not reflect a diverse workforce. Similarly,
respondents in the community survey did not
reflect a diverse sample. The implication of this
is important to note as it suggests that there
may be perspectives and experiences from some
communities that are not captured in the results
of these surveys.
Theme 3: Lack of Diverse Representation
Leadership must be diverse
to bring all perspectives to
the table for consideration.
Residents need to see
themselves being represented at
the highest levels to build trust.
– Community Survey
Response
Employee Survey
self-identified as white85.7 %
were born in Canada80.7 %
self-identified as cisgender92.4 %
self-identified as heterosexual85.8 %
did not identify as having a disability67.0 %
did not have a religious affiliation59.6 %
Community Survey
were aged 35 or older78.1 %
self-identified as white55 %
self-identified as cisgender90 %
self-identified as heterosexual84.3 %
did not identify as having a disability67.7 %
did not have a religious affiliation34.5 %
PAGE 29
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Among survey participants in both the employee
census and community survey, there was general
agreement that the City Council and staff did
not reflect the diversity in the community.
Community consultations, in particular, expressed
a desire for more “meaningful representation in
Council/positions of power.” However, these
perceptions shifted slightly when asking about
representation among City staff. According
to the Community Working Group, the lack
of diversity can be attributed to factors such as
poor engagement with community, relationships
of mistrust, and systemic barriers that prevent
access to the City.
The City’s workforce has made strides in diversity
over the past year due to the increased number of
newly budgeted positions and more intentional
recruitment and outreach efforts. For example,
the document review of Human Resources
practices at the City demonstrated more
intentional language to encourage applications
from Indigenous Peoples and equity-deserving
communities. However, the issue remains that
with low levels of staff turnover, workplace
demographics are slow to change.
of staff disagree that theworkforce reflects the diversityin the community (comparedto 43% who agree)
30 %
of community surveyrespondents disagree that theCity’s leadership reflects thecommunity (compared to 32.5%who agree)
29.3 %
of community surveyrespondents disagree that Cityemployees are representativeof the community (comparedto 40.9% who agree)
16.6 %
The City of Pickering is
committed to creating
an equitable, diverse
and inclusive workplace and
strives to foster a sense of
belonging, empowerment and
respect among all employees
and community members. We
recognize and value that diverse
perspectives, skills, backgrounds,
and lived experiences
contribute to the growth and
strength of our organization
and community. As such,
we welcome and encourage
applications from Indigenous
Peoples and equity-deserving
communities including women,
persons with disabilities,
racialized persons, persons who
identify as 2SLGBTQIA+, and
other diverse communities.
- Excerpt from the City’s
External Job Postings
PAGE 30
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A final theme that emerged from consultation
was the importance of leadership commitment
so that expressed values for EDI are actioned
and resourced in ways that result in tangible and
sustainable impacts that improve the well-being
of the community.
Throughout consultations with staff, the senior
leadership staff acknowledged the importance
of EDI amongst employees and clients and its
relevance to the City’s mandate. Many leaders
acknowledge that social inequities exist and are
committed to championing positive change for
the organization. Likewise, most participants
noted that staff members should have the
responsibility and be held accountable for
creating a culture that is diverse and instills a
sense of belonging in everyone.
Community consultations also stressed the
importance of the City’s leadership of EDI
initiatives. They explained that labour is often
placed on equity-deserving communities to
support and advocate for one another and
would like to see more City resources allocated
to these efforts. While they recognized that
the City is early in its EDI journey, they also
expressed concerns that it is falling behind other
municipalities and organizations. Participants
in the community working group emphasized
accountability and identified the need for City
leaders to be vocal and present not only during
occasions of significance but more importantly
when hateful, discriminatory or oppressive
experiences happen in the community and
require intervention.
Overall, our engagement found that as the
City embarks on its EDI journey, trust and
confidence need to be seen as the norm
between staff and management, and between
Theme 4: Leadership Commitment to EDI
agree that workforce
diversity, equity, andinclusion is valued64.3 %
69.7 %
agree that EDI is ‘one ofmy organization’s statedpriority areas’
Employee Survey
agree that seniormanagement is prepared
to effectively manage aculturally diverse workforce
51 %
58.4 %
40.5 %
Community Survey
believe that the Cityvalues EDI
believe that City leadershipunderstands EDI is criticalto the community’s future
success
agree that workforcediversity, equity, andinclusion is valued64.3 %
69.7 %
agree that EDI is ‘one ofmy organization’s statedpriority areas’
Employee Survey
agree that seniormanagement is prepared
to effectively manage aculturally diverse workforce
51 %
58.4 %
40.5 %
Community Survey
believe that the Cityvalues EDI
believe that City leadershipunderstands EDI is criticalto the community’s futuresuccess
PAGE 31
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the City and community. Employees spoke of
the importance of a healthy workplace where
everyone is valued, engaged, and allowed to
contribute their intellectual and creative capital
to the vision and mission of the City. Similarly,
community members expressed the importance
of relationship building and consultation so
community members are engaged and included
in City decision-making.
In moving forward with an EDI Strategy, it
is essential that the City actively promote
widespread buy-in and ownership for the EDI
Strategy, from Council, all levels of staff and
community members representing diverse
lived experiences. This shift in corporate culture
requires support from leadership to embed the
EDI perspective in all that we do.
This is a journey. It’s important to understand that we
won’t be perfect, but I think that’s okay so long as we
are sincere with our intentions towards EDI, learn from
past practices of inequities, are open to reasonable
change, and, above all else, are respectful of everyone’s
perspective and opinions.
- Employee Survey Response
PAGE 32
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EDI Vision and Mission Statements
In consideration of what we learned through
our consultations, the following EDI Vision
and Mission statements were developed to
reflect our commitment to championing
equity, diversity and inclusion in all we do.
An Equitable and inclusive City is built upon
a set of shared values that Council and staff
can use when making decisions and that
the community can depend upon when
interacting with each other.
Our priority areas of focus flow from our EDI
Vision and Mission
and are consistent with the Vision, Mission
and Values Statements identified in
Pickering’s Corporate Strategic Plan approved
by Council in December, 2023. Specifically
the Vision Statement “ Pickering: A complete,
world class city…inclusive, connected, caring
and prosperous”, as also illustrated in the
stated value of Inclusion and Respect.
• Advancing EDI as a standard of public service;
• Valuing diverse identities, perspectives and experiences;
• Working to eliminate systemic barriers; and
• Actively engaging community members in ongoing education, advocacy
and consultation.
Mission
The City provides an inclusive and supportive environment where staff, businesses and
residents have opportunities to grow, learn, engage, participate and thrive through:
Vision
A City that is committed to embedding EDI, accessibility, anti-racism and anti-oppression
principles into the fabric of our City and community without compromise to foster a
sense of belonging, empowerment and respect among all community members.
PAGE 33
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Cultural Fusion, Esplanade Park, September 9, 2023
Cultural Fusion, Esplanade Park, September 9, 2023
Members of Pickering Anti-Black Racism Taskforce at Black History Month Celebration, 2024
Community members at Black History
Month Celebration, February 2023
Pickering Islamic Centre
Orange Shirt Day Installation at City Hall,
September 2023
Chanukah Celebration, Chestnut Hill
Developments Recreation Complex,
December 13, 2023
City staff at Pride Parade, Ajax, June 4, 2023Cultural Fusion, Esplanade Park, September 9, 2023
PAGE 34
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Chanukah Celebration, Chestnut Hill
Developments Recreation Complex,
December 13, 2023
City staff at Pride Parade, Ajax, June 4, 2023
PAGE 35
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Priority Areas of Focus
Priority 1: Education & Awareness
Area of Focus: Education builds awareness and understanding. Education is about the creation of,
and engagement with, learning opportunities at all levels --- Council, staff and residents. Education
can be achieved through several means including formal educational opportunities such as
mandatory staff training as well as informal opportunities through staff lunch & learns, book clubs,
community events and community partnerships. Awareness can be achieved by strengthening
our internal communications strategy with staff to promote information around EDI internally to
increase understanding and engagement.
Goals Specific Actions Timeline
To rollout the EDI
Strategy within the
corporation
• Host Townhall sessions for all employees to promote the
EDI Strategy, Work Plan, expected timelines and next steps.
• Provide training on the EDI Strategy (Mission & Values)
corporate wide, including a training session specific to
Council. Solicit support and engagements by involving
employees in the EDI Steering Committee and supporting
sub departmental committees.
• Facilitate workshops with senior leadership to deploy the
strategy throughout the EDI journey.
Immediate
To develop an
education plan that
identifies required
EDI training
around key topics
with certification
and timelines for
completion
• Develop EDI training/curriculum with certification for all
employees within 10 years. Training is geared to job levels/
positions at the City, for example, different training to be
delivered to part-time and full-time employees, as well
as management teams, and senior managers, different
departments (e.g., HR, Communications, Operations, etc.).
• Develop e-learning module as baseline required training for
new employees as a part of onboarding process.
Short term
(1-3 years)
Medium term
(3-7 years)
To improve
reference material
• Establish a practical guide/handbook to guide staff/
community on how to adopt and integrate an EDI
approach; helps City to achieve EDI goals with input from all
departments.
Short term
(1-3 years)
PAGE 36
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Priority 1: Education & Awareness (Cont.)
Goals Specific Actions Timeline
To promote EDI
awareness both
corporately and
in the community
through non-
traditional
education
• Explore diverse methods of integrating EDI education into all
aspects of the City (e.g., programs, services – book clubs, town
halls, community dialogue, recognition ceremonies).
• Create a communications strategy to ensure the ongoing
promotion of EDI initiatives, as well as providing progress
milestones.
• Develop a dynamic EDI landing page on the City’s Intranet
for employees to easily access EDI resources and training
opportunities.
Short term
(1-3 years)
International Women’s Day Celebration, Chestnut Hill Developments Recreation Complex, March 7, 2023
International Women’s Day Celebration, Chestnut Hill Developments Recreation Complex, March 7, 2023
PAGE 37
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Priority 2: Structure & Resources
Area of Focus: A solid operational structure is essential to ensure the necessary resources are
allocated to enable the City to meet its EDI goals. EDI goals are clearly articulated and measured,
with progress reported regularly to all staff. Sustained leadership support and direction is necessary
to maintain internal EDI momentum.
Goals Specific Actions Timeline
To leverage
existing
resources and
determine
future needs
• Conduct a needs analysis to determine the optimal structure
of the EDI team (e.g., potential new positions including, policy
advisor, anti-racism specialist, gender equity, learning advisor/
strategist).
• Review the potential benefits of amalgamating areas related to
EDI under one area (e.g. Community Safety & Well-Being).
• Consider separating Indigenous Relationship Building Action
Plan from Equity, Diversity & Inclusion. Consider creating new
position for Indigenous Relations Lead and dedicated financial
resources.
Short term
(1-3 years)
Medium term
(3-7 years)
To promote
departmental
ownership of
EDI, embedding
EDI in our
culture
• Establish employee resource groups to assist in information
dissemination and act as EDI champions.
• Allocate EDI training budget funds for each department (e.g.,
Retain a facilitator to train Firefighters on EDI).
• Create a support system for EDI work.
• Environmental Scan of City resources related to EDI at the
departmental level.
Medium term
(3-7 years)
PAGE 38
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Priority 3: Community Consultation & Engagement
Area of Focus: To ensure that the City nurtures relationships with those we serve and to include
them in the decisions made. To design meaningful engagement activities that bring forward diverse
perspectives, experiences and knowledge into City projects and initiatives as early as possible; the
creation of digital and physical spaces that promote inclusion by displaying services and symbols
that reflect the City’s diverse communities; and continuously embedding feedback mechanisms at all
community engagement events.
Goals Specific Actions Timeline
To strengthen
engagement &
collaboration
to achieve
understanding
of community
needs
• Develop partnerships with Associations in the City of Pickering.
• Foster relationships with Advisory committees, including
Pickering Anti-Black Racism Taskforce, Accessibility
Committee, Cultural Advisory Committee, etc.
• Provide opportunities for community-driven initiatives/
recognition (e.g., event, displays, or flag ceremonies).
• Develop and implement an outreach plan with external
partners (e.g. school boards for co-op positions at the City,
community associations to promote job advertisements,
expand access to global talent pools) .
• Develop targeted awareness programs that are aligned to the
needs of the community.
• Host community town halls and other community
engagements to create dialogue, discussions, and to provide
residents the ability to ask pressing questions. Ensure this
takes place once per year.
• Standardize the provision of honorariums when asking equity-
deserving groups for advice and input to recognize labour.
• Seek membership/representation in larger networks on EDI.
Short term
(1-3 years)
Medium term
(3-7 years)
Long term
(7-10 years)
PAGE 39
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Priority 3: Community Consultation & Engagement (Cont.)
Goals Specific Actions Timeline
To create a
resource hub
that collects
information about
the community
• Document and analyze statistical information to support
evidence-based decision making related to EDI awareness.
Medium term
(3-7 years)
To enhance
external
communications
• Develop a dynamic EDI website landing page to inform,
engage, and inspire residents.
• Develop a repository of community resources (e.g., EDI
resource directory).
• Include information and resources on EDI in all external
communications including the City’s website.
• Utilize diverse communication channels.
Short term
(1-3 years)
Medium term
(3-7 years)
Long term
(7-10 years)
Consultations for EDI Strategy
PAGE 40
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Priority 4: Policies, Practices & Programs
Area of Focus: For EDI to be successful, it must be tied to broader processes of change management
which aims to implement changes to the underlying structures and processes, including changes
to policies and practices. This requires that the City unpacks our existing structures and practices to
determine whether or not they integrate EDI considerations.
Goals Specific Actions Timeline
To develop
a change
management
plan
• Embed EDI into HR processes and practices (e.g. recruitment
and hiring process, wellness, training).
• Adapt physical spaces to be inclusive and address diverse needs
(e.g., prayer/meditation room and designated safe spaces).
• Adapt digital spaces to be inclusive (e.g., accessible markers).
• Review technology access for open communication with all
staff including those whose jobs require them to work outside
of a regular office environment.
Short term
(1-3 years)
Medium term
(3-7 years)
To perform an
Equity Audit of
internal Policies
& Procedures
• Review of existing polices by Department in accordance with
established timelines.
• Conduct a detailed review of Human Resources policies and
practices in the area of Recruitment & Selection, implementing
best practices as necessary.
• Review job description and evaluation with emphasis on
minimum entry requirements and removing barriers to
employment.
• Integrate community guidelines into Council meetings and
other public gatherings to establish standards and expectations
for respectful engagement.
Short term
(1-3 years)
PAGE 41
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Priority 5: Measurement & Accountability
Area of Focus: Measurement is about being able to assess and evaluate the City’s success in
adopting an EDI lens in our daily practices. Importantly, it is a mechanism for ensuring accountability.
Goals Specific Actions Timeline
To solicit
feedback from
the community
and employees
to promote
accountability
• Establish anonymous and safe means for staff to
share experiences, feedback and complaints; Create a
communication mechanism for community and staff.
• Integrate EDI into exit interviews.
• Measure all awareness activities through evaluation of
awareness/marketing programs.
• Measure EDI awareness and training activities through
ongoing training evaluations.
Medium term
(3-7 years)
Immediate
Long term
(7-10 years)
To establish EDI
measurement
metrics
• Develop EDI measurements; Create performance reports with
EDI measurements.
• HR data tracking - Create a personal information form to
collect employee demographic data. Collect information at
application phase; Annual collection asking about identity
information; Report summary back to staff annually.
• Measure community engagement with EDI website landing
page via website hits, unique visits, etc.
Short term
(1-3 years)
Medium term
(3-7 years)
Medium term
(3-7 years)
To
communicate
EDI
measurement
findings to
Employees and
Community
• Produce, publish and distribute annual EDI report card/audit
(staff census, community engagement).
• Embed EDI updates as a standing agenda item at the Senior
Leadership Team (SLT) meetings; measured through yearly
reviews of agendas.
• Undertake annual employee updates on EDI initiatives for
accountability and transparency.
Short term
(1-3 years)
Short term
(1-3 years)
Medium term
(3-7 years)
PAGE 42
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References
Brown, B. (Host). (2020, November 9). Brené with Aiko Bethea on inclusivity at work: The heart of
hard conversations. [Audio podcast episode]. In Dare to Lead with Brené Brown. Brené Brown, LLC.
https://brenebrown.com/podcast/brene-with-aiko-bethea-on-inclusivity-at-work-the-heart-of-
hard-conversations/
Crey, K. & Hanson, E. (2009). Indian status. Retrieved from:
https://indigenousfoundations.arts.ubc.ca/indian_status/#:~:text=Losing%20Indian%20Status%20
(Enfranchisement)&text=The%20process%20of%20losing%20one’s,would%20automatically%20
lose%20their%20status.
Hunt, V., Prince, S., Dixon-Fyle, S., & Yee, L. (2018). Delivering through Diversity (pp. 1–39). Retrieved
from:
https://www.mckinsey.com/~/media/mckinsey/business%20functions/organization/our%20
insights/delivering%20through%20diversity/delivering-through-diversity_full-report.ashx
McKinsey & Company. (2022). What is diversity, equity, and inclusion? Retrieved from: https://www.
mckinsey.com/~/media/mckinsey/featured%20insights/mckinsey%20explainers/what%20is%20
diversity%20equity%20and%20inclusion/what_is_diversity_equity_and_inclusion.pdf
McKinsey & Company (2017). Women matter – time to accelerate: Ten years of insights into gender
diversity. Retrieved from: https://www.mckinsey.com/~/media/mckinsey/featured%20insights/
women%20matter/women%20matter%20ten%20years%20of%20insights%20on%20the%20
importance%20of%20gender%20diversity/women-matter-time-to-accelerate-ten-years-of-
insights-into-gender-diversity.pdf
Ontario Human Rights Commission (2024). The Ontario Human Rights Code. Retrieved from:
https://www.ohrc.on.ca/en/ontario-human-rights-code
Statistics Canada. (2022). Focus on geography series, 2021 census of population: Pickering, City.
Retrieved from: https://www12.statcan.gc.ca/census-recensement/2021/as-sa/fogs-spg/page.
cfm?topic=10&lang=E&dguid=2021A00053518001
Statistics Canada. (2022). Canada at a glance, 2022. Retrieved from https://www150.statcan.gc.ca/
n1/pub/12-581-x/2022001/sec6-eng.htm
The Regional Municipality of Durham (2022, April 8). The Regional Municipality of Durham
Information Report #2022-INFO-31. Retrieved from:
https://www.durham.ca/en/regional-government/resources/Documents/Council/CIP-Reports/CIP-
Reports-2022/2022-INFO-31.pdf
Turner Consulting Group (2023). The case for EDI. Retrieved from: https://www.
turnerconsultinggroup.ca/tanas-blog/the-case-for-edi
PAGE 43
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Equity, Diversity & Inclusion Strategy
2024 - 2034
- 135 -
Equity, Diversity,
and Inclusion
2023 Annual Report
Attachment 2 to Report HUR 01-24
- 136 -
- 137 -
- 138 -
• Council’s unanimous endorsement of the development of a multi-year Equity, Diversity, and Inclusion
Strategy in August 2020;
• the introduction of dedicated Equity, Diversity, and Inclusion staf led by a Senior Advisor and Community
Engagement Coordinator;
• the establishment of community advisory groups such as the Pickering Anti-Black Racism Taskforce
(PABRT), the Indigenous Relationship Building Circle and the Equity, Diversity, and Inclusion Strategy
Community Working Group;
• the adoption of the City’s frst ever Corporate Strategic Plan which identifes a distinct commitment to
Equity, Diversity, and Inclusion throughout the functions and operations of the municipality; and,
• the development of a 10-year Equity, Diversity, and Inclusion Strategy, to be launched in 2024.
- 139 -
- 140 -
Lunch & Learn Series
• An Introduction to Land Acknowledgments with Jocelyn Pelletier from Durham
College’s First Peoples Indigenous Student Centre, in honour of Treaties
Recognition Week;
• Gender Diversity in the Workplace with Jake Farr from PFlag Canada Durham Region, in honour of
Transgender Awareness Week;
• Unpacking Ableism 101 with facilitators from the Community Resistance Intimacy Project, in honour
of International Day of Persons with Disabilities;
• Hate Crimes Town Hall: Exploring the Role of the Business Community. Featuring panelists: Dr. Barbara
Perry, Professor and Director, Centre on Hate, Bias and Extremism, Ontario Tech University and Dinesh
Kumar, Ajax/Pickering Board of Trade.
- 141 -
- 142 -
- 143 -
- 144 -
• 416 Meets 905, a youth open mic night in collaboration with Shakkoi and RISE Edutainment;
• The Powerfully Informed Initiative, a series of events aiming to support awareness, education and engagement
around municipal elections, and promote civic engagement among Black residents more broadly;
• Reaching Higher, an event to support Black youth in their pursuit of post-secondary education; and,
• the 1st Annual Black Joy Holiday Market in collaboration with Durham Family Cultural Centre (DFCC), an event
highlighting and supporting local Black-owned businesses.
- 145 -
- 146 -
Drum Social
- 147 -
• Awareness Pin Beading Workshops with Indigenous Artisan Janet Dugan;
• Traditional Drum-Making Workshop with Mary George from Dnaagdawenmag Binnoojiiyag Child &
Family Services;
• an author reading of the children’s book, Bubbly Beth by Nikki Soliman;
• the Truth and Reconciliation Community Memorial; and,
• the re-installation of the Commemorative Orange Crosswalk, designed by artist Jon Cowell of the
Mississaugas of Scugog Island First Nation
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September 1 - 30, 2023: In honour of Orange Shirt Day/ National Day for Truth & Reconciliation, an interactive
installation featuring a special mosaic of orange ribbons was launched for the month of September to engage
and educate the community on the realities of the residential school system across Canada.
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Report to
Executive Committee
Report Number: CS 08-24 Date: May 6, 2024
From: Laura Gibbs Director, Community Services
Subject: City Property Naming - Submission to name the Turf Field at Kinsmen Park as Jayde Riviere Field - File: A-1440-001
Recommendation:-
1. That Report CS-24 regarding the submission to name the turf field at Kinsmen Park as Jayde Riviere Field be received;
2. That Council approve naming the turf field at Kinsmen Park as Jayde Riviere Field; and,
3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report.
Executive Summary: The purpose of this report is to seek Council’s approval to name the turf field at Kinsmen Park to Jayde Riviere Field.
On October 24, 2023, the City received a submission from Matt Greenwood of the Pickering
Football Club (PFC) to name the turf field at Kinsmen Park to honour the contributions of athlete Jayde Riviere to the Pickering community. Accordingly, City staff reviewed the submission for this unnamed City Property as per Section 3 of the City Property Naming Procedure ADM 110-006.
After a thorough review of the submission, which included notification to, and feedback from turf field players, PFC coaches and parents, staff recommend that Council approve naming the
turf field at Kinsmen Park as Jayde Riviere Field.
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, Foster an Engaged & Informed Community
Financial Implications: The naming of the turf field would include the installation of exterior signage, anticipated at $3,500, which would be incurred as an operating expense within the 2024 approved Budget.
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CS 08-24 May 6, 2024
Subject: City Property Naming Page 2
Discussion: The purpose of this report is to seek Council’s approval to name the turf field at Kinsmen Park to Jayde Riviere Field.
On October 24, 2023, the City received a written submission from Matt Greenwood of the Pickering Football Club (PFC), on behalf of PFC coaches Peter Hogg and Barry Donnelly, to
name the turf field at Kinsmen Park as Jayde Riviere Field. The submission highlighted Jayde’s contributions to the Pickering soccer community as deserving of this consideration.
The submission to name this unnamed City Property was reviewed by the (Acting) Deputy Clerk to ensure it met the criteria set out in Section 3, City Property Naming Procedure ADM
110-006. In compliance with Section 03.01.05, staff confirmed the submission with Matt Greenwood. Additionally, Jayde Riviere was contacted and provided her consent with much appreciation. Community Services staff then reviewed the qualified submission by investigating
and confirming the content of the submission package.
As per Section 03.02.03, staff informed Mayor Ashe, Linda Cook, Regional Councillor – Ward
Two, and Mara Nagy, City Councillor – Ward Two who were all in support of the request.
Staff contacted turf field users via email to inform them of the submission to name the turf field at Kinsmen Park to Jayde Riviere Field and receive their feedback and comments. The
responses were passionately in full support of the naming request. Comments included:
“It would be amazing to name the field after her. She is an inspiration to girls who love the sport.”
“For the hundreds of female players that come through Pickering FC Jayde is a fantastic
role model, dynamic as a player and well-spoken off the field. We can only imagine the thousands of girls that will play on this field for years to come who will know Jayde’s'
name and raise their game.”
“I am in FULL SUPPORT of highlighting the contribution of long time Pickering resident,
Jayde Riviere to the world of women's sport.”
“I admire her hard work and dedication but most of all her caring heart. She shares a great story and always remains humble.”
“When given a school assignment to write about prominent Black Canadians for Black
History Month, my daughter chose Jayde - as she not only sees her as a role model in sport but someone who has brought pride and recognition to the City of Pickering - and that is truly inspiring!”
“I can't state how important it is for not just my daughter, but any little girl who shares
the same dreams and aspirations to have role models such as Jayde to look up to. The
message this sends to all the little girls in Pickering and beyond cannot be measured in mere words. Rather, such an act, I believe, will inevitably inspire little girls far and wide to work that much harder to achieve their dreams.”
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CS 08-24 May 6, 2024
Subject: City Property Naming Page 3
The City Property Naming submission was accompanied by a lengthy biography which includes the following:
Jayde started playing for her hometown club, Pickering Soccer Club at the age of five and developed during these young key years until she made the jump to high
performance soccer.
At the age of 14, Jayde saw her first involvement with the national youth team program and went on to represent Team Canada at CONCACAF and FIFA U17 World Cup tournaments. Jayde made her senior national team debut in 2017 at the age of 16 and
was named to the roster for the 2019 FIFA Women's World Cup at just 18 years old.
Jayde received 28 full scholarship offers before she enrolled at the University of Michigan School of Kinesiology in the fall of 2019 and represented the Michigan
Wolverines.
Jayde made her Olympic debut at Tokyo 2020, and as part of the Canadian Women’s
National Team won the gold medal.
In January 2023, Jayde signed her first professional contract with English Women's Super League team Manchester United.
Jayde currently continues to play as a member of the Canadian Women’s National Team.
Jayde’s grassroots, national and international accolades are only surpassed by the contributions she has made to the next generation of athletes. She always makes time
to reconnect with the Pickering soccer community, meeting and speaking with young players and sharing what it takes to be a top athlete.
Having made significant contributions to the City of Pickering, for being an inspiration and positive role model for young females and a champion for women in sport, the submission to
name the turf field at Kinsmen Park to Jayde Riviere Field meets the criteria set out in Section 03.01.04 (a). Therefore, consistent with the Procedure and considering public feedback in support of the submission, staff seek Council’s approval to name the turf field at Kinsmen Park to Jayde Riviere Field.
Attachment:
1. Submission from the Pickering Football Club
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CS 08-24 May 6, 2024
Subject: City Property Naming Page 4
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Karen Coleman Laura Gibbs MBA, MSc.
Manager, Recreation Services Director, Community Services
LG:kc
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 08-24
September 22nd, 2023
For the atention of:
City Clerk
City of Pickering
1 The Esplanade,
Pickering
L1V 6K7
Jayde Riviere Field
Please find atached the necessary requirements, as required in City Procedure ADM 110-006 ‘City
Property Naming’ to propose the naming of the existing turf soccer field to the Jayde Riviere Field.
03.01.01
Proposed by Pickering residents Barry Donnelly and Peter Hogg. (address available on request)
a)Jayde Riviere Field
b)See below (03.01.03)
c)Soccer professional and Olympic Gold Medalist
03.01.03
Jayde Yuk Fun Riviere (born January 22, 2001) is a Canadian professional soccer player who plays as
a defender for English Women's Super League club Manchester United and the Canada women's
national team.
Riviere played college soccer at the University of Michigan before signing her first professional contract
with Manchester United in 2023. She represented Canada at multiple youth levels before earning her
first senior cap in 2017. In 2021, she won a gold medal at the 2020 Summer Olympics in Tokyo, Japan.
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Born in Markham, Ontario, Riviere was first taught to play soccer by her father when she was 3. She
started playing club soccer for West Rouge SC at the age of 4 before moving to her home town club,
Pickering Soccer Club at the age of 5 and developing during these key formative years to become a
dynamic attack minded player until the age of 12 where she had to make the jump to high performance
soccer in Markham. She attended Bill Crothers Secondary School where she also played volleyball, flag
football and track and field, and was named Female Athlete of the Year after scoring 50 goals in just 20 league games in her only year of high school soccer before joining the Ontario REX program. In August
2017, Riviere moved cross country to Burnaby, British Columbia, to join the residency program at
the Vancouver Whitecaps Super REX Academy.
College career
Riviere verbally committed to playing college soccer for the Michigan Wolverines at the University of
Michigan in 2014. In total, she received 28 full scholarship offers before she enrolled at the Michigan
School of Kinesiology in the fall of 2019. She also rejected offers to play professionally in order to attend Michigan. In 2021, she made a career-high 22 appearances on the season and helped lead Michigan to
the 2021 Big Ten women's soccer tournament title, the third in team history and first since 1999, as well
as a program-tying best NCAA quarter-finals appearance. She made one appearance in the 2022 season,
on August 28 against Boston University Terriers, before announcing she would be ending her Michigan
career early due to a lower body injury. In total she made 47 appearances for Michigan.
Club career
In April 2022, Riviere signed with AFC Ann Arbor of the amateur USL W League ahead of the inaugural 2022 USL W League season. Despite being touted as a first round pick, Riviere did not declare
for the 2023 NWSL Draft amid rumoured interest from European clubs. On January 21, 2023, she signed
her first professional contract with English Women's Super League team Manchester United on a two-
and-a-half year deal.[22] She made her debut on May 7, as an 86th-minute substitute in a 3–0 win
against Tottenham Hotspur in the WSL.
International career
Youth
In September 2015, Riviere saw her first involvement with the Canadian youth program as a 14-year-old
when Bev Priestman called her up an EXCEL camp with the under-17 team. In March 2016, she was named to her first tournament squad, making four appearances at the 2016 CONCACAF Women's U-17
Championship. Later that year she was part of the roster that finished as runners-up at the 2016
CONCACAF Girls' U-15 Championship, playing in all seven matches and scoring four goals before ending
the year with a third tournament appearance, this time at the 2016 FIFA U-17 Women's World Cup,
playing in two matches. Having made her senior international debut in 2017, Riviere continued to
feature at youth level, representing Canada at three major youth tournaments in 2018; she started the
year playing in every match at the 2018 CONCACAF Women's U-20 Championship, finished third at
the 2018 CONCACAF Women's U-17 Championship, and ended the year with a run to the 2018 FIFA U-17
Women's World Cup semi-final.
Senior
In November 2017, Riviere was called up to the Canada senior team for the first time for a two-
game friendly series against the United States.[23] On November 12, 2017, she made her senior
international debut in the second of the two games, entering as a 71st-minute substitute for Adriana
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Leon in a 3–1 defeat to the United States. She started her first match for the senior team on April 8,
2019, and assisted both goals in a 2–1 friendly win against Nigeria.
In May 2019, she was named to the roster for the 2019 FIFA Women's World Cup in France. Having been
an unused substitute for the opening game, she started the next group game, a 2–0 over New Zealand.
She made a further two appearances, both as a substitute as Canada was eliminated by Sweden in the
quarter-finals.
She scored her first goal for the senior team on January 29, 2020, the sixth goal in a 11–0 win over Saint
Kitts and Nevis during the 2020 CONCACAF Women's Olympic Qualifying Championship.
In 2021, Riviere represented Canada at the 2020 Summer Olympics in Tokyo, Japan.[29] An unused
substitute for the opening game, Riviere replaced Allysha Chapman as starter in the remaining group
stage matches, beating Chile and drawing with Great Britain. Having picked up a yellow card against
Brazil in the quarter-final, Riviere was suspended on yellow card accumulation for the semi-final against
the United States but returned for the gold medal match, substituting on during overtime as Canada
won gold in a penalty shootout victory over Sweden.
Service to the City of Pickering
Jaydes’ family continue to reside in the City with her father regularly assisting as a referee with the
Pickering Football Club (rebranded in 2019).
Jayde maintains a strong connection with her former coaches, Peter Hogg and Barry Donnelly. When she
returns home during the off-season she is more than willing to share her time meeting and speaking with
young female player about her experience, and the motivation she uses to continue to keep her at the top
of the game. Following the 2021 Olympic Gold Medal game Jayde dropped by the Kinsmen Football Fields
and then the Pickering Soccer Centre to surprise both players, coaches and parents with a visit to show them
her gold medal and to inspire the next generation of Jayde’s to come out of our City.
During the pandemic Jayde made time to join our players for a virtual team meeting and again share her
insight into soccer while providing motivation and inspiration during a dark time in many teenager’s lives.
03.01.04
b) Jayde’s historical connection to the City has existed since she lit up the soccer fields 15 years ago and
developed quickly to become a prominent player on the Canada Women’s National Team. The turf field at
Kinsmen Park was her main training environment for many years playing in local league games and practice
sessions 2 or 3 times a week.
03.01.05
This can be acquired on request from Jayde. We have not let Jayde or her family know that he Club is
investigating this honour. It’s something we have waited anxiously to be able to do and we are sure she will
be in support.
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Report to
Executive Committee
Report Number: CS 10-24 Date: May 6, 2024
From: Laura Gibbs Director, Community Services
Subject: Recommendation for Improved Lighting Around Municipal Facilities -Accessibility Advisory Committee-File: A-1440-001
Recommendation:
1. That Report CS 10-24 regarding Accessibility Advisory Committee Recommendations forimproved lighting around Municipal Facilities be received;
2. That the Mayor be requested to include funding in the amount of $36,000 in the City’s
2025 Current Budget to enable staff to undertake an exterior lighting study of Civic
Centre and Community Facilities; and,
3.That the appropriate City of Pickering officials be authorized to take the necessary
actions as indicated in this report.
Executive Summary: The purpose of this report is to share recommendations of the Accessibility Advisory Committee (AAC) for improved lighting at the Pickering Civic Centre and Community Facilities and to request that the Mayor include $36,000 in the 2025 Current Budget to fund an exterior lighting study of Civic Centre and Community Facilities.
At the February 21, 2024 meeting of the AAC, a committee member presented concerns related to exterior lighting around municipal facilities and its impact to accessibility, safety and
security (Attachment 1). Pickering Civic Complex and the Pickering Public Library roadway entrance, driveway and parking circle off Glenanna Rd. are poorly illuminated at night and
pose various visual impediments to the public. Following discussion by the Committee, a motion was passed to share the presentation with the Mayor’s consideration to include funding in the 2025 Current Budget to conduct an exterior lighting study of the Pickering Civic Complex and various Community Facilities.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan of Advocating for an Inclusive, Welcoming, Safe and Healthy Community.
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CS 10-24 May 6, 2024
Subject: Recommendation for Improved Lighting Around Municipal Facilities Page 2
Financial Implications: The cost of hiring a professional consulting service to conduct a lighting assessment and provide recommendations for improvement for locations is estimated
to cost approximately $36,000.
Discussion: The purpose of this report is to share recommendations of the AAC for improved
lighting at the Civic Centre and Community Facilities and to request that the Mayor include $36,000 in the 2025 Current Budget to fund an exterior lighting study of Civic Complex and Community Facilities.
A. The AAC identified accessibility hazards related to lighting.
Members of the AAC observed that the Civic Centre/Library area is an extremely busy community hub providing many City services to the community and that Pickering’s facilities are increasingly being used in the evening to accommodate events, meetings and other
public/community activities. It was noted that the safety, security and accessibility of the Pickering Civic Complex and Pickering Public Library area are essential to establishing a welcoming public space, especially at night.
A Committee member who lives with impaired night vision, expressed the opinion that the Pickering Civic Complex and Pickering Public Library roadway entrance, driveway and parking
circle off Glenanna Rd. is poorly illuminated at night and poses various visual impediments. The uneven application of lighting standards can create issues around transition; for example,
moving from an under-lit area to an over-lit one can have a significant negative impact on night vision of drivers, pedestrians and cyclists. Members of the AAC noted that the design and locations of light standards can contribute to
ineffective night-time lighting of Pickering facilities. Therefore, it was recommended by the AAC that the City should aim to realize the following objectives for Municipal Facilities:
• Illuminate driveways walkways and obstructions to help ensure accessibility as well as
the safety and security of residents, visitors and staff who are walking, driving or cycling.
• Accentuate entrances, signage and passenger drop-off and pick-up locations to enhance navigation and increase residents’ confidence.
• Generally, provide an attractive outdoor environment with no dark areas, glare or other
visual impediments. B. Exterior Lighting at Civic Centre and Community Facilities requires modernization and improvement.
The Civic Complex was constructed in 1990. The exterior lighting is the original system installed at that time and consists of redundant technology without the benefit of any lighting
control system. In the 34 years since construction there has been no system-wide life cycle
replacement of the exterior lighting. As a result, AAC recommends that an exterior lighting
study be conducted to define opportunities for improvement.
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CS 10-24 May 6, 2024
Subject: Recommendation for Improved Lighting Around Municipal Facilities Page 3
The following Community Facilities are also recommended for inclusion in the study: 1) Chestnut Hill Developments Recreation Complex; 2) Don Beer Arena; 3) East Shore
Community Centre; 4) West Shore Community Centre; 5) George Ashe Library & Community Centre; and 6) Dr. Nelson F. Tomlinson Community Centre.
C.A Lighting Study is the first step to improving exterior lighting.
The AAC concluded that identifying and addressing outdoor lighting issues would help the City of Pickering to mitigate important municipal risks and liability and proposed that a
comprehensive lighting survey be conducted of all City facilities. Such a survey would identify, test and correct lighting deficiencies and inform updates to various City regulations, standards and/or ordinances governing outdoor lighting.
Therefore, the following motion was made at the AAC meeting on February 21, 2024 and was
unanimously carried:
1.That the Exterior Lighting presentation by K. Sullivan be received by Council.
2.That the AAC requests Council endorse an exterior lighting study of the City of Pickering'sCity Centre (including Civic Centre/Library, parking areas, Esplanade Park and theChestnut Hill Developments Recreation Complex).3.That the AAC requests that the City undertake similar exterior lighting studies of other
municipal facilities across the City.
Staff recommend undertaking an exterior lighting study to address the accessibility concerns raised by the AAC.
Attachment:
1.Municipal Outdoor Lighting Presentation by K. Sullivan to the AAC dated February 21,
2024
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Timothy Higgins Laura Gibbs, MBA, MSc. Accessibility Coordinator Director, Community Services
LG:th
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CS 10-24 May 6, 2024
Subject: Recommendation for Improved Lighting Around Municipal Facilities Page 4
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A. Chief Administrative Officer
- 167 -
Attachment 1 to Report CS 10-24
MUNICIPAL OUTDOOR
LIGHTING
Presentation to Pickering
AAC – February 21, 2024
Kevin Sullivan, AAC Member
- 168 -
DISCUSSION AREAS
•Introduction
•Why Outdoor Lighting is Essential
•Limitations
•City Hall / Library Issue
•Current Status / Next Steps
- 169 -
INTRODUCTION
•Increasingly, municipal and other institutional facilities are utilized at
night to accommodate events and meetings.
•Effective night-time lighting is essential to increase residents’
confidence in the City and the people who live in it.
•Lighting plays a crucial role in the success of a public space, so
facilities are safe and accessible and best serve the needs of the
municipality.
Municipal Outdoor Lighting 3
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WHY OUTDOOR LIGHTING IS
ESSENTIAL
•Illuminating driveways. walkways and obstructions.
•Providing safety and security for visitors and occupants who are
walking, driving or cycling.
•Accentuating entrances, signage and passenger drop-off and pick-up
locations.
•Providing an attractive outdoor environment with no dark areas, glare
or other visual impediments.
Municipal Outdoor Lighting 4
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LIMITATIONS
•Many outdoor lighting installations for municipal facilities provide more
poor lighting than adequate, and such lighting is counterproductive –
reducing safety and security.
•Poorly designed, misapplied, defective and improperly located or
badly aimed fixtures are root causes of ineffective night-time lighting.
•Key lighting considerations include:
•Is it compatible with the area?
•Does it address safety?
•Is it pedestrian-scaled to improve comfort, security and
safety?
•Does it incorporate energy efficiencies?
•Does it minimize the impact on adjacent uses?
Municipal Outdoor Lighting 5
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CITY HALL / LIBRARY ISSUE
•The City Hall / Library roadway entrance, driveway and parking circle
off Glenanna Road is poorly illuminated and poses visual
impediments.
•Design intent for such locations requires driver, pedestrian or cyclist
who looks at brightest spot in field of view to also see objects in the
dark area within the field of view.
•Light levels must be balanced to provide uniformity – however, night-
time lighting limitations exist.
•City Hall / Library is an extremely busy community hub providing
services the local community wants and needs – hence safety and
security is a key consideration, especially at night-time.
Municipal Outdoor Lighting 6
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CURRENT STATUS / NEXT
STEPS
•Uneven application of lighting standards create issues around
transition; moving from under-lit area to over-lit one can have
significant affect on night vision of drivers, pedestrians and cyclists.
•Need to test and correct insufficient lighting problems – a lighting
survey may be needed to identify and solve subtle or complicated
problems.
•A basic lighting survey can consider the following:
•Illuminance – amount of light falling on a surface.
•Luminance – amount of light reflected from a surface.
•Contrast - relationship between brightness of an object and its
background.
•Reflectance - ratio of light falling on a surface to the light
reflected from a surface.
Municipal Outdoor Lighting 7
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CURRENT STATUS / NEXT
STEPS (CONT’D)
•If lighting survey reveals inadequate light levels or lack of uniformity
in light levels, municipality can consider making improvements.
•Identifying and addressing outdoor lighting issues resulting from poor
illumination is key to effectively managing municipal liability and risk
management issues.
•What regulations, standards and/or ordinances governing outdoor
lighting exist for use in City of Pickering?
•What steps is City of Pickering’s applicable departments taking /
considering to further examine night-time outdoor lighting issue at City
Hall / Library and other municipal facilities?
Municipal Outdoor Lighting 8
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Report to
Executive Committee
Report Number: CS 11-24 Date: May 6, 2024
From: Laura Gibbs Director, Community Services
Subject: Community Safety & Well-Being Plan - File: A-1440-001
Recommendation:
1. That the Community Safety & Well-Being Plan, as set out in Attachment 1, be endorsed;
and
2. That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report.
Executive Summary: The purpose of this report is to seek Council’s endorsement of the Community Safety & Well-Being (CSWB) Plan.
At the meeting on March 27, 2023, through Resolutions #127/23 and #128/23, Council
endorsed the creation of a Community Safety & Well-Being Advisory Committee (CSWBAC),
including the approval of a Committee Terms of Reference respectively. A key priority for the CSWBAC was to assist staff in the development of the City’s first CSWB Plan and identify, through this plan, strategic actions that will assist the City in addressing various community
safety issues and challenges.
At the meeting on November 27, 2023, Council received the Draft CSWB Plan. Resolution #327/23 directed staff to carry out Phase 2 of community consultation on the draft plan and return a final CSWB Plan to Council by Q2, 2024.
The draft CSWB Plan (Attachment 1) is a five-year plan (2024-2029) that includes seven priority areas and sixty-one strategic actions, as well as the development of five guiding
principles. The plan was developed through a comprehensive community consultation process that involved a community-wide survey, numerous partner and key stakeholder interviews and
discussions, and a series of public meetings, open houses, and community pop-up events. An internal City Staff Committee (CSWB Internal Working Team), comprised of staff from various departments, also provided valuable feedback throughout the development of the CSWB Plan.
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; and Strengthen Existing & Build New Partnerships.
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CS 11-24 May 6, 2024
Subject: Community Safety & Well-Being Plan Page 2
Financial Implications: $25,000 was included in the 2024 Current Budget to support the development of the CSWB Plan as well as to advance strategic actions identified in 2024.
Future budgetary implications to support the implementation of the CSWB Plan will be considered through subsequent budget submissions.
Discussion: The purpose of this report is to seek Council’s endorsement of the CSWB Plan.
The City of Pickering takes pride in being a vibrant, caring community rich in history and
diversity. However, in recent years, Pickering, similar to other growing communities, has
experienced increasing community safety needs that have been recognized by Council and
residents.
A. CSWB Plans are legislated for Upper Tier Municipalities
As per the Safer Ontario Act, 2018, c.3 – Bill 175, CSWB Plans came into enactment in the
current Police Services Act, R.S.O. 1990, c.p15. Under the legislation, all municipalities (except lower tier) were required to create and by resolution adopt a CSWB Plan by July 1, 2021. This legislation applies to the Region of Durham.
B. Pickering’s approach to CSWB has been developed over the past five years
While it remains an upper tier regional responsibility, it is recognized that lower tier municipalities play an instrumental role to help to facilitate community safety efforts. As such,
on February 25, 2019, Council directed Community Services staff to begin the work of developing the City’s first ever CSWB Plan (Resolution #43/19). Although the pandemic
slowed down the pace of development in 2020 & 2021 because opportunities for engagement were limited, staff achieved many important milestones that laid the foundation for the development of a comprehensive CSWB Plan informed by government and community stakeholders. These milestones include the following:
Year 2019:
• Internal Consultation: City staff conducted initial interviews with Members of Council and City staff regarding community safety and well-being in Pickering. Common themes were identified, including homelessness, mental health issues, addiction and
antisocial behavior, emotional violence, various levels of mischief and crime, drugs and increased trafficking, high traffic and careless driving, and social issues, including neighbour disputes and bullying. Additional surveys with the community
were required to better understand the needs of the community.
Year 2020:
• Strengthened partnerships with Durham Region Police Service (DRPS) & Town of Ajax to start drafting CSWB actions for future planning.
• Established partnership with 211 Ontario and Caremongers to better support food
insecurity.
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CS 11-24 May 6, 2024
Subject: Community Safety & Well-Being Plan Page 3
Year 2021:
• Council approved the funding of a permanent full-time position to support the development and implementation of the CSWB Plan. The position of Community Safety & Well-Being Advisor was filled in 2023.
Year 2022:
• Council endorsed the City of Pickering’s application to become a member of the Canadian Municipal Network on Crime Prevention.
• Staff actively participated in the development of a Durham Region CSWB Plan.
• The Region of Durham Council endorsed the Durham Region CSWB Plan.
Year 2023:
• In January, Council directed staff to review the creation of a CSWBAC made up of a
cross section of community representation and establish a Homelessness Task
Force to support and address the needs of the homeless population in collaboration
with Durham Region. In March, Council approved a CSWBAC and its Terms of Reference.
• In June, the CSWB Advisor was hired, and an internal CSWBAC was established to
support the development of the City’s first CSWB Plan.
• In November, Council was presented with the draft CSWB Plan. Council directed staff to undertake Phase 2 of community consultation of the draft plan.
• In December, Council endorsed its Corporate Strategic Plan (2024-2028), and
identified key priority #2: “Advocate for an Inclusive, Welcoming, Safe & Healthy Community. This priority included a number of strategic action items focused on community safety and well-being.
C. The CSWB Plan included four phases of development
In order to develop an inclusive and thorough CSWB Plan, tailored to address Pickering’s specific needs and challenges, a planning process was developed to ensure that residents had an opportunity to provide their input and insights. The development process was launched in
July 2023 and involved a four phased approach:
Phase 1: Research, Needs Assessment & Community Consultation Survey
Phase 2: Draft Plan Analysis & Development
Phase 3: Key Stakeholder Engagement & Community Consultation on draft Plan
Phase 4: Finalization of the CSWB Plan D. Community Consultation Summary
The CSWB Plan was developed using valuable feedback from key community and
organization stakeholders, community residents, Council and staff. The engagement included
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CS 11-24 May 6, 2024
Subject: Community Safety & Well-Being Plan Page 4
a variety of tactics to ensure that everyone had an opportunity to share their views. The following summarizes the feedback received.
• 14 Outreach Sessions held at various community locations: Recreation & Community Centres, Pickering Public Libraries, a Community Listening Session, Canada Day
celebrations, Dedicated Advocacy Resource Support (DARS) engagement sessions, Summer Reading Club Launch Party, Youth Drop In, Pickering Town Centre, Pickering
Farmer’s Market. Residents were directed to provide feedback through the digital survey.
• Community-wide Survey, 332 responses were received, the most significant safety priorities identified for the Pickering community: Feeling safe walking home in the
community; Having safe park trails that are clean, tidy, and well-cared for to promote healthy living; Local access to health services and nutritious foods; Safe playgrounds;
and, Feeling safe driving in the community.
The next phase of Community Consultation allowed residents the opportunity to review the draft Plan and provide additional feedback in advance of the Plan being finalized. The consultation efforts resulted in the engagement of over 300 participants.
• A total of nine Advisory Committees & Task Force Engagement Sessions were held, yielding input from over 110 community voices.
• Two Open Houses and two Pop-Up outreach sessions within community centres were held gaining feedback from over 160 residents.
• A total of eight Key Stakeholder Engagement Sessions were conducted.
Key themes that emerged: Incorporating guiding values and principles to the plan; Identifying
action items for specific marginalized community groups (Indigenous, 2SLGBTQIA+); Prioritize safety for parks, roads, and walking paths; Incorporating training that encompasses all levels
and layers of oppression; Prioritizing Indigenous relationship building; and, Language Inclusion (interpreters for events, meetings, more access to translation in more languages).
Further community consultation details have been summarized in Appendix B and Appendix C of the CSWB Plan.
E. Pickering’s CSWB Includes seven priority areas and sixty-one action items
After a thorough process spanning seven months, the CSWB Plan has resulted in the
development of a Plan that will serve the community well over the next five years. A total of
seven priority areas have been identified, totaling 61 strategic actions as follows:
Priority 1: Improve Community Vitality – Nine Strategic Actions.
• Objective – Create a sense of belonging with residents through targeted initiatives like
volunteer programs, programs targeting social isolation, or programs and events that
support socialization and community pride.
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CS 11-24 May 6, 2024
Subject: Community Safety & Well-Being Plan Page 5
Priority 2: Strengthen Learning, Education, Partnership and Creative Communities – Ten Strategic Actions.
• Objective: Create opportunities for residents to learn about community safety and well-
being and contribute to solutions in creative ways. Priority 3: Create Safe and Welcoming Neighbourhoods – Twelve Strategic Actions.
• Objective: Creating safe, clean, attractive, and welcoming spaces. Park design, neighbourhood beautification, safe trails that promote healthy living, public art, spaces
that promote healthy lifestyles (outdoor gym or hiking trails), lighting and cameras, and enhanced road safety using elements such as streetlighting and cameras.
Priority 4: Increase Physical Health and Mental Health – Ten Strategic Actions.
• Objective: Through community spaces like community centres, community gardens,
libraries, and programs that support physical and mental health. Priority 5: Improved Living Standards – Seven Strategic Actions.
• Objective: Attracting businesses to bring new jobs to Pickering, making programs and services accessible to all residents regardless of income through low cost, subsidized or free programs and services, supporting food security through targeted programs.
Priority 6: Support Basic Needs – Seven Strategic Actions.
• Objective: Access to nutritious food, shelter and personal care/hygiene products and services through programs and services.
Priority 7: Promote EDI (Equity, Diversity, Inclusion), Accessibility & Reconciliation – Six Strategic Actions.
• Objective: Create opportunities for engagement and relationship building through safer community spaces, programs, events, and community expression. This priority spans across each priority area and is a non-exhaustive list that will reflect current context.
Through the effective implementation of the Pickering CSWB Plan, and working closely with
our valued partners, including Region of Durham and DRPS, the City of Pickering is positioned to support an inclusive, welcoming, safe, healthy and connected community.
Attachment:
1. Community Safety & Well-Being Plan
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CS 11-24 May 6, 2024
Subject: Community Safety & Well-Being Plan Page 6
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Elaine Knox Laura Gibbs, MBA, MSc.
Community Safety & Well-Being Advisor Director, Community Services
Original Signed By
Marilou Murray
Manager, Community Services Administration & Strategic Initiatives
LG:mm
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 11-24
Pickering
Community Safety
& Well-Being Plan
2024 - 2029- 182 -
Land Acknowledgement
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.
Artwork by Pickering Resident, Daniel Davis
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Pickering CSWB Plan | 3
Contents page
Land Acknowledgement 2
Acknowledgements 4
Introduction 5
Durham Region’s Community Safety & Well-Being Plan 8
Pickering Profile 15
Canadian Index of Well-Being 20
Community Safety & Well-Being Planning Framework 21
Community Consultation 22
Pickering’s Community Safety & Well-Being Team and Leadership 25
Pickering’s Community Safety & Well-Being Plan Priorities 27
Action Plan for Pickering 31
Reporting & Evaluation 39
Appendix A: Definitions 41
Appendix B: Community Safety & Well-Being Phase 1 Survey Results 42
Appendix C: Community Safety & Well-Being Phase 2 Consultation Results 62
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4 | Pickering CSWB Plan
Acknowledgements
The Community Safety & Well-Being Plan has been created in partnership with various individuals, agencies, committees, and organizations. This Plan strives to be representative of individual, resident, and agency voices.
Pickering’s Community Safety & Well-Being Plan acknowledges the following partners for their
collaboration:
Community Safety & Well-Being Advisory Committee
Community Safety & Well-Being Internal Working Group
Region of Durham
Pickering Public Library
Pickering City Council
DARS (Dedicated Advocacy Resource Support) Inc.
Durham Community Health Centre
Accessibility Advisory Committee
Cultural Advisory Committee
Pickering Anti-Black Racism Taskforce
Waterfront Visionary Advisory Committee
Teen Advisory Group
Community Living
Centre for Immigration & Community Services
Welcome Centre
PFLAG (Parents, Families, and Friends of Lesbians and Gays) Durham
Community Care Durham
Christian Faith Outreach Centre
Durham Mental Health Services
Community Development Council Durham
Victim Services of Durham Region
Women’s Multicultural Resource & Counselling Centre of Durham
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Pickering CSWB Plan | 5
Introduction
The City of Pickering is home to approximately 101,000 residents and is one of eight lower-tier municipalities within the Region of Durham. Residents are rooted in Pickering through various communities, including an urban area as well as the hamlets of Claremont, Greenwood, Whitevale, Cherrywood, Brougham, Mount Zion and rural and agricultural areas, all boasting unique features and charming qualities that come together to form our robust community.
The City of Pickering offers a variety of opportunities for
residents to prosper and thrive in and takes pride in being a dynamic and engaging community where residents, business partners, community organizations and staff work together to create a community of choice.
Pickering’s Community Safety & Well-Being (CSWB) Plan will be a guide to growing the
community in a manner that supports individual safety and builds on the sense of community
found throughout Pickering. The plan addresses needs and gaps that were identified by
residents, community stakeholders, and municipal staff, and will remain adaptable to address
new concerns as they arise
Demographic Profile
As the eastern gateway to the GTA, Pickering is
strategically located where Toronto, York and
Durham Regions meet. As the most westerly
lower tier municipality of Durham Region,
Pickering is a growing community
that blends business opportunities,
cultural diversity, a robust urban centre
and historical rural settings with a
picturesque Lake Ontario waterfront.
Pickering boasts high quality parks,
recreational amenities, a strong
education system, good quality jobs and
employment opportunities, and provides
a vast array of programs and services to
meet the needs of a growing community.
N
Brock
Uxbridge
Scugog
Clarington
Oshawa
Whitby
Ajax
Pickering
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6 | Pickering CSWB Plan
Population and Growth
Until recently, population growth in Pickering has been quite slow due to a fixed urban boundary.
This has begun to change with the development of the Seaton community in the north and
residential intensification efforts within the City Centre and Kingston Road corridor.
Between the 2016 and 2021 Census periods, the City grew from 91,771 to 99,186 persons. This is a five-year growth rate of 8% over the same period.
The current population in 2024 is 101,000. However, Pickering is set to undergo substantial
growth in the years to come, and by 2042, Pickering’s population is forecasted to grow to 185,044
– a growth of 85%.
Planned population growth is allocated to new communities and strategic growth areas. This includes the Seaton community in central Pickering that is guided by the Province of Ontario’s
Central Pickering Development Plan. At build-out, Seaton will be home to 70,000 new residents.
Additionally, higher density residential intensification is planned for the City Centre, Brock Road,
and Kingston Road corridor area, which are intended to be compact, walkable, close to transit,
and environmentally sustainable communities.
City of Pickering Population Growth from 2001 to 2021Figure 1: City of Pickering Population Growth from 2001 to 2021
Source: Statistics Canada, Census of Canada
Figure 2: City of Pickering Population Forecast for 2022 to 2042
Source: City of Pickering. Detailed 20 Year Population Forecast. March 2023.
87,139 87,838
88,720
91,771
99,186
86,000
88,000
90,000
92,000
94,000
96,000
98,000
100,000
2001 2006 2011 2016 2021
100,000
118,091
139,430
163,350
185,044
90,000
100,000
110,000
120,000
130,000
140,000
150,000
160,000
170,000
180,000
190,000
2022 2027 2032 2037 2042
City of Pickering Population Forecast for 2022 to 2042
Figure 1: City of Pickering Population Growth from 2001 to 2021
Source: Statistics Canada, Census of Canada
Figure 2: City of Pickering Population Forecast for 2022 to 2042
Source: City of Pickering. Detailed 20 Year Population Forecast. March 2023.
87,139 87,838
88,720
91,771
99,186
86,000
88,000
90,000
92,000
94,000
96,000
98,000
100,000
2001 2006 2011 2016 2021
100,000
118,091
139,430
163,350
185,044
90,000
100,000
110,000
120,000
130,000
140,000
150,000
160,000
170,000
180,000
190,000
2022 2027 2032 2037 2042
1 City of Pickering. Detailed 20 Year Population Forecast. March 2023- 187 -
Pickering CSWB Plan | 7
Why develop a Community
Safety & Well-Being Plan?
An approved Community Safety & Well-Being Plan (CSWBP) is a legislated requirement for all upper tier Ontario municipalities under the Safer Ontario Act, 2018.
As per the Safer Ontario Act, 2018, S.O. 2018, c. 3 – Bill 175, the Community Safety & Well-Being
Plan (CSWB Plan) came into enactment with the Police Services Act, R.S.O. 1990.
Following an extension due to COVID-19, all upper tier municipalities were to create, and by
resolution, adopt a CSWB Plan by July 1, 2021. The Region of Durham CSWB Plan was approved
by Regional Council in November 2021.
As a lower-tier municipality, the City of Pickering met the legislated mandate as a participant in the Region of Durham’s plan. In two tier municipalities, it is the responsibility of the upper tier to develop and implement the Plan, through the creation of measurable goals and objectives. Lower tier municipalities play an instrumental role to facilitate those efforts.
The City of Pickering wanted to take a more inclusive and direct service delivery approach
through the development of the Community Safety & Well-Being Plan. As such, on February 25,
2019, Community Services staff were directed by Council to begin work on development of a City
of Pickering CSWB Plan, as per Resolution #43/19.
The City’s plan is intended to identify strategies that would work as a companion document
to support and help implement the Region’s CSWB but also work towards addressing locally
identified issues.
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8 | Pickering CSWB Plan
Durham Region’s
Community Safety &
Well-Being Plan
Durham Region’s CSWB Plan serves as an umbrella document creating the opportunity for plans
and strategies at the regional, municipal and community levels to align.
The regional plan creates a formal framework to convene system and sector leaders to share,
plan, and strategize together. This includes the involvement of persons with lived experience and the not-for-profit community, which is vital to Community Safety & Well-Being.
Work to develop the Region’s CSWB Plan took place over two years and involved extensive
community engagement, including: a Community Partner Roundtable, internal working groups,
an area municipal working group, two community surveys and three open houses, all under
the direction of a system-leader level Steering Committee with representation from across the
Region.
This work resulted in the development of the Region's Community Safety & Well-Being Plan, which identifies seven priority risk factors.
Key Data on Risk Factors in Durham Region:
15% of Durham
Region
students seriously considered attempting suicide, representing approximately 4,000 students (2017)
7,506
low-income
applicants were
on the Durham
Access to
Social Housing
(DASH) wait list
(2019)
31% of violent
crimes were
domestic-
related (2020)
54% of mental
health related
calls to Police
resulted in
apprehension
(2020)
666 visits to
the emergency
room for opioid
poisonings in
2020, which is
triple from 231
in 2015
76% of adults 18+ are worried about their own or household members’ mental health (2020)
47% of adults
who rated
sense of
belonging as
somewhat
weak or very
weak (2020)
22% of households reported any level of food insecurity (2020)
8.2 years is the
average wait
time on the
DASH wait list
for non-senior
singles without
priority status
(Durham
Region, 2021)
In The 2015 National Canadian Homeless Youth Survey, “42% of participants reported 1 or more suicide attempts, 85.4% fell in a high range of psychological distress, and key indicators of risk included an earlier age of the first episode of homelessness, female gender, and identifying as a sexual and/or gender minority (lesbian, gay, bisexual, transgender, queer, and 2 spirit [LGBTQ2S]).” (Kidd, 2017)
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Pickering CSWB Plan | 9
The Durham Region CSWB Plan has
identified 7 priority risk factors that serve
as the focus of the plan:
1.Mental Health75% of Durham Region adults are worriedabout their own or a household members’ mental health and the percentage of peoplewho rate their mental health as fair or poorhas been increasing. The percentage ofadults 18+ in Durham Region who reportedtheir mental health as excellent or very
good decreased from 71% in 2013 to 62% in
2019.
2.Substance Use (e.g., cannabis, opioids,
alcohol)Emergency department visits for opioidpoisonings tripled from 2015 to 2020and opioid deaths more than tripled inthe same period. Geography plays a keyrole in access to services for substanceuse specific programs and access torehabilitation programs is not meetingthe current demands of the community.It was also noted that people can
struggle with concurrent disorders, both
substance use and mental health concerns
occurring at the same time, and therefore,
the importance of understanding the
interrelatedness of these priorities was
identified. For these reasons, it is important
for services to be geographically distributed
based on population and community
needs.
3.Homelessness & Basic Needs (e.g.,no stable housing, inability to meet basicneeds, food insecurity)Themes regarding the demand for housing
outweighing the local supply, how lack
of housing impacts service delivery for
individuals requiring multiple services,
and interconnectedness of homelessness
and other community resources were
emphasised throughout engagement
sessions. Participants also shared valuable
insights on the effects of the pandemic on
homelessness and poverty, specifically food
insecurity and the impact on mental health.
4.Criminal Involvement (e.g., gangs, useof guns, other illegal activities)Criminal involvement as a priority risk factor
includes gangs, use of guns and other
illegal activities. Durham Regional Police
took a record 114 illegal guns off the streets
in 2020, a 50% increase in three years.
5.Victimization (e.g., control and use of
threats or violence to exploit another forfinancial gain, abuse or neglect from afamily member or intimate partner).Victimization as a priority risk factorincludes, sexual and/or physical assault,domestic violence, human trafficking, androbbery. In 2020, the percentage of violentcrime that was domestic-related was at itshighest since 2017, and 2020 representedthe highest year.
6.Social Isolation (e.g., living alone
without support or too far away from
services)
Social isolation as a priority risk factorincludes, hoarding, loneliness, elder abuse,sense of belonging, and live-in supportgaps. In late 2020, only 53% of adults18+ rated their sense of belonging to thelocal community as strong or very strongin an online survey compared with over80% in 2018 and 2019 telephone surveys.Throughout the engagement sessionsconducted by the Region, there was
consensus that rates of social isolation have
increased since the pandemic across all
demographics and age groups. Participants
also emphasized that the pandemic has
elevated the collective understanding of
social isolation and how it relates to the
other areas of priority. It was further stated
that social isolation is about people who are
disconnected from their support network,
which impacts their sense of well-being.
7.Experiences of Racism (e.g., identifybarriers of anti-racist practice)The Regional consultation process amplifiedthe community’s commitment to deliberate
and intentional work designed to address
racism, including anti-Black and anti-
Indigenous racism. This work will focus on
identifying barriers and other anti-racist
practices (Durham Region, 2021).
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10 | Pickering CSWB Plan
Durham Region
Health Department:
Health Neighbourhoods
Durham Region Health Department has
identified a total of 50 Health Neighbourhoods,
which present 96 indicators by Health
Neighbourhood and municipality to tell us
about the demographics and health of each of
those communities.
Strong, safe, and equitable neighbourhoods can improve the health and well-being of all
residents across Durham Region.
Of the 50 Health Neighbourhoods in Durham Region, Pickering is comprised of seven (7) of those defined neighbourhoods. These Health Neighbourhoods include socio-demographics, general health, health behaviours & risks.
Priority Neighbourhoods
Seven Health Neighbourhoods have been
identified throughout Durham Region that
require focus to build on health and well-being.
Priority Neighbourhoods have the lowest income levels of the 50 Health Neighbourhoods, however they also have many
positive attributes, community assets, resources
and strengths.
Fortunately, the City of Pickering has no priority neighbourhoods identified that meet the criteria as defined by the Region’s Health Department that require immediate focus (Durham Region, 2023).
What Determines Health?
Our health and well-being are affected by more than lifestyle choices and having access to good medical care when we are sick.
Our living conditions, including where we are
born, grow, live, work, play, and age all play
a role in our physical and mental health and
well-being (World Health Organization, 2008).
These determinants of health include a range of
personal, social, economic, and environmental
factors that determine the health status of an
individual, community, or population (National Collaborating Centre for Determinants of Health, 2023).
The Public Health Agency of Canada has
identified twelve (12) key factors that influence
health and well-being:
1.Income and social status
2.Employment and working conditions
3.Education and literacy
4.Childhood experiences
5.Physical environments
6.Social supports and coping skills
7.Healthy behaviours
8.Access to health services
9.Biology and genetic endowment
10.Gender
11.Culture
12.Race and racism
These determinants of health act in
combination to influence health outcomes
(Government of Canada, 2024).
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Pickering CSWB Plan | 11
City of Pickering and the Regional Plan:
Where Do We Fit?
As a lower-tier municipality, the City of Pickering is responsible for providing specific services and can raise money through taxes and/or fees for services that are delivered.
The responsibilities of Municipal governments are set out in the Municipal Act, 2001.
The City of Pickering is responsible for providing the following services within our municipal boundaries:
•City Development – Building services and
planning and design
•Maintenance of the municipal roads and
sidewalks, including snow removal
•Library services
•Fire services
•Animal services and municipal lawenforcement
•Parks & Open Space
•Recreation & Facilities
•Arts and Culture
•Economic Development
•Property Tax collection
•Stormwater management
Durham Region is responsible for the following services:
•Health services
•Planning and Economic Development
•Housing services
•Children’s services including seven licenced
early years centres
•Family services including providingprofessional and accessible counselling,psychotherapy, education, and othersupport services for people living andworking in Durham region experiencingmental health issues
•Income and employment support
•Long term care and services for seniors
•Public Transit
•Police services
•Regional road maintenance
•Public works including water and waste
management
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12 | Pickering CSWB Plan
City of Pickering and the Regional Plan:
First Steps Towards Positive Collaboration
The City of Pickering has played a key role as a primary partner in the development of the 2021 Durham Region CSWB Plan.
We continue to support the regional plan in the following ways:
1.Since the creation of the Durham Region CSWB Plan, the City of Pickering has reported on City
of Pickering CSWB initiatives and provided data and annual reports to the Region.
2.The City of Pickering participates in region-led working groups, steering committees, andregional trainings to create and continue to refine the Regional Plan. This includes theMunicipal Working Group, the Durham Region CSWB Steering Committee.
3.In 2023, the City of Pickering formed the City of Pickering CSWB Internal Work Team. This is
comprised of staff from several City departments including, Community Services, Corporate
Services, Engineering Services, Fire Services, Operations, and Pickering Public Library.
4.In 2023, the City of Pickering formed the Community Safety & Well-Being Advisory Committee.
This is comprised of Pickering residents, community stakeholders and a member of Council.
5.City staff continue to attend sessions and development opportunities through the CanadianMunicipal Network on Crime Prevention.
6.In 2023, the City of Pickering hired a CSWB Advisor. This position leads the implementation
of Pickering’s CSWB Plan. This position leads the Internal Working Team, Advisory Committee,
and sits on the CSWB Area Municipal Working Group.
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Pickering CSWB Plan | 13
Existing City of Pickering
Strategies and Corporate Plans
The following section provides a summary of Council Approved
Plans that align with this CSWB Plan.
Corporate Strategic Plan (2024-2028)
•The City of Pickering approved the first-ever CorporateStrategic Plan in December 2023. This keystone document
guides Council and City Administration in making strategic decisions that are responsive
to community need and supports our community in unprecedented growth. The goal of
the plan is to continue to lead the way in environmental sustainability and technological
innovation, support high-quality employment opportunities, and exceed expectations in the
delivery of programs, services, and infrastructure investment. The Corporate Strategic Plan
framework includes six priorities, including priority #2: Advocate for an Inclusive, Welcoming,
Safe & Healthy Community. This priority supports several strategic focus areas that speak
directly to community safety – Promote Community Safety; Improve Quality of Life and
Provide Equitable Access to Municipal Services & Programs.
Recreation and Parks Master Plan (2017)
• The City of Pickering Recreation and Parks Master Plan (2017-2027) highlights the importance
of a strong recreation and parks system, essential to the wellness of each resident living in the
community. Parks and recreation provide residents with physical, health, psychological, economic, and environmental benefits. Participation in recreation and use of parks enhance opportunities for a healthy lifestyle, as well as facilitating greater cognitive development, self-esteem, social interaction, economic spending, conservation of natural lands, and community vibrancy. Many of the recommendations within the Plan align with the CSWB Plan, focusing on greater participation, access and inclusion, physical activity, and community capacity. A
new Recreation and Parks Ten-Year Plan is currently being developed to serve the community
from 2024-2034.
Pickering Age Friendly Community Plan (2019)
•Pickering’s Age Friendly Plan establishes a framework to help older adults maintain theirindependence and age in place, within their homes and communities for as long aspossible. In making improvements to enhance the lives of our older adults, benefits areshared by residents of all ages. The eight dimensions of an Age Friendly Community includeTransportation, Housing, Social Participation, Respect and Inclusion, Civic Participation andEmployment, Communication and Information, Community Support and Health Services, andOutdoor Spaces and Buildings. The Plan actions directly relate to the priorities of Pickering’sCSWB Plan.
City of Pickering Five Year Accessibility Plan (2021 – 2025)
•Under the Accessibility for Ontarians with Disabilities Act (AODA), the City of Pickering isrequired to develop multi-year accessibility plans. The Accessibility Plan highlights barriers toaccessibility more broadly, and with reference to best practices and emergent opportunities,with intent to seek innovative, inclusive solutions. The Accessibility Plan’s areas of priorityinclude mental and physical wellness, particularly through recreation and sports, parks,
playgrounds, pedestrian and cyclist corridors, sidewalks, and trails. This plan advocates on
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14 | Pickering CSWB Plan
accessible and affordable housing options, accessible transportation, invisible disabilities,
community employment opportunities for people with disabilities, and signage and
navigation. Many of these priorities align with the CSWB Plan.
Pickering Cultural Strategic Plan (2014)
•The Cultural Strategic Plan highlights Pickering's vision to establish a place of arts, culture, andheritage with strategic directions for policy, investment, and City programs. The Cultural Plan
is intended to help the City retain its unique heritage and culture while keeping pace with the
demands of the 21st century and globalization. With six strategic directions, this Plan focuses
on instilling diversity, equity, and inclusion in our daily practices. This is essential work to
support the CSWB Plan. A new Cultural Strategic Plan will be developed in 2025.
The Pickering Housing Strategy and Action Plan (2021-2031)
•The Housing Strategy and Action Plan establishes the City’s role in developing housing,
affordable housing, and age-friendly housing in Pickering over the period of 2021-2031. The
plan assists in guiding residential growth within the City, aids in the education and creation of
public awareness of what the City is doing on this issue and provides a mechanism to monitor
progress as the City works to implement the action items identified in the Housing Strategy
and Action Plan.
Integrated Transportation Master Plan (2021)
•The Integrated Transportation Master Plan (ITMP) is a strategic planning document designed
to define the policies, programs and infrastructure improvements required to address
existing and future transportation needs. The ITMP is a critical document in determining the
Municipality's objectives of promoting mobility for all modes of transportation improving
existing and future transportation infrastructure and supporting a vibrant downtown
through a multi-modal network. This plan intersects with the CSWB Plan, as it is designed to
help Pickering’s transportation system meet the needs of pedestrians, cyclists, transit riders,
motorists, and goods movement traffic.
Upcoming Plans & Strategies, to be presented to Council
The following is a list of additional plans that are expected to be presented to Council in 2024 that
align with the CSWB Plan:
•Equity, Diversity, & Inclusion Strategy (2024)
•Community Climate Adaptation Plan (2024)
•Fire Master Plan (2024)
•Library Strategic Plan (2024)
•Recreation & Parks Ten-Year Plan (2024-2034) and Arena Strategy
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Pickering CSWB Plan | 15
Pickering Profile
Demographic & Socio-Economic Data
8.1%
16.6%
36.3%
Demographic & Socio-Economic Data
Pickering Profile
Population
100,000+
total population in 2021
65 years +
of total population
in Pickering
Immigrants
population in
private households
Population
growth
in the last 5 years
53,705 (65.3%)
residents are in the labour force
over 59%
of Pickering residents aged 15
have a post-secondary education
Households & Development
34,327
Total number of
private dwellings
Labour Force Sectors
over 85%
of households were owners
$929,000
Average value of dwellings in 2021
compared to $584,044 in 2016
0
2,5
0
0
5,0
0
0
7,5
0
0
10,
0
0
0
12,
5
0
0
Sales & Service
Business, Finance & Administration
Trades, Transport & Equipment Operators
Education, Law & Social, Community & Government Services
Natural & Applies Sciences
Health
Manufacturing & Utilities
Art, Culture, Recreation & Sport
Legislative & Senior Management
Natural resources, Agriculture, & related
$530,793,625
Value of building permits
issued in 2021
1,298
New residential
units in 2021
South Asian
21.19%
Black11.44%
Filipino
4.14%
Chinese
2.97%
Multiple2.87%Other
2.62%
Southeast Asian2.10%
Arab
1.66%Visible Minoritiesover 51%
of total population
Home language
other than English
Social Characteristics
Tagalog
5.97%Mandarin
4.89%
Italian
4.24%
Persian
6.96%
Urdu
16.14%
Arabic
4.86%
Employment & Education
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16 | Pickering CSWB Plan
8.1%16.6%36.3%Demographic & Socio-Economic DataPickering ProfilePopulation100,000+total population in 202165 years +of total populationin PickeringImmigrantspopulation inprivate householdsPopulationgrowth in the last 5 years 53,705 (65.3%)residents are in the labour forceover 59%of Pickering residents aged 15have a post-secondary educationHouseholds & Development34,327Total number ofprivate dwellings
Labour Force Sectors
over 85% of households were owners $929,000Average value of dwellings in 2021
compared to $584,044 in 2016
0
2,5
0
0
5,0
0
0
7,5
0
0
10,0
0
0
12,5
0
0
Sales & Service
Business, Finance & Administration
Trades, Transport & Equipment Operators
Education, Law & Social, Community & Government Services
Natural & Applies Sciences
Health
Manufacturing & Utilities
Art, Culture, Recreation & Sport
Legislative & Senior Management
Natural resources, Agriculture, & related
$530,793,625Value of building permits
issued in 2021 1,298 New residentialunits in 2021South Asian21.19%Black11.44%Filipino4.14%Chinese2.97%Multiple2.87%Other2.62%Southeast Asian2.10%Arab1.66%Visible Minoritiesover 51%of total populationHome language other than EnglishSocial CharacteristicsTagalog5.97%Mandarin4.89%Italian4.24%Persian6.96%Urdu16.14%Arabic4.86%Employment & Education
Journey to Work Income
Car, truck, or van
Bicycle
87.1%
7.8%
1.9%
Other
0.3%
2.9%
Before 1980 1980-1990 1991-2000 2001-2010 2011-2021
10,000
7,500
5,000
2,500
0
investinpickering.ca
Age Characteristics
Immigration
Family Characteristics
$141,200
Average income per
household in 2020
3
Average size of
census families
16.5%
0 to 14
years
66.9%
15 to 64 years old
16.6%
65 years
and older
40.9
Average age of
the population
Public transit
Walked
36.3%
Immigrant
population
Immigrant status and period of immigration for the
population in private households
81.6%
Couple families
3
g
1.8
Average number of
children in census
families with children
Demographic & Socio-Economic Data
Pickering Profile
18.4%
One-parent
families
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Pickering CSWB Plan | 17
Journey to Work IncomeCar, truck, or vanBicycle87.1%7.8%1.9%Other 0.3%2.9%
Before 1980 1980-1990 1991-2000 2001-2010 2011-2021
10,000
7,500
5,000
2,500
0
investinpickering.ca
Age Characteristics
Immigration
Family Characteristics $141,200Average income perhousehold in 20203Average size ofcensus families
16.5%
0 to 14
years
66.9%
15 to 64 years old
16.6%
65 years
and older
40.9
Average age of
the population
Public transitWalked
36.3%
Immigrant
population
Immigrant status and period of immigration for the
population in private households
81.6%Couple families 3g1.8Average number ofchildren in censusfamilies with childrenDemographic & Socio-Economic DataPickering Profile 18.4%One-parent
families
(City of Pickering, 2023)
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Regional Crime Stats
Many data points and statistics can be used to examine Community Safety & Well-Being in
a community. While not exhaustive, the following information begins to tell the story about
Community Safety & Well-Being in Pickering.
According to the Durham Regional Police Service Crime Map, there were 555 cases of crime in 2021, 735 cases of crime in 2022, and 916 cases of crime in 2023.
Incident 2021 2022 2023
Assault 185 272 286
Auto Theft 133 209 323
Break & Enter 127 128 156
Homicide 1 2 2
Robbery 12 30 48
Sexual Violations 56 51 57
Theft 41 43 44
(Durham Regional Police Service, 2023)
Seniors Living Alone
Based on 2016 census data, Pickering has a lower-than-average rate of seniors living in isolation.
Many of Pickering’s seniors living alone are located in Pickering City Centre. (Durham Region,
2023).
Housing Costs
Based on 2016 census data, Pickering overall has a lower-than-average number of residents who spend more than 30% of their income on shelter.
Pickering Residents: 25.3% Ontario average: 27.7%
In 2016, the highest number of Pickering residents spending more than 30% of their income on
shelter are located within Pickering City Centre (35.8% of residents in this category, 2016). This
was the highest in Durham Region (Durham Region, 2023).
18 | Pickering CSWB Plan - 199 -
Pickering CSWB Plan | 19
In 2021, with data from the Local Health Integration Network (LHIN), Pickering still reports a high
number, with the majority number of those residents once again located within Pickering City
Centre at 36.31%. The Frenchman’s Bay neighbourhood was reported at 25.55% (2021).
This compares with the highest numbers in Durham Region, Downtown Oshawa, where 48.59% of the residents were reported as spending more than 30% of their income on shelter (Central East Local Health Integration Network, 2021).
Emergency Room Visits
Based on 2014 - 2018 data for those aged 10 - 24 yrs per 10,000, Pickering had the second lowest per-capita rate in Durham Region at 21.8 for Emergency Department visits for this age group. The highest Rate was Oshawa at 47.8 per 10,000. The Durham Region average was 33.3 and Ontario
was 33.9 per 10,000. Pickering did not have any priority neighbourhoods for this health measure
from 2014 to 2018 (Canadian Institute for Health Information, 2023).
Opioid Related Visits to the Emergency Department (According to the LHIN)
•Pickering City Centre had 0.55 per 1,000
•The Frenchman’s Bay neighborhood has 0.59 per 1,000
•Pickering North and Dunbarton census areas had not enough to report (nil)
(Central East Local Health Integration Network, 2021).
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20 | Pickering CSWB Plan
Canadian Index of
Well-Being
Goals:
•Oversee the development and implementation of theCanadian Index of Well-Being (CIW) that is reflectiveof Canadian society and in which regional and culturaldifferences are reflected, nurtured and integrated into thefabric of the work;
•Ensure leading-edge and ongoing research and development
of the CIW including further refinement of common
standards, pilot testing of sub-indices, collection andcompilation of data for health, social, economic, andenvironmental variables and trends;
•Promote better data collection by identifying gaps in
knowledge relevant to measuring well-being;
•Increase and expand the CIW network with influential leadersand policy makers so that the CIW has an ongoing impact onpolicy decisions;
•Contribute to societal understanding (statistical literacy) and
use of indicators (citizen literacy and engagement); and
•Contribute to a measuring well-being movement that will be
of benefit to international partners and initiatives.
(University of Waterloo, 2023)
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Pickering CSWB Plan | 21
CSWB Planning
Framework
The Ontario government has provided an
extensive Planning Framework.
The Provincial CSWB Planning Framework was released by the Ministry of the Solicitor
General (SOLGEN) and outlines the provincial
approach to Community Safety & Well-Being. The
framework is intended to guide municipalities,
First Nations communities and their partners in
developing local plans.
Understanding each of the four areas within the framework: Social Development, Prevention, Risk Intervention, and Incident Response, will help ensure
S o c i a l D evelopment
P r e v ention
Ri sk I n t erventio
n
IncidentResponse
local plans are as efficient and effective as possible in making communities safer and healthier.
Social Development: Promoting and maintaining communty safety and well-being
Social development requires long-term, multi-disciplinary efforts and investments to improve
the social determinants of health (i.e., the conditions in which people are born, grow, work, live, and age such as education, early childhood development, food security, quality housing, etc.) and thereby reduce the probability of harm and victimization. Social development is where numerous sectors, agencies and organizations provide an intersectional approach and various levels of expertise to address complex social issues from as many angles as possible.
Prevention: Mitigating situations of elevated risk
Planning in the area of prevention involves proactively implementing evidence-based
situational measures, policies or programs to reduce locally-identified priority risks to
Community Safety & Well-Being before they result in crime, victimization and/or harm.
Risk Intervention: Proactively reducing identified risks
Planning in the risk intervention area involves multiple sectors working together to address
situations where there is an elevated risk of harm - stopping something bad from happening,
right before it is about to happen. Risk intervention is intended to be immediate and prevent
an incident, whether it is a crime, victimization or harm, from occurring, while reducing the
need for, and systemic reliance on incident response.
Incident Response: Critical and non-critical incident response
This area is what is traditionally thought of when referring to crime and safety. It includes
immediate and reactionary responses that may involve a sense of urgency like police, fire, and
emergency medical services.
(Government of Ontario, 2024):
Critical and non-critical incident response
Mitigating situations of elevated risk
Proactively reducing identied risks
Promoting and maintaining community safety and well-being
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22 | Pickering CSWB Plan
Community
Consultation
As per Resolution#59/23, the City of Pickering has formed a CSWB Advisory Committee. The CSWB Advisory Committee (CSWBAC) will identify and coordinate opportunities for
stakeholder and community engagement and
provide community input on matters relating
to the City of Pickering CSWB Plan.
The CSWBAC will also assist City staff with the development, consultation, and implementation of the City of Pickering CSWB Plan.
In 2021, the City’s Anti-Black Racism Taskforce,
conducted a survey to understand perceptions
of racism and individual experiences of racism to inform an Action Plan for the City. The survey resulted in 225 responses.
64% of respondents expressed a lack of
diversity in advocacy and leadership
62% expressed Pickering has inadequate culturally relevant programming
23% felt there was an assumption of criminality while in public
41% said there were experiences of racism in obtaining/retaining housing
The outcome of the survey requested that the
City diversify and promote inclusive leadership,
address systemic bias, and encourage
community dialogue on Anti-Black Racism.
In 2023, the City of Pickering sought community feedback on diversity, equity, and
inclusion to help shape an Equity, Diversity, and
Inclusion Strategy. Once finalized, it will work in
tandem with the CSWB Plan.
In 2023, the City of Pickering sought community feedback to better understand community health, safety, and well-being prioritithe developmplan.
es to shape ent of this
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Pickering CSWB Plan | 23
Phase 1:
Community
Consultation Survey
In 2023, for the month of July and early August,
community engagement and outreach were
conducted on 14 different dates through
Community Centres, Pickering Library,
Community Listening Session, Canada Day,
DARS engagement sessions, Summer Reading
Club Launch Party, Youth Drop In, Pickering
Town Centre, Pickering Farmer’s Market, and
through digital outreach and survey link
sharing.
The survey resulted in 332 respondents. Below
are key themes that emerged:
The most important priority for respondents was creating safe and welcoming neighborhoods.
Between 95-99% of respondents felt the following initiatives were very important for Community Safety & Well-Being:
•Feeling safe walking home in yourcommunity.
•Having safe park trails that are clean,
tidy, and well-cared for to promote
healthy living.
Between 90-95% of respondents felt the following initiatives were very important for Community Safety & Well-Being:
•Local access to health services
•Access to nutritious foods
•Safe playgrounds
•Feeling safe driving in the community
Appendix B provides a more detailed summary of survey results.
Phase 2:
Focused Community
Consultation
Phase 2 of the Community Consultation
allowed residents the opportunity to review
the draft plan and provide additional feedback
in advance of the plan being finalized. In Q4 of
2023, consultation of Advisory Committees &
Task Force Engagement Sessions commenced.
In Q1 of 2024, further community engagement
was provided via Open Houses, Pop-Up
Outreach within community centres, and
Stakeholder Engagement Sessions.
Phase 2 resulted in 16 community meetings
and events, engaging over 300 participants.
Below are key themes that emerged:
Incorporating guiding values and principles to the plan
Identifying action items for specific marginalized community groups (Indigenous, 2SLGBTQIA+)
Prioritize safety for parks, roads, and walking paths
Incorporating training that encompasses all levels and layers of oppression
Prioritize Indigenous relationship building
Language Inclusion (interpreters for events, meetings, more access to translation in more languages)
Appendix C provides a detailed summary of Phase 2 Consultation Results.
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24 | Pickering CSWB Plan
A safe and healthy community to me is:
Where my needs are met, access to employment, easy commute
to employment, health, groceries, activities; safe access to
religious and cultural groups; affordable, clean and beautiful
spaces; kind and safe neighbours and neighbourhood.
Where all residents have access
to a quality education, safe
and healthy homes, adequate
employment, transportation,
physical activity, and nutrition,
in addition to quality health
care.
Cleanliness, planning for
infrastructure improvement ahead
of huge upcoming growth. Greater
access to affordable housing
would be extremely helpful.
Designated
green spaces that
are available in newly
developed areas.
A place to find affordable
housing, and job opportunities
to be able to live at all stages
of life. Growing up, raising
families, retiring and senior
living.
A place where I feel safe, where green spaces are maintained
rather than developed, and the rate of population growth
is relative to the rate of infrastructure growth, i.e. roads,
hospital capacity, and the availability of doctors.
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Pickering CSWB Plan | 25
Pickering’s Community Safety &
Well-Being Team and Leadership
The Community Safety & Well-Being Advisory Committee (CSWBAC) formed in June of 2023. The City Council passed Resolution #127/23, #128/23 to establish the Community Safety & Well-Being Advisory Committee and approved the Terms of Reference for the committee.
Terms of Reference:
The Community Safety & Well-Being Advisory Committee (CSWBAC) will identify and coordinate opportunities for stakeholder and community engagement and provide community input on matters relating to the City of Pickering CSWB Plan.
The CSWBAC will also assist City staff with the development, consultation, and implementation
of the City of Pickering CSWB Plan.
The Committee will develop Terms of Reference for a Homelessness Subcommittee that will
work in coordination with Durham Region to look at how best to address the needs of the
housing insecure population to include services for mental health, substance use and the
creation of transitional/supportive housing in Pickering.
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26 | Pickering CSWB Plan
Responsibilities
Pickering
City Council •One City Councillor will sit on the CSWB Advisory
Committee;
•Approve annual funding in support of CSWB actions in theCapital and Current budget; and
•Act as an advocate for CSWB in the City of Pickering.
CSWB Advisory Committee •Discuss and advise on initiatives that will help achieve the
objectives of Pickering’s CSWB Plan;
•Track concerns from the community, and offer solutionswhere needed;
•Report on achievements and recommended solutions in an
annual report to Council;
•Review and discuss CSWB initiatives; and
•Provide consultation on initiatives led by the City ofPickering Internal Working Group.
CSWB Internal Working Group Lead staff teams that implement projects that support CSWB;
•Participate in annual planning, review, and reporting on
initiatives to support Durham Region CSWB Plan;
•Advise on Terms of Reference and Pickering-specific CSWBgoals; and
•Consult with the CSWB Advisory Committee on new
initiatives.
CSWB Advisor •Ensure implementation of initiatives and measures of
success;
•Report on desired outcomes vs. actual outcomes;
•Facilitate conversations with CSWB Internal Working Group;
•Participate in CSWB Advisory Committee; and
•Represent Pickering in Durham Region CSWB Team.
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Pickering CSWB Plan | 27
Pickering’s Community Safety &
Well-Being Plan Priorities
In the development of this plan, seven areas have been identified as priorities. Each area outlines
numerous examples of current programs and initiatives that the City of Pickering currently
provides.
The Action Plan, in the subsequent section, outlines future projects or initiatives to be undertaken
for each of these priority areas.
Priority 1
Improve Community Vitality; create a sense of belonging
with residents through targeted initiatives like volunteer programs, programs targeting social
isolation, and programs and events that support socialization and community pride.
Examples of existing City of Pickering programs that contribute to community vitality include:
•Seniors Centre without Walls program, community centres designated as Seniors
Active Living Centres, Seniors Social events
•Large scale free events (Canada Day, Artfest, Cultural Fusion, Winter Nights)
•Community Grant and Environmental Schools Grant programs
•Pickering’s Volunteer Program (Advisory Committees, PAC4Teens - Teen AdvisoryGroup)
•Free programs like Pickering Library’s English Conversation Circle, Book Clubs, Free
Teen programs like volleyball and basketball
•Free environmental events (Take Pride in Pickering tree planting, Bird Watching for
Beginners, Bring Back the Salmon)
•Books+ Express Program (At Home Library Services)
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Priority 2
Strengthen Learning, Education,
Partnership and Creative Communities; create
opportunities for residents to learn about Community Safety & Well-Being and contribute to
solutions in creative ways.
Examples of existing City of Pickering programs that contribute to learning, education and
creative communities include:
•Seniors Spotlight Series seminars
•Pickering Anti-Black Racism Taskforce Youth Academic Engagement Strategy
•Fire Services public education campaigns (Emergency Preparedness Week, Fire
Prevention Week, Carbon Monoxide Awareness Week, 12 Days of Holiday Safety)
•City of Pickering’s Earth Month workshops, webinars, and events
•Connect volunteers with community opportunities
•Free Library Access (Maker Space, software, knitting, poetry, well-being)
Priority 3
Create Safe and Welcoming Neighbourhoods;
by creating safe, clean, attractive, and welcoming spaces. Park design, neighbourhood
beautification, safe trails that promote healthy living, public art, spaces that promote healthy
lifestyles (outdoor gym or hiking trails), lighting and cameras, and road safety.
Examples of existing City of Pickering programs that contribute to safe and welcoming
neighbourhoods include:
• Interpretive signs throughout various parks about pollinator-friendly plants, trees,natural spaces, etc.
• Pickering’s rainbow pedestrian crosswalk at North Esplanade, celebrating 2SLGBTQIA+inclusion
• Community Garden Policy (Urban Agriculture)
• Community beautification programs e.g., Park Stewardship Program, 20 MinuteMakeover, Litter & Plastics Challenge
• Creation of 14 pollinator-friendly gardens and participation in Mayors’ Monarch
Pledge
• Accessible Playgrounds
• Provision of security cameras in facilities, parks, and pathways
• Neighborhood Watch (current re-structure pending DRPS guidance)
• Snow clearing
• Road signage and trail lighting
•
28 | Pickering CSWB Plan
Streetlighting and Automated Speed Enforcement (ASE) cameras- 209 -
Pickering CSWB Plan | 29
Priority 4
Increase Physical Health and Mental
Wellness; through community spaces like community centres, community gardens,
and programs that support physical and mental health.
Examples of existing City of Pickering programs that contribute to physical health and mental
wellness include:
•Ongoing recreation programs that promote positive physical health (Dance, Art, Music,
Pickleball)
•Chestnut Hill Developments Recreation Complex Health and Fitness facilities andmemberships
•Outdoor gym circuit at St. Mary’s Park
•Fire Services safety outreach and programming
•Providing access to fresh local food and supporting small businesses at Pickering CityCentre Farmers’ Market
•Municipal Law Enforcement Officer (MLEO)’s visibility in the community (parks,
commercial properties, waterfront)
Priority 5
Improve Living Standards; including attracting businesses
to bring new jobs to Pickering, making programs and services accessible to all residents
regardless of income through low cost, subsidized or free programs and services, supporting
food security through targeted programs.
Examples of existing City of Pickering programs that contribute to improved living standards
include:
•Actions to support urban agriculture e.g., Valley Plentiful Community Garden, 55+ Plot
to Plate community garden program at George Ashe, Integrated Sustainable Design
Standards
•Sustainable Pickering programs and initiatives
•Affordable Access Policy
•Job Attraction Program
•Library programs and services
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30 | Pickering CSWB Plan
Priority 6
Support Basic Needs; including access to nutritious food, shelter and
personal care/hygiene products and services through programs and services.
Examples of existing City of Pickering programs that contribute to supporting basic needs
include:
•Shower access at Pickering community centres, in partnership with DARS (Dedicated
Advocacy Resource Support)
•Overnight Warming & Cooling Centres in Pickering community centres
•Wellness Checks, in partnership with the Region of Durham and DARS, for housing
insecure residents
•DARS weekly program at the Central library
•Free Youth Prom Boutique, during Spring, to provide donated formal wear to Pickeringyouth for events such as graduation, prom, job interview, family event, etc.
Priority 7
Promote EDI (Equity, Diversity, Inclusion),
Accessibility & Reconciliation; create opportunities for
engagement and relationship building through safer community spaces, programs, events,
and community expression.
Examples of existing City of Pickering programs that contribute to promoting EDI include:
•City Hall Flag Raisings in support and celebration of our diverse community
•Pickering’s Indigenous Relationship Building Action Plan
•Pickering’s Anti-Black Racism Taskforce
•Library’s Anti-Black Racism Working Group & Anti-Black Racism Youth Subcommittee
•Creation of a City of Pickering Equity, Diversity, and Inclusion Plan
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Pickering CSWB Plan | 31
Action Plan for Pickering
The following action plan has been developed with input from the CSWB Advisory Committee, Internal Working Team, and Community Consultations.
Initiatives have been developed for the next 60 months. Annual reporting will ensure
transparency and accountability to residents.
Funding for the initiatives will be included in the 2024 to 2029 Current and Capital Budgets for
consideration.
Guiding Values & Principles:
In alignment with our Corporate Strategic Plan, and Equity, Diversity, and Inclusion Strategy, it is essential to identify our guiding values and principles that inform each of our priorities.
1.Systemic Change. We acknowledge that institutional and structural barriers exist due to bias,
prejudice, and stereotyping. We will listen to the stories of those who have been marginalized
and we will not deny their lived experiences. We commit to advancing policies and programs
that remove systemic barriers.
2.Centering. We commit to centering the lived experiences of community members in waysthat respect, honour and empower their diverse and intersecting identities and backgrounds.We commit to anti-oppressive practices and acknowledge intersectionality.
3.Transparency. We commit to communicating openly with our community on our work
toward community safety, well-being, equity, and inclusion. We commit to receiving andincorporating feedback as our work continues. We commit to holding ourselves and eachother accountable for both failure and success.
4.Measurability. We will set out actionable goals and measure our progress toward those
goals. We will remain transparent in our progress. We acknowledge that this plan and process
cannot address all the challenges that our community faces, while also recognizing that those
challenges may affect our ability to meet our community safety goals.
Marginalized members of our community, include but not limited to:
•Indigenous community
•Equity-deserving communities, including women, persons with disabilities, racialized persons,
persons who identify as 2SLGBTQIA+, and other diverse communities.
(Silverthorn, 2023)
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32 | Pickering CSWB Plan
1. Improve Community Vitality
Objective: Create a sense of belonging with residents through targeted initiatives like
volunteer programs, programs targeting social isolation, or programs and events that support socialization and community pride.
Action:
1.1 Increase access and opportunities to participate in the City of Pickering Volunteer Program.
1.2 Expand services and programs that provide recreation, culture, library services, and
neighborhood outreach to isolated residents.
1.3 Increase community pride events, with focus on safer spaces for our 2SLGBTQIA+
community.
1.4 Undertake community consultation and data collection to understand where social
isolation is highest to underserved and how to better serve isolated residents.
1.5
Expand Culture, Recreation, Sustainability and Library services, programs, and events
to underserved communities, specifically rural and newly developed neighbourhoods
including Seaton.
1.6
Undertake community consultation and data collection to better understand the
challenges facing Pickering’s youth as it relates to sense of belonging and social
isolation.
1.7 Support Durham Regional Police Services with ongoing Crime Prevention initiatives.
1.8 Collaborate with Durham Regional Police Services to promote safer communities. 1
1.9 Enhance community safety through direct service and program delivery. 2
1 Corporate Strategic Plan2 Corporate Strategic Plan
- 213 -
Pickering CSWB Plan | 33
2. Strengthen Learning, Education,
Partnership and Creative Communities
Objective: Create opportunities for residents to learn about Community Safety & Well-Being
and contribute to solutions in creative ways.
Action:
2.1
Partner with Regional Providers to provide community safety, health and well-being
training to the community that aligns with Durham Region’s seven Priority areas.
Examples include information sessions about 211, Durham’s shelter program, and the
Food Bank.
2.2
Provide community safety, health and well-being training to the community that
supports active, vibrant, and liveable communities. Examples include water safety,
nutrition, active living, financial literacy, and climate emergency preparedness.
2.3
Train City of Pickering and Library staff in community safety, health, and well-being
initiatives to equip staff to refer community members to appropriate regional services
and provide enhanced level of service to Pickering residents.
2.4
Provide Community Safety & Well-Being training to the community, and City
of Pickering staff, on building inclusive communities from an Anti-Oppressive
Framework. Examples include Identity (gender, race, class, religion), Phobias
(homophobia, transphobia, xenophobia), Ism’s (racism, ageism, sexism, ableism,
classism) and their intersectionality.
2.5
Partner with Regional Providers to include community health, safety and well-being
services in City of Pickering facilities and programs. Examples include exploring
arrangements/ agreements that would establish regular drop-in hours for Durham
Community Health Centre, Newcomer Information Sessions, Social Services, Mental Health Services at Pickering community centres.
2.6 Establish a youth-specific strategy to create opportunities for Pickering youth to learn about Community Safety & Well-Being and create opportunities for youth to contribute to solutions to improve Community Safety & Well-Being.
2.7 As per Resolution #235/23, provide community and City staff training on Intimate Partner Violence and information to help provide support and resources to victims of intimate partner violence.
2.8 Provide fire safety programs and public education campaigns for resident learning opportunities (Adopt a School, Learn Not to Burn, The Arson Prevention Program for Children, Get Real Pickering, Older and Wiser, After the Heat)
2.9 Advance the City’s first Community Safety & Well-Being Plan. 3
2.10 Continue to support the Region of Durham in its efforts to lead the implementation of the Region’s Community Safety & Well-Being Plan.4
3 Corporate Strategic Plan4 Corporate Strategic Plan - 214 -
34 | Pickering CSWB Plan
3. Create Safe and Welcoming Neighbourhoods
Objective: by creating safe, clean, attractive, and welcoming spaces. Park design,
neighbourhood beautification, safe trails that promote healthy living, public art, spaces that
promote healthy lifestyles (outdoor gym or hiking trails), lighting and cameras, and enhanced
road safety using elements such as streetlighting and cameras.
Action:
3.1 Provide opportunities for residents to participate in community cleanup, litter challenges, Garden of Distinction programs and Park Stewardship programs.
3.2 Expand Pickering’s security camera program in parks, community centres and public spaces to prevent criminal activity and reduce victimization.
3.3
Create new and existing public spaces that encourage residents and visitors to gather and socialize, while enhancing community safety, health, and well-being. Examples
include installation of more seating, benches, shade structures and lighting along
outdoor trails.
3.4 Promote and support the City’s emergency preparedness efforts. Examples include Security Services response efforts through security plans, policies, procedures, and emergency preparedness services of Pickering Fire. 5
3.5 Provide City staff with training to support welcoming, safe, and healthy interactions with residents. Examples include de-escalation training, crisis intervention, mental health training. 6
3.6
Enhance public spaces to highlight and improve Community Safety & Well-Being through public art, interactive displays and community-led art. Examples include Pickering’s Reflection Garden at Esplanade Park that supports mental health and well-being and the rainbow crosswalk that celebrates inclusion.
3.7 Improve road safety with enhanced pedestrian crosswalks with additional signage,
sidewalk installations, painted crosswalk murals, connected and safe bike lanes.
3.8
Improve road safety, in collaboration with our Integrated Transportation Master Plan.
Some examples include Automated Speed Enforcement traffic camera program,
implementing additional Radar Speed Board signage, converting existing streetlighting
infrastructure from HPS to LED, introducing Traffic Calming measures, participating
(with Ajax) in the Road Watch program, facilitating residents with the Slow Down Sign
Campaign, and adding cycling facilities.
3.9 Participation in Durham Vision Zero and Road Safety Action Plan initiative.
3.10 Prioritize safety in the design of municipal infrastructure. 7
3.11 Consult with youth to improve Youth-dedicated spaces in City of Pickering community centres and public spaces.
3.12 Develop community safety signage and lighting integration in new City developments (roads, parks, trails), underground cabling in new spaces.
5 Corporate Strategic Plan 6 Corporate Strategic Plan7 Corporate Strategic Plan - 215 -
Pickering CSWB Plan | 35
4. Increase Physical Health and Mental
Wellness
Objective: through community spaces like community centres, community gardens, libraries,
and programs that support physical and mental health.
Action:
4.1 Provide health and wellness training and support to City of Pickering staff through the Wellness Committee.
4.2
Assess Pickering’s resident’s ability to access City of Pickering culture, recreation services, programs and events and create opportunities to improve access through subsidy programs, pricing, grants, free programming, and increased offerings of high-demand programs.
4.3 Develop and expand programs that promote food security for Pickering residents including community gardens, webinars/events about learning to grow food and programs that promote healthy eating and cooking.
4.4
Complete the City of Pickering Recreation and Parks Ten Year Plan & Arena Strategy to enhance quality of life through a strengthened parks and recreation system. This
includes community consultation that will inform the development of new community
facilities and maintenance and use of existing facilities.
4.5
Complete an audit of City policies and procedures to explore inclusive health and
wellness practices. Examples include religious practices, and interpretation services.
4.6 As per Resolution #34/22, undertake the expansion of community gardens, with
emphasis on nutritious eating and food security.
4.7 Advocate for and with partners to increase access to health care facilities and medical
practitioners. 8
4.8 Support community members with diverse needs, including those who are experiencing poverty and homelessness. 9
4.9
Develop and partner with community stakeholders to support community listening
sessions and workshops for traumatic community events (DRPS, Durham Community
Health Centre, Sports Associations, School Boards).
4.10 Implementation of new nuisance by-law to allow Municipal Law Enforcement Officers to address various circumstances (intoxication, fighting, property damage, aggression).
8 Corporate Strategic Plan9 Corporate Strategic Plan - 216 -
36 | Pickering CSWB Plan
5. Improve Living Standards
Objective: attracting businesses to bring new jobs to Pickering, making programs and services
accessible to all residents regardless of income through low cost, subsidized or free programs and services, supporting food security through targeted programs.
Action:
5.1 Increase promotion and outreach efforts for the snow clearing program for seniors
and people living with a disability.
5.2
Implement the City of Pickering Housing Strategy to support a supply of suitable (as it relates to the size of the household), adequate (as it relates to physical condition), and affordable (as it relates to household income) housing for all ages and abilities within its jurisdiction. This also ensures that the City meets the housing needs to support a diverse workforce. Continue to implement the action items listed in the City of Pickering Housing Plan.
5.3 Investigate and assess participation in the Durham Region Physician Recruitment Initiative to attract more physicians to practice in Pickering.
5.4 Support the Region of Durham in its efforts to address homelessness through the Region’s implementation of the Affordable & Seniors Housing Strategy. 10
5.5 Facilitate Job Attraction program, through Economic Development, to promote employment in Pickering.
5.6 Enhance employment workshops (Job Fairs, Interview Skills, Public Speaking, Professional Software), facilitated through the library.
5.7 Participate and provide support during creation and implementation of Durham
Regional Encampment Strategy.
10 Corporate Strategic Plan
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Pickering CSWB Plan | 37
6. Support Basic Needs
Objective: including access to nutritious food, shelter and personal care/hygiene products and
services through programs and services.
Action:
6.1 Support basic needs with access to showers and basic hygiene products in City of Pickering community centres.
6.2
Develop City of Pickering procedures to ensure equity and inclusion for vulnerable
populations. Examples include wellness checks for those who are unsheltered, shower
access procedures, and safe removal of encampments.
6.3 Support basic needs with warming and cooling shelters at City of Pickering community centres and Libraries during extreme hot and cold days.
6.4 Provide provisions for overnight shelters for those who are unsheltered.
6.5 In partnership with DARS, provide lunch services at City of Pickering facilities including community centres and the Pickering Public Library.
6.6
As per Resolution #218/23, support urban agriculture initiatives to reduce grocery cost
and increase food security (gardens, parks, balconies, schools, educational webinars/
events, toolkits, library seed programs).
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38 | Pickering CSWB Plan
7. Promote EDI (Equity, Diversity, Inclusion),
Accessibility & Reconciliation
Objective: create opportunities for engagement and relationship building through safer community spaces, programs, events, and community expression.
Action:
7.1 Create an equity, diversity, and inclusion strategy based on community consultation.
7.2
Continue work with advisory committees and taskforces that can help advise on diversity, equity, and inclusion initiatives. Examples include the Accessibility Advisory Committee, Pickering Anti Black Racism Taskforce, and Indigenous Relationship Building Circle.
7.3 Create opportunities for marginalized residents to contribute to provide input to programming, services, committees, and training.
7.4
Enhance accessibility throughout the City of Pickering through actions listed in the
Accessibility Plan (2021 – 2025). Examples include fulfilling requests for accessible
pedestrian signals; installing tactile walking surface indicators; and, incorporating
accessibility into new builds and significant renovations for facilities, parks,
playgrounds, and trails.
7.5 Investigate internship development opportunities for marginalized residents and communities.
7.6 Enhance relationship building with our Indigenous community.
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Pickering CSWB Plan | 39
Reporting & Evaluation
•An Annual Report will be developed for presentation to the CSWB Advisory Committee attheir last scheduled meeting of the year. The report will then be presented to City Council andposted on the CSWB webpage. A copy will be shared with the Region of Durham.
•The Community Safety & Well-Being Advisory Committee will present an Annual Work Plan
to City Council. This Work Plan will outline the formal road map for that year. It will clearly
articulate the required steps, objectives, and measurable deliverables that can be transformed
into concrete actions.
•The Community Safety & Well-Being Advisor will ensure effective bi-lateral communicationbetween Internal Working Team, Advisory Committee, and Durham Region Municipal WorkingGroup.
Links:
Durham Region Community Safety & Well-Being Plan
Age Friendly Plan
Recreation and Parks Master Plan
Cultural Strategic Plan
Pickering Accessibility Plan
PABRT Annual Work Plan
Integrated Transportation Master Plan
Pickering Housing Strategy & Action Plan
Corporate Strategic Plan
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40 | Pickering CSWB Plan
References
Canadian Institute for Health Information. (2023). Emergency and ambulatory care. Re-trieved from Canadian Institute for Health Information: https://www.cihi.ca/en/topics/emergency-and-ambulatory-care
Central East Local Health Integration Network. (2021, June). Sub-region Profiles for Cen-tral East LHIN. Retrieved from Central East LHIN: https://srp-main-centraleastlhin.opendata.arcgis.com/
City of Pickering. (2023). Demographic & Socio-Economic Data: Pickering Profile. Re-trieved from Invest in Pickering: investinpickering.ca
Durham Region. (2021, November). Durham Region Community Safety and Well-Being Plan . Retrieved from Durham Region: https://www.durham.ca/en/regional-govern-ment/resources/CSWB-Plan/Council-Endorsed-CSWB-Plan---November-24-2021.pdf
Durham Region. (2023). Health Neighborhoods. Retrieved from Durham Region: Health and Wellness: https://www.durham.ca/en/health-and-wellness/health-neighbour-hoods.aspx
Durham Regional Police Service. (2023, July 9). Crime Map. Retrieved from Durham Re-gional Police Service : https://app.powerbi.com/view?r=eyJrIjoiZjcyY2IwMDQtYjA5N-y00M2Y4LWI3M2MtZDg3MmIzMDU2ZGNjIiwidCI6IjBjMDAzOWI5LTQ2ZWEtND-NiOS04MDgwLTNjNTUwNTg1OWI2YSJ9
Government of Canada. (2024). Social determinants of health and health inequalities. Retrieved from Government of Canada: https://www.canada.ca/en/public-health/ser-vices/health-promotion/population-health/what-determines-health.html
Government of Ontario. (2024). The Community Safety and Well-being Planning Frame-work. Retrieved from Government of Ontario: https://www.ontario.ca/document/com-munity-safety-and-well-being-planning-framework-booklet-3-shared-commitment-on-tario/section-2-community-safety-and-well-being-planning
Kidd, S. A. (2017). The 2015 National Canadian Homeless Youth Survey: Mental Health and Addiction Findings. The Canadian Journal of Psychiatry, 493-500.
National Collaborating Centre for Determinants of Health. (2023). Let’s Talk: Health Equity. Retrieved from National Collaborating Centre for Determinants of Health: https://nc-cdh.ca/resources/entry/health-equity
Silverthorn, M. (2023). Authentic Diversity: How to Change the Workplace for Good. Re-trieved from Inclusion Nation: https://www.michellesilverthorn.com/
University of Waterloo. (2023). Our Vision & Mission. Retrieved from Canadian Index of Well-Being: https://uwaterloo.ca/canadian-index-wellbeing/about-canadian-in-dex-wellbeing/our-mission-and-vision
World Health Organization. (2008). Closing the gap in a generation. Retrieved from World Health Organization: https://www.who.int/publications/i/item/WHO-IER-CSDH-08.1
- 221 -
Pickering CSWB Plan | 41
Appendix A: Definitions
Mental Health
Refers to a state of mental well-being where individuals can cope with stress,
learn productively, and contribute to their community. Municipal mental health
strategies include program development through recreation, volunteering to
create a sense of belonging, providing beautified spaces for inclusive rest and
relaxation in the community.
Substance
Use
Refers to use of substances consumed, injected, smoked, or absorbed in the
body. These substances generally lead to dependence and deterioration of
the body. Municipal substance use strategies will include education, training,
awareness, and strength in community partnerships.
Homelessness
& Basic Needs
Refers to the issues in lack of housing resources, lack of food security, and/or
struggles to have basic needs met. Municipal strategies include employment
programs, wellness checks, housing strategies, community development in food
gardening, and expansion of food security programs.
Criminal
Involvement
Refers to individuals involved in committing crimes. Municipal strategies
include training and development, providing youth voices and opportunities
to contribute to community safety, road safety, safe surrender sites, and
enhancement of crosswalks supporting safe travel.
Victimization
Refers to the act of being targeted for unjust treatment. Municipal strategies to
reduce victimization include enhancing accessibility efforts, expanding traffic
and parks camera programs, addressing Intimate Partner Violence strategies,
and developing community partnerships for access and support to appropriate
resources.
Social
Isolation
Refers to the state of feeling alone with lack of social contact or support.
Municipal strategies include better access to recreation and library services,
program affordability, creation of social spaces, and snow clearing for vulnerable
residents.
Experiences
of Racism
Refers to the process where systems and actions create inequities for individuals
based on race. Municipal responsibilities include identifying barriers, creating
municipal strategies to promote DEI (diversity, equity, and inclusion), engaging
the community to ensure human-centred design.
Inclusion Refers to the practice or policy of enhancing equal access to opportunities and
resources, especially for those who may otherwise be excluded or vulnerable.
2SLGBTQIA+
Refers to individuals who identify as Two-Spirit, Lesbian, Gay, Bisexual,
Transgender, Queer and/or Questioning, Intersex, Asexual. This term intends
to embrace all identities on the gender and sexual spectrum, even those not
specifically included in this acronym.
Marginalized
Refers to residents or individuals from indigenous communities, or from equity-
deserving communities, including women, persons with disabilities, racialized
persons, persons who identify as 2SLGBTQIA+, and other diverse communities.
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42 | Pickering CSWB Plan
Appendix B:
CSWB Phase 1 Survey Results
Respondents: 332 Percentage of respondents residing in Pickering: 94%
The Community Safety & Well-Being Survey was created for residents to rank, rate various
priorities, and action items to be included in the CSWB Draft Plan. The survey’s goal is to help
signify where more imminent action needs to be taken for our community to feel supported and
heard within the umbrella of Community Safety & Well-Being.
When asked in the first section to rank priorities, residents were asked to rank priorities 1 through
9; with 1 being the most important to them, and 9 being the least. The lower the average rank,
the more important the community felt this priority was.
Ranking of Priorities
Options Average Rank
To live in a clean, safe, attractive, and welcoming community with safe trails, walkways, public art, well-lit spaces, and spaces that promote healthy lifestyles (Create safe and welcoming neighborhoods)3.09
To have access to recreation, fitness and leisure programs, community gardens,
and programs that support physical and mental wellbeing (Physical Health
and Mental Wellness)
4.3
To reduce local crime and victimization (Improve individual safety and
security)4.47
To improve living standards by attracting new jobs and businesses to
Pickering; providing education on financial literacy, attracting more physicians
to Pickering, rental and affordable housing strategies (Improve living
standards)
4.86
To know how to find resources for things like mental health, safety,
victimization, crime prevention, physical wellbeing, and substance use
(Learning, education, and creative communities)
5.06
To feel a sense of belonging to my community by participating in neighborhood initiatives, volunteering, or programs (Community Vitality)5.49
To provide services and resources to those experiencing homelessness,
substance use, or food insecurity (Support basic needs)5.51
To increase road safety for pedestrians, cyclists, motorists, and vehicle
passengers 5.73
To develop programs, committees, taskforces, and trainings to combat local
racism, homophobia, and xenophobia (Promote Inclusion, Diversity and
Equity)
6.48
- 223 -
Pickering CSWB Plan | 43
Q3 Community Vitality Initiatives How important is it that you...
24 37
100
119
52
0
20
40
60
80
100
120
140
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Have Opportunities to Volunteer In the Community?
33 45
103 110
41
0
20
40
60
80
100
120
Not Importantat all SomewhatImportant NeutralImportance Important VeryImportant
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Belong to a Neighbourhood Group or
Associations
21
42
89
132
48
0
20
40
60
80
100
120
140
NotImportant atall
SomewhatImportant NeutralImportance Important VeryImportant
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Belong to a Recreational, Cultural, or Social
Group or Association
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44 | Pickering CSWB Plan
Q3 Community Vitality Initiatives How important is it that you...
22 30
88
123
69
0
20
40
60
80
100
120
140
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Have Opportunities That Connect Me With
Others In My Neighbourhood
(Neighbourhood Watch, Street Parties,
Knowing My Neighbours)
35 29
95 106
67
0
20
40
60
80
100
120
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Have Opportunities to Celebrate Holidays, Events, or Special Occasions with MyNeighbours
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Pickering CSWB Plan | 45
Q4 Learning, Education, and Creative Communities
How important is it that you...
7 15
40
126
142
0
20
40
60
80
100
120
140
160
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Know About Crime Prevention Initiatives
11 26
67
133
95
0
20
40
60
80
100
120
140
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Learn About Mental Health and How to
Support You or a Friend/Family Members’
Mental Health
19
33
78
110
92
0
20
40
60
80
100
120
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Know About The City of Pickering Housing Strategy
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46 | Pickering CSWB Plan
Q4 Learning, Education, and Creative Communities
How important is it that you...
15
39
76
128
74
0
20
40
60
80
100
120
140
NotImportant atall
SomewhatImportant NeutralImportance Important VeryImportant
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Learn About Local Resources and Programs
to Combat Social Isolation
20
44
100 104
64
0
20
40
60
80
100
120
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Learn About Local Resources and Strategies to Support Those Struggling with Substance Use
49
38
87 94
64
0
10
20
30
40
50
60
70
80
90
100
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Know About The Pickering Anti-Black Racism
Task Force Initiatives
- 227 -
Pickering CSWB Plan | 47
Q5 What Community Safety & Well-Being initiatives do you
want to learn more about? Select all that apply...
110 137
107
191
162
78
226
0
50
100
150
200
250
#
o
f
R
e
s
p
o
n
s
e
s
Initaitives
Q5. What Community Safety and Well-Being
Initiatives Do You Want to Learn More About?
Please Select All That Apply.
Q6 How do you want the City to Communicate this information
with you? Select all that apply...
241
181
138
94 93 82
0
50
100
150
200
250
300
Em
a
i
l
/
e
n
e
w
s
Ci
t
y
W
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b
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e
So
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(
V
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)
Ne
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m
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C
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#
o
f
R
e
s
p
o
n
s
e
s
Methods of Communication
Q6. How Do You Want the City to CommunicateThis Information with You?
- 228 -
48 | Pickering CSWB Plan
Q8 Create Safe and Welcoming Neighborhoods
How important is it that..
2 2 6
37
285
0
50
100
150
200
250
300
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Feel Safe Walking Home Alone In Your
Community
2 3 7
84
236
0
50
100
150
200
250
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Has Public Spaces That Are Clean, Tidy And Well Cared For
7 10
38
114
163
0
20
40
60
80
100
120
140
160
180
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Has Public Spaces That Allow
People To Gather And Celebrate
7 10
38
114
163
0
20
40
60
80
100
120
140
160
180
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Has Public Spaces That Allow
People To Gather And Celebrate
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Pickering CSWB Plan | 49
Q8 Create Safe and Welcoming Neighborhoods
How important is it that..
8 11
31
103
179
0
20406080
100
120
140
160
180
200
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Monitors Public Spaces With
Cameras, or Provides Security
8 11
31
103
179
0
20
40
60
80
100
120140160
180
200
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Monitors Public Spaces With Cameras, or Provides Security
27 28
90 96 91
0
20
40
60
80
100
120
Not
Important at
all
Somewhat
Important
Neutral
Importance
Important Very
Important
# o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Celebrates and Displays Diverse
Public Art
27 28
90 96 91
0
20
40
60
80
100
120
Not
Important at
all
Somewhat
Important
Neutral
Importance
Important Very
Important
# o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Celebrates and Displays Diverse Public
Art
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50 | Pickering CSWB Plan
Q9 Physical Health and Mental Wellness
How important is it that...
2 5 17
84
222
0
50
100
150
200
250
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have Access To Nutritious Food
2 5 17
84
222
0
50
100
150
200
250
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have Access To Nutritious Food
1 1 9
54
266
0
50
100
150
200
250
300
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have Local Access To Health Services
1 1 9
54
266
0
50
100
150
200
250
300
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have Local Access To Health Services
2 5
33
114
176
0
50
100
150
200
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have Fair Access To Recreation
Programs (Swimming, Arts, Sports, Special
Interest, Camps, etc.)
- 231 -
Pickering CSWB Plan | 51
Q9 Physical Health and Mental Wellness
How important is it that...
3 4
27
127
171
020
4060
80100120140160180
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have Fair Access To Recreation
Facilities
(Both Indoors and Out)
2 5
33
114
176
0
50
100
150
200
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have Fair Access To Recreation
Programs (Swimming, Arts, Sports, Special Interest, Camps, etc.)
2 4 22
101
202
0
50
100
150
200
250
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Provides Safe Playgrounds And
Trails For Families To Experience
8 9
42
106
165
0
20
40
60
80
100
120
140
160
180
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Youth Have Designated Safe Spaces In
Recreation Facilities
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52 | Pickering CSWB Plan
Q10 Improve Living Standards How important is it that...
12 13
53
119 135
0
20
40
60
80
100
120
140
160
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Wi-Fi Is Easily Accessible In City Spaces,
And For Borrow (Wifi Hot Spots)
6 15
39
128 144
0
20
40
60
80
100
120
140
160
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Supports The Efforts Of
Organizations Providing Food Security
Programs
4 9 22
86
211
0
50
100
150
200
250
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Snow Clearing Is Prioritized For Seniors And
People Living With Disabilities
4 9 22
86
211
0
50
100
150
200
250
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Snow Clearing Is Prioritized For Seniors AndPeople Living With Disabilities
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Pickering CSWB Plan | 53
Q10 Improve Living Standards How important is it that...
24 29
103 114
62
0
20
40
60
80
100
120
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have The Opportunity To Learn About
Financial Literacy
24 29
103 114
62
0
20
40
60
80
100
120
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have The Opportunity To Learn About
Financial Literacy
39
26
91 98
78
0
20
40
60
80
100
120
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have Access To Employment
Workshops And Job Fairs
39
26
91 98
78
0
20
40
60
80
100
120
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Have Access To Employment
WorkshopsAnd Job Fairs
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54 | Pickering CSWB Plan
Q11 Support Basic Needs How important is it that...
8 16
41
111
154
0
20
40
60
80
100
120
140
160
180
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Overnight Shelters Are Available In Pickering
During Extreme Weather Conditions
11 23
50
110
135
0
20
40
60
80
100
120
140
160
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Access To Showers Is Provided For Those
Who Are Housing Insecure
9 22
43
116
138
0
20
40
60
80
100
120
140
160
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Wellness Checks Are Coordinated For Those
Who Are Unsheltered
- 235 -
Pickering CSWB Plan | 55
Q12 Promote Diversity, Equity, and Inclusion
How important is it that...
10 12
67
117 126
0
20
40
60
80
100
120
140
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Feel Represented In Your Community
6 11
38
129
148
0
20
40
60
80
100
120
140
160
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Feel Safe to Voice Your Opinions, and Feel Heard, in City spaces
5 4 25
105
193
0
50
100
150
200
250
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
People From All Backgrounds Are Valued
and Respected in Pickering
- 236 -
56 | Pickering CSWB Plan
Q12 Promote Diversity, Equity, and Inclusion
How important is it that...
19 20
61
120 112
0
20
40
60
80
100
120
140
NotImportant atall
SomewhatImportant NeutralImportance Important VeryImportant
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Culturally Relevant Programming Reflects
the Diversity of Our City
27 23
83 86
113
0
20
40
60
80
100
120
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Anti-Racism Training and Resources Are
Offered to The Public
27 16
66
90
133
0
20
40
60
80
100
120
140
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
Anti-Racism Training and Resources Are
Mandated for City Staff
- 237 -
Pickering CSWB Plan | 57
Q12 Promote Diversity, Equity, and Inclusion
How important is it that...
25 18
59
111 119
0
20
40
60
80
100
120
140
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City has an Equity, Diversity and
Inclusion Plan
32
17
88 88
107
0
20
40
60
80
100
120
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
An Anti-Racism and Anti-Oppression (ARAO)
Framework Is Created By The City
- 238 -
58 | Pickering CSWB Plan
Q 13 Improve Individual Safety and Security
How important is it that...
815
49
138 122
0
20
40
60
80
100
120
140
160
Not Importantat allSomewhatImportantNeutralImportanceImportant Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Provides Access To Public Training
On Health And Safety (CPR, Naloxone).
8 15
49
138
122
0
20
40
60
80
100
120
140
160
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Provides Access To Public Training On Health And Safety (CPR, Naloxone).
3320
80
226
0
50
100
150
200
250
Not Importantat allSomewhatImportantNeutralImportanceImportant Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Feel Safe Driving In Your Community
3 3 20
80
226
0
50
100
150
200
250
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Feel Safe Driving In Your Community
3 1 10
46
272
0
50
100
150
200
250
300
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Feel Safe Walking In Your Community
3 1 10
46
272
0
50
100
150
200
250
300
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Feel Safe Walking In Your Community
- 239 -
Pickering CSWB Plan | 59
Q 13 Improve Individual Safety and Security
How important is it that...
7 6 30
65
224
0
50
100
150
200
250
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Feel Safe Riding Your Bike In Your
Community
7 6 30
65
224
0
50
100
150
200
250
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
You Feel Safe Riding Your Bike In Your Community
5 13
60
140
114
020406080
100
120
140
160
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City's Customer Care Staff Can Refer Residents To Resources That Align With The 7 Pillars Of Community Safety And Well-Being
19 24
83
118
88
0
20
40
60
80
100
120
140
Not Importantat all SomewhatImportant NeutralImportance Important Very Important
#
o
f
R
e
s
p
o
n
s
e
s
Level of Importance
The City Provides Workshops On Cyber
Safety And Security
- 240 -
60 | Pickering CSWB Plan
Q14 More than 50% of my income is spent on housing
Yes46%
No54%
Q14. I Spend More Than 50% of my Income on Housing
Yes No
Q18 What age category do you fall within?
Under 18 yrs3%18-29 yrs8%
30-49 yrs36%
50-64 yrs27%
65+26%
Q18. What Age Category Do You Fall Within?
Under 18 yrs
18-29 yrs
30-49 yrs
50-64 yrs
65+
- 241 -
Pickering CSWB Plan | 61
Q19 Do you have children under 18 yrs living at home?
Yes35%
No65%
Q19. Do You Have Children Under 18 Years Living At
Home?
Yes No
Q20 Which of the following best describes you enthnic/racial
background?
White/Caucasian, 46%
Asian -South / East Indian / Indo-Caribbean, 18%
Mixed Racial Origin, 7%
Black / African/Afro-Caribbean, 6%
Middle Eastern, West Asian, or North African, 4%
Asian -East, 3%
Asian -Southeast, 3%
Pacific Islander, 3%
Indigenous to Turtle Island, 2%
Latino or Hispanic, 1%,
Q20. Which of The Following Best Describes Your Ethnic/Racial
Background?
- 242 -
62 | Pickering CSWB Plan
Appendix C: Community Safety & Well-
Being Phase 2 Consultation Results
City Staff conducted three open houses and two drop-in information sessions throughout January 2024 to showcase the draft Community Safety & Well-Being Plan.
For the Open Houses, two delivery methods were used to determine feedback from residents. The pink sticky note was used for what residents love so far about each action item for the seven priorities – while the yellow sticky note was used to add any additional or missing
feedback for the priorities’ action items.
The following is a feedback summary of each
action item under all seven priorities:
Priority 1: Community Vitality
•Increase the number of volunteer
opportunities available, using a more
straightforward application form online,
and increasing promotion and awareness
for volunteer opportunities.
•A desire for more senior events such as
senior dinners, game nights, with light
refreshments and snacks provided during
senior programming.
•Residents are interested in helping those
isolated from their community and arewilling to contribute to data collection toinform services.
•Residents also believe there is a needfor youth to be consulted in communityprogramming to enhance a sense ofbelonging to the community and increasesurveillance in neighbourhoods such asNeighbourhood Watch.
Priority 2: Learning, Education,
Partnership and Creative
Communities
•Having the City provide learning and
workshops for city staff and residents while
also having partnerships with existing
services such as the Pickering Public Library.
• Residents would like to see morecollaboration with Durham Regional Policeto create programs to monitor recklessdriving and create safer environments foryouth.
• A youth-specific engagement strategyis also mentioned to help decrease theamount of youth-based violence in the
community.
• Residents would also like to see more
education on intimate partner violence as
it will show youth how to maintain healthy
relationships and wellbeing.
• Residents also wrote about the need to
promote the City’s current programs more.
Priority 3: Create Safe
Neighbourhoods
•Residents love the idea of providing
cleanup and gardening opportunities for
the community.
- 243 -
Pickering CSWB Plan | 63
• More community involvement and
affordable options for youth to participate
in programs after school are needed.
• They also want to increase surveillance
in public spaces; however, they want to
find methods that do not include security
cameras. In contrast, there is also a want
for speed cameras and dedicated left-turn
lights on specific streets to promote
visibility and safety at night.
• More bike lanes are needed in residential
areas, as well as more public art.
• Transit concerns for community membersincluded collaborating with DurhamTransit to make more accessible bus routesand dial-a-bus for seniors.
Priority 4: Increase Physical
Health and Mental Wellness
• Residents would like more affordable
options for workshops/classes to engage
isolated populations such as youth, young/new mothers, and seniors.
• Community members would like to seetraining on respectfully communicatingwith neurodiverse individuals to create safeand welcoming environments.
• Community members also expand onthe need for food security programs,community garden programs, andcommunity listening programs to enhancea sense of community amongst residents.
• In addition to exercising the new nuisance
by-law, residents would like to see more
promotion on what the by-law is about
and who it affects.
Priority 5: Improve Living
Standards
• There is a need for more promotion ofthe snow-clearing program; residents are
willing to help their neighbours.
• Residents also want to help address and
collaborate on a solution for decreasing
homelessness in Pickering. They are willing
to discuss methods of affordable housing
or a fixed income, as well as increasing
taxes to enhance social services.
• There is a specific want and need for
physicians and to eliminate the waitlist to
find a family doctor.
• Signs of support were seen for the
encampment strategy by the Durham
Regional Police, in addition to prioritizing
safety in the design of municipal
infrastructure.
Priority 6: Support Basic Needs
• Residents want to contribute to providingmore hygiene products and shower access– including using the Bay Ridges KinsmenPark facility to implement a shower andbathroom system.
• There is support for more partnershipswith DARS and increasing the number ofwarming centres in the City.
•Lastly, the City wants to create partnershipswith existing services to support residentsexperiencing food insecurity.
Priority 7: Promote
EDI (Equity, Diversity,
Inclusion), Accessibility, and
Reconciliation
• Residents showed strong alignmentin prioritizing EDI, Accessibility & Reconciliation to enhance feelings of safety in the community.
• Residents would like to see more
promotion of diversity that will reflect the current community of Pickering through events and images.
• There is a need to include marginalized residents in planning programs and
services.
• There is perceived support for community engagement and a willingness for active involvement, particularly when the City
is planning programming, events, and community safety initiatives.
- 244 -
Artwork provided by Pickering Resident and
Artist, Daniel Davis
"Through my passion of photography, I deliver
compelling and comprehensive collections of imagery geared to those seeking visual
storytelling as part of their creative projects."
pickering.ca/cswb- 245 -
Report to
Executive Committee
Report Number: CS 12-24 Date: May 6, 2024
From: Laura Gibbs Director, Community Services
Subject: Gingerbread Nursery Licence Agreement - Licence Agreement Renewal - File: A-1440-001
Recommendation:
1. That the Mayor and City Clerk be authorized to execute a Licence Renewal Agreement with Gingerbread Co-operative Nursery School (Pickering) Inc. as set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, Community
Services and the Director, Corporate Services & City Solicitor; and
2. That the appropriate City officials be authorized to take the necessary actions as indicated in this report.
Executive Summary: The purpose of this report is to seek Council’s endorsement to
execute the Licence Agreement with Gingerbread Co-operative Nursery School (Pickering) Inc. for a five-year term.
Gingerbread Co-operative Nursery School (Pickering) Inc. has an existing Licence Agreement
with the City of Pickering to provide a co-operative nursery program at West Shore Community Centre, for a five-year term beginning September 1, 2019, and ending June 30, 2024. Gingerbread Co-operative Nursery School (Pickering) Inc. has requested to renew this agreement for a further five-year term beginning September 1, 2024, and ending June 30,
2029.
The Community Services Department recommends that a renewal agreement be initiated with
Gingerbread Co-operative Nursery School (Pickering) Inc.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Strengthen Existing & Build New Partnerships.
Financial Implications: The generated revenue from Gingerbread Co-operative Nursery School (Pickering) Inc. during the five-year term is as follows:
September 1, 2024 - June 30, 2025: $5,410.00 including HST ($541.00 incl. HST per month) September 1, 2025 - June 30, 2026: $5,520.00 including HST ($552.00 incl. HST per month)
September 1, 2026 - June 30, 2027: $5,640.00 including HST ($564.00 incl. HST per month) September 1, 2027 - June 30, 2028: $5,760.00 including HST ($576.00 incl. HST per month) - 246 -
CS 12-24 May 6, 2024
Subject: Gingerbread Nursery Licence Agreement Page 2
September 1, 2028 - June 30, 2029: $5,880.00 including HST ($588.00 incl. HST per month)
Discussion: The purpose of this report is to renew the Licence Agreement with Gingerbread Co-operative Nursery School (Pickering) Inc. for a five-year term.
On June 24, 2019, Council approved Resolution #107/19 authorizing the execution of a Licence Agreement with Gingerbread Co-operative Nursery School (Pickering) Inc. for the purpose of operating a co-operative nursery program for a minimum of three half days per
week from September to June annually at West Shore Community Centre for a five-year term
beginning September 1, 2019, and ending June 30, 2024.
The use of the West Shore Community Centre for the provision of a co-operative nursery program is a positive and proactive use of this facility and is consistent with the City’s mandate to support children and families and to build community.
As such, the Director, Community Services recommends that a renewal agreement be initiated with Gingerbread Co-operative Nursery School (Pickering) Inc. to renew the Licence Agreement for a further five-year term, beginning September 1, 2024, and ending June 30, 2029.
Attachment:
1.Draft Licence Agreement for Gingerbread Co-operative Nursery School (Pickering) Inc.,2024 - 2029
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Suzanne Moore Laura Gibbs, MBA, MSc.
Supervisor, Community Services Administration Director, Community Services
Original Signed By
Marilou Murray
Manager, Community Services Administration & Strategic Initiatives
LG:sm
- 247 -
CS 12-24 May 6, 2024
Subject: Gingerbread Nursery Licence Agreement Page 3
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A. Chief Administrative Officer
- 248 -
Attachment 1 to Report CS 12-24
This Licence Agreement is made as of September 1, 2024
Between:
The Gingerbread Co-operative
Nursery School (Pickering) Inc.
(the “School”)
-and -
The Corporation of the City of Pickering (the "City")
Whereas the City owns the community centre known as the West Shore Community Centre at 1011 - 1015 Bayly Street in the City of Pickering (the “Community Centre”);
and
Whereas the School wishes to use the Community Centre and associated facilities for the purpose of operating a co-operative nursery school; and
Whereas the City is prepared to grant a licence to the School to permit the School to use the Community Centre and associated facilities for such purpose;
Now therefore the City and the School agree as follows:
Licence
1.The City grants to the School a licence to occupy and use the Community Centreand associated facilities for the purpose of operating a co-operative nurseryschool on the terms and conditions set out in this Licence (the “Purpose”).
2.The School shall also be permitted to use the Community Centre one (1) eveningor weekend day in each year of the Term for fundraising efforts, provided such
dates are requested in advance in writing to the City and are subject toavailability and approval by the City.
Term
3.The City grants to the School the right to use the Community Centre and
associated facilities for the Purpose during the months of September to June,both inclusive, each year throughout the term of this Licence commencing onSeptember 1, 2024 and ending on June 30, 2029 (the “Term”).
- 249 -
Gingerbread Co-op Nursery School Licence Agreement Page 2
2
4. Either the School or the City may terminate this Licence without cause prior to the expiry of the Term by giving 90 days written notice to the other. Fees
5. During the first year of the Term (September 1, 2024 to June 30, 2025), the School shall pay to the City the fixed sum of $5,410.00 (including HST) in ten
(10) equal monthly payments of $541.00 (including HST) payable on the 1st day
of each month of September to June, both inclusive. During each subsequent
year of the Term, the School shall pay to the City the fixed sums listed below in ten (10) equal monthly payments payable on the 1st day of each month of September to June, both inclusive.
Year Two (September 1, 2025 - June 30, 2026) $5,520.00 (including HST) Year Three (September 1, 2026 - June 30, 2027) $5,640.00 (including HST) Year Four (September 1, 2027 - June 30, 2028) $5,760.00 (including HST)
Year Five (September 1, 2028 - June 30, 2029) $5,880.00 (including HST)
6. The School shall provide ten (10) post-dated cheques prior to the start of each year of the Term, payable to the City, in the amounts set out in Section 5.
Operation 7. The School shall,
(a) comply strictly with all applicable laws, by-laws, rules and regulations governing the operation of the School;
(b) operate the school for a minimum of three (3) days and a maximum of five
(5) days per week from 8:00 am to 12:30 pm during the months of September to June, both inclusive, each year throughout the Term;
(c) ensure that its operations conclude by 12:30 pm on any given operating day to facilitate the use of the Community Centre and associated facilities for other purposes;
(d) prior to September 1st each year of the Term, notify the City in writing of which three (3) to five (5) days of the week it will operate during the
ensuing year of the Term;
(e) in the event that the School elects to operate for more than three (3) days per week within a given year during the Term, pay an additional fee in the amount of $150 per month (including HST) for each additional day of operation (over and above the minimum three (3) days per week);
(f) provide and pay for all personnel and supplies required by it for the Purpose;
- 250 -
Gingerbread Co-op Nursery School Licence Agreement Page 3
3
(g) obtain all necessary permits, licenses and approvals that may be required in connection with the operation of the school; and
(h) maintain the Community Centre in a clean, sanitary and attractive condition satisfactory to the City throughout the Term and, at the end of
the Term, repair or replace any damages to the Community Centre save
and except reasonable wear and tear, at its sole cost and expense.
8. The City shall provide,
(a) all necessary electrical power, heat and other utilities; (b) equipment storage cupboards; and
(c) a kitchenette facility for the purpose of providing light snacks for School staff and children.
9. The City assumes no responsibility to the School and shall not be liable for any
loss or damage incurred by the School arising from temporary or unavoidable interruption of the supply of electrical power, heat or other utilities due to any cause whatsoever. The City shall use reasonable diligence to restore any such services whenever they are interrupted.
Insurance 10. The School, at its own expense, shall provide, (a) comprehensive general public liability insurance, identifying the City
as an additional insured, including coverage for personal injury, contractual liability, tenant’s legal liability, non-owned automobile liability, death and property damage, on an occurrence basis with
respect to the business carried on at the Community Centre and the School’s use and occupancy of the Community Centre, with coverage for any one occurrence or claim of not less than $5,000,000.00, which insurance shall protect the City in respect of
claims by the School as if the City was separately insured; and (b) a certificate of insurance coverage in a form satisfactory to the City, which insurance coverage shall be kept in full force and effect
throughout the Term. 11. The School shall not do or omit or permit to be done anything that causes any
insurance premium of the City to be increased, and if any insurance premium shall be so increased, the School shall pay to the City forthwith upon demand the
amount of such increase. If notice of cancellation or lapse shall be given respecting any insurance policy of the City or if any insurance policy shall be
- 251 -
Gingerbread Co-op Nursery School Licence Agreement Page 4
4
cancelled or refused to be renewed by an insurer by reason of the use or occupation of the Community Centre, the School shall forthwith remedy or rectify such use or occupation upon being requested to do so in writing by the City and
if the School shall fail to do so the City may, at its option, terminate this Licence forthwith by notice to the School and the School shall immediately vacate the Community Centre.
Liability and Indemnification 12. The School shall indemnify and save harmless the City 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 Licence by
the School or from any act or omission of the School or those for whom the
School is at law responsible in or around the Community Centre and associated
facilities arising from the School’s use and occupation of the Community Centre and associated facilities. The City shall not be liable for any loss or damage to any property belonging to the School or to any other persons or for any injury to
any person while such person or property is in or around the Community Centre and associated facilities, 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.
Default
13. If at any time the School is in default in the performance of any of the obligations under this Licence and such default continues for fifteen (15) days after the
receipt by the School of notice from the City setting out the particulars of such default, the City shall have the right to terminate this Licence forthwith and thereupon all the rights of the School under this Licence shall immediately cease and the City shall not be liable for payment to the School of any moneys
whatsoever by reason of such termination. General
14. The City shall have the right to enter the Community Centre at any time for any
reason provided all reasonable efforts are made to minimize any disruption to the School’s use of the Community Centre.
15. The School shall not exhibit or allow to be exhibited on the exterior of the Community Centre any sign, notice, notice board, painting, design or advertisement without the prior consent of the City.
16. The School shall not alter, add to or vary in any way any part of the Community Centre without the prior approval of the City.
17. This Licence shall not be assignable by the School without the consent of the
City, which consent may be arbitrarily refused.
- 252 -
Gingerbread Co-op Nursery School Licence Agreement Page 5
5
18. This Licence shall enure to the benefit of and be binding upon the parties and their respective successors and permitted assigns.
19. No amendment to this Licence shall be effective unless it is in writing and signed by both parties.
20. (1) Any notice to the City under this Licence shall be in writing and shall be
delivered to the following address: Pickering Civic Complex
One The Esplanade Pickering, Ontario L1V 6K7
Attention: City Clerk
(2) Any notice to the School under this Licence shall be in writing and shall be
delivered to the following address:
Gingerbread Nursery School PO Box 427, Stn Main Pickering, ON L1V 2R7
Attention: President (3) Notice shall be sufficiently given if delivered in person or sent by
registered mail or sent by facsimile transmission during normal business
hours on a business day.
(4) Each notice sent shall be deemed to have been received on the day it was delivered or on the third (3rd) business day after it was mailed.
(5) The parties may change their address for notice by giving notice to the other in the manner provided in this Section. 21. The recitals to this Licence are true in substance and fact and are
incorporated herein.
22. Should any provision or provisions of this Licence be illegal or not enforceable, it or they shall be considered separate and severable from
this Licence and its remaining provisions shall remain in force and be binding upon the parties hereto as though the said provision or provisions had never been included.
- 253 -
Gingerbread Co-op Nursery School Licence Agreement Page 6
6
23. The headings in this Licence have been inserted as a matter of convenience and for reference only and in no way define, limit or enlarge the scope of meaning of this Licence nor any of the provisions hereof.
24. This Licence and any information or documents that are provided hereunder may be released pursuant to the provisions of the Municipal Freedom of Information
and Protection of Privacy Act, R.S.O. 1990, c.M.56, as amended. This
acknowledgement shall not be construed as a waiver of any right to object to the
release of this Licence or of any information or documents.
In Witness Whereof the City and the School have signed this Licence as of the date first written above.
Gingerbread Co-operative Nursery School (Pickering) Inc.
_____________________________________ Eirena Calabrese, President I have authority to bind the Corporation
_____________________________________
Cherryann Bullock-Ali, Supervisor
The Corporation of the City of Pickering
____________________________________ Kevin Ashe, Mayor
____________________________________ Susan Cassel, City Clerk
- 254 -
Report to
Executive Committee
Report Number: ENG 06-24
Date: May 6, 2024
From: Richard Holborn
Director, Engineering Services
Subject: Rouge Stormwater Management Pond Sediment Cleanout
- Request for Tender No. T2024-1
- File: A-1440
Recommendation:
1. That Request for Tender No. T2024-1 for Rouge Stormwater Management Pond
Sediment Cleanout as submitted by Cardan Demolition & Excavation Inc. in the total
tendered amount of $521,898.13 (HST included) be accepted;
2. That Council approve the hiring of T.Y.Lin International Canada Inc. as a consultant, in
the amount of $75,650.00 (HST excluded) to undertake contract administration and
construction supervision of Request for Tender No. T2024-1 for Rouge Stormwater
Management Pond Sediment Cleanout in accordance with Purchasing Policy 10.03 (c),
as the assignment is above $50,000.00;
3. That the total gross project cost of $670,011.00 (HST included), including the tendered
amount, consulting cost, a contingency and other associated costs, and the total net
project cost of $603,366.00 (net of HST rebate) be approved;
4. That Council authorize the Director, Finance & Treasurer to finance the total net project
cost of $603,366.00 as approved in the 2023 Capital Budget to be funded by a transfer
from the SWM Reserve Fund; and,
5. That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
Executive Summary: The purpose of this report is to obtain authority to award Request
for Tender No. T2024-1 for Rouge Stormwater Management (SWM) Pond Sediment Cleanout
to Cardan Demolition & Excavation Inc.
In 2023, T.Y.Lin International Canada Inc. (TYLin) was retained to undertake the detailed
design and approvals for the Rouge SWM Pond Sediment Cleanout project. Staff recommend
continuing with TYLin to undertake the contract administration, construction supervision and
certification of works associated with Request for Tender No. T2024-1 Rouge SWM Pond
Sediment Cleanout project as set out in fee proposal dated January 9, 2024 in the amount of
$75,650.00 (HST excluded).
Request for Tender No. T2024-1 was advertised on Bids & Tenders on Tuesday, February 6,
2024 and closed on Friday, March 8, 2024 with 18 bidders responding. The lowest compliant
- 255 -
ENG 06-24 May 6, 2024
Subject: Rouge Stormwater Management Pond Sediment Cleanout
Request for Tender No. T2024-1 Page 2
bid of $521,898.13 (HST included) submitted by Cardan Demolition & Excavation 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 $670,011.00 (HST
included) with an estimated total net project cost of $603,366.00 (net of HST rebate).
Financial Implications:
1. Tender Amount
Request for Tender No. T2024-1 $461,856.75
HST (13%) 60,041.38
Total $521,898.13
2. Estimated Project Costing Summary
Request for Tender No. T2024-1 – Tender for Rouge SWM Pond
Sediment Cleanout $461,857.00
Associated Costs
Contract Administration and Construction Supervision 75,650.00
Construction Contingency (12%) 55,423.00
Sub Total – Costs $592,930.00
HST (13%) 77,081.00
Total Gross Project Cost $670,011.00
HST Rebate (11.24%) (66,645.00)
Total Net Project Cost $603,366.00
3. Approved Source of Funds
Expense Code Source of Funds Approved Budget Required
C10525.2301.01 –
504550 SWM Reserve Fund $1,250,000.00 $603,366.00
Total $1,250,000.00 $603,366.00
Net project cost (over) under approved funds $646,634.00
Relationship to the Pickering Strategic Plan: The recommendations in this report
respond to the Pickering Strategic Plan Priority of Lead & Advocate for Environmental
Stewardship, Innovation & Resiliency.
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ENG 06-24 May 6, 2024
Subject: Rouge Stormwater Management Pond Sediment Cleanout
Request for Tender No. T2024-1 Page 3
Discussion: The purpose of this report is to obtain authority to award Request for Tender
No. T2024-1 for Rouge Stormwater Management (SWM) Pond Sediment Cleanout to Cardan
Demolition & Excavation Inc.
The City of Pickering hired T.Y.Lin International Canada Inc. (TYLin), formerly known as The
Municipal Infrastructure Group Ltd., in June 2019 to undertake the Stormwater Management
Facilities Asset Management Plan (AMP). The project was awarded through RFP-3-2019.
The AMP has identified the Rouge SWM Pond as the first priority for the City’s maintenance
works plan and, based on the pond’s deteriorated state and a cost analysis, the AMP has
recommended a maintenance and cleanout option for the Rouge SWM Pond restoration. Staff
recommended the Rouge SWM Pond Sediment Cleanout project in the 2023 Capital Budget,
with the intent of proceeding with design and approvals in 2023, followed by construction in
2024.
The Rouge SWM Pond was constructed in 1993 to provide water quality and quantity control
for a 27 hectare drainage area, according to the applicable criteria at the time. The Rouge
SWM Pond services the Bramalea Subdivision which is located northwest of the intersection of
Twyn Rivers Drive and Woodview Avenue, as shown on the Location Map (Attachment 1).
Currently, the southern wet cell portion of the Rouge SWM Pond is full of accumulated
sediment and requires cleanout. Additionally, the hickenbottom outlet control structure is
clogged resulting in an elevated permanent pool and reduced overall performance. The Rouge
SWM Pond no longer meets the minimum water quality objectives according to the Ministry of
the Environment, Conservation and Parks guidelines, and the City of Pickering’s Stormwater
Management Design Guidelines.
Request for Tender No. T2024-1 was advertised on Bids & Tenders on Tuesday, February 6,
2024 and closed on Friday, March 8, 2024 with 18 companies responding. The lowest
compliant bid of $521,898.13 (HST included) submitted by Cardan Demolition & Excavation
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 $670,011.00
(HST included) with an estimated total net project cost of $603,366.00 (net of HST rebate).
In 2023, TYLin completed the detailed design and approvals for the Rouge SWM Pond
Sediment Cleanout project. Staff recommend continuing with TYLin to undertake the contract
administration, construction supervision and certification of works associated with Request for
Tender No. T2024-1 Rouge SWM Pond Sediment Cleanout project as set out in fee proposal
dated January 9, 2024 in the amount of $75,650.00 (HST excluded). The hiring of TYLin and
its team of sub-consultants, represents good value as they have the necessary project history,
specifically the technical and existing conditions information of the Rouge SWM Pond
Sediment Cleanout project, knowledge and expertise.
Further, in accordance with Purchasing Policy Item 10.03, the Manager may obtain the
services of a particular consultant selected by the initiating Director without going through a
competitive process. Where the funds are available in the approved budget and the project or
annual cost of a consulting or professional service assignment is expected to be:
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ENG 06-24 May 6, 2024
Subject: Rouge Stormwater Management Pond Sediment Cleanout
Request for Tender No. T2024-1 Page 4
(c)above $50,000 is subject to the additional approval of Council. The initiating Director
shall submit the Report to Council to obtain approval.
All required pre-conditions of award have been received and approved.
Upon careful examination of all tenders received, the Engineering Services Department
recommends acceptance of the lowest compliant bid submitted by Cardan Demolition &
Excavation Inc. for Request for Tender No. T2024-1 in the amount of $521,898.13 (HST
included), and that the total net project cost of $603,366.00 (net of HST rebate) be approved.
Attachment:
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
Bob Trajceski, M.Eng., P.Eng., PMP Stan Karwowski, MBA, CPA, CMA
Senior Water Resources Engineer Director, Finance & Treasurer
Cathy Bazinet, CPPB, NIGP-CPP
Manager, Procurement
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:
Original signed by:
- 258 -
Attachment 1 to Report ENG 06-24
- 259 -
Report to
Executive Committee
Report Number: ENG 07-24 Date: May 6, 2024
From: Richard Holborn
Director, Engineering Services
Subject: Proposed All-way Stop
- Sandy Beach Road and Parkham Crescent - File: A-1440
Recommendation:
1. That the attached draft by-law be enacted to amend Schedule “6” and Schedule “7” to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering, specifically to address the proposed installation of an all-way stop control at the intersection of Sandy Beach Road and
Parkham Crescent; and,
2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.
Executive Summary: The purpose of this report is to request Council to enact a by-law to allow for the installation of an all-way stop control at the intersection of Sandy Beach Road and Parkham Crescent.
Area residents have expressed safety concerns with the intersection of Sandy Beach Road and Parkham Crescent, with respect to vehicle speed, sightlines, pedestrian safety, and vehicle
volume. In response to these concerns, Engineering Services staff completed a review of the intersection of Sandy Beach Road and Parkham Crescent.
Based on the results of the review, staff recommend an all-way stop be placed at the intersection of Sandy Beach Road and Parkham Crescent to reduce vehicle conflicts and create a point where pedestrians can cross the road safely.
Financial Implications: The requirements for curb depressions and sidewalk adjustments for pedestrian accessibility, the supply and installation of stop signs, advance warning signs, and
pavement markings at the intersection of Sandy Beach Road and Parkham Crescent can be
accommodated within the 2024 Roads Current Budget.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond to
Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a
Connected, Well-Serviced Community.
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ENG 07-24 May 6, 2024
Subject: Proposed All-way Stop Page 2
Discussion: The purpose of this report is to request Council to enact a by-law to allow for the installation of an all-way stop control at the intersection of Sandy Beach Road and Parkham
Crescent.
Area residents have expressed safety concerns with the intersection of Sandy Beach Road and Parkham Crescent, with respect to vehicle speed, sightlines, pedestrian safety, and vehicle volume. In response to these concerns, Engineering Services staff completed a review of the intersection, which included observations of vehicle and pedestrian traffic, a review of traffic
volumes, and a review of existing signs and pavement markings.
The intersection of Sandy Beach Road and Parkham Crescent has three approaches with Sandy Beach Road being the main north-south street. Parkham Crescent is the local residential street, which connects with Sandy Beach Road to make the west approach of the intersection.
The review by Engineering Services staff for the intersection of Sandy Beach Road and Parkham
Crescent indicates the following:
1. Vehicular conflicts were witnessed at the intersection, in particular when motorists turn left from eastbound Parkham Crescent to northbound Sandy Beach Road. Area residents have also expressed concerns regarding vehicles turning quickly from Sandy Beach Road onto Parkham Crescent, particularly when there are children playing on Parkham Crescent.
Although all-way stops are not typically used to control speed, an all-way stop at this
intersection will assist in providing protection to pedestrians on Parkham Crescent and to reduce vehicle conflicts at the intersection.
2. The bridge on Sandy Beach Road south of Parkham Crescent can slightly restrict sightlines for vehicles turning left from eastbound Parkham Crescent to northbound on Sandy Beach
Road. The installation of an all-way stop would assist with the sightlines at the intersection.
3. Pedestrians were observed crossing Sandy Beach Road from Parkham Crescent to go to Bay Ridges Kinsmen Park. An all-way stop at this intersection would create a safe crossing point for pedestrians to access the parks in the area. Sporting events and City planned events also occur at Bay Ridges Kinsmen Park, which many pedestrians attend.
4. Sandy Beach Road can get busy during shift changes at the Ontario Power Generation site,
which occurs in the afternoon. Therefore, the existing traffic volume at the intersection was analyzed, using specialized traffic software, to illustrate whether an all-way stop placed at the intersection, would create long delays and queues on Sandy Beach Road. The analysis of the existing traffic volumes determined that the placement of an all-way stop at the
intersection would create minimal queuing with an average of three vehicles queuing at the
intersection during the busiest times.
To improve sightlines, reduce vehicle conflicts and provide better protection for pedestrians crossing at the intersection, Engineering Services staff recommend an all-way stop be placed at the intersection of Sandy Beach Road and Parkham Crescent.
- 261 -
ENG 07-24 May 6, 2024
Subject: Proposed All-way Stop Page 3
The proposed all-way stop control at the intersection of Sandy Beach Road and Parkham Crescent is shown graphically in Attachment 1. The draft by-law amendment to Schedule “6”,
Through Highways and Schedule “7”, Stop Signs, of By-law 6604/05 is presented in Attachment 2.
Attachments:
1. Proposed All-way Stop – Sandy Beach Road and Parkham Crescent
2.Draft by-law, Amendment to Schedule “6”, Through Highways and, Schedule “7”, Stop Signs,to By-law 6604/05.
Prepared By: Approved/Endorsed By:
Nathan Emery Richard Holborn, P. Eng. Coordinator, Traffic Programs & Operations Director, Engineering Services
Nadeem Zahoor, P. Eng., M.Eng.
Manager, Transportation & Traffic
NE: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:
- 262 -
Proposed All-way Stop Control
NTS April, 2024
Engineering Services
Department
Sandy Beach Road and Parkham Crescent
Alex
Robertson Park
Bay Ridges
Kinsmen Park
Parkham
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All-way Stop
Attachment 1 to Report ENG 07-24
- 263 -
The Corporation of the City of Pickering
By-law No.
Being a by-law to amend By-law 6604/05
providing for the regulating of traffic and
parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property.
Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking
on highways, private property and municipal property within the City of Pickering; and
Whereas, it is deemed expedient to amend Schedule 6, Through Highways and, Schedule 7, Stop Signs, to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of the Corporation of the City of
Pickering. Specifically, this by-law is to provide for the installation of an all-way stop at
the intersection of Sandy Beach Road and Parkham Crescent.
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:
1. Schedule 6 to By-law 6604/05, as amended, is hereby further amended thereto
by the following:
Schedule 6
Through Highways
Column 1 Column 2
Highway Limits (From/To)
Delete
Sandy Beach Road Montgomery Park Road to Bayly Street,
Bayly Street to the North limit (S of 401)
Add
Sandy Beach Road Parkham Crescent to Bayly Street (R.R.22),
Bayly Street (R.R. 22) to the north limit
Attachment 2 to Report ENG 07-24
- 264 -
By-law No. Page 2
2. Schedule 7 to By-law 6604/05, as amended, is hereby further amended thereto by the following:
Schedule 7
Stop Signs
Column 1 Column 2
Highway Compulsory Stop Facing Traffic
Add
Sandy Beach Road Sandy Beach Road, northbound and southbound @ Parkham Crescent
By-law passed this 27th day of May, 2024.
____________________________ Kevin Ashe, Mayor
________________________________ Susan Cassel, City Clerk
- 265 -
Report to
Executive Committee
Report Number: OPS 04-24 Date: May 6, 2024
From: Brian Duffield Director, Operations
Subject: Supply & Delivery of Various 4 and 5 Ton Dump Trucks - Quotation No. RFQQ2024-4A - File: A-1440
Recommendation:
1. That Quotation No. RFQQ2024-4A as submitted by Viking Cives Ltd. in the amount of $1,254,900.00 (HST excluded) be accepted;
2. That the total gross project cost of $1,418,037.00 (HST included), and that the total net
project cost of $1,276,986.00 (net of HST rebate) be approved;
3. That Council authorize the Director, Finance & Treasurer to finance the total net project
cost of $1,276,986.00 as approved for in the 2024 Capital Budget as follows:
a) The sum of $424,339.00 be revised from a 5-Year DC Debt to a 5-Year Internal Loan;
b) The sum of $852,647.00 to be funded from the Vehicle Replacement Reserve; 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 award Quotation No. RFQQ2024-4A for the supply and delivery of various 4 and 5 ton dump trucks. The Public Works Division,
within the Operations Department, currently utilizes various 4 and 5 ton dump trucks for a variety of work tasks. Vehicles #45 (2017 Mack) and #46 (2017 Mack) have met or exceeded
their scheduled replacement dates. Due to growth, one new 4 ton dump truck was approved in the 2024 Capital Budget.
On March 7, 2024, a Second Stage Quotation, RFQQ2024-4A through Canoe Procurement Collaborative Agreement was advertised on the City’s bids&tenders portal. One company responded by the closing date of April 4, 2024. The quotation from Viking Cives Ltd. complied with all of the technical requirements and received an acceptable score from the Evaluation
Committee.
In accordance with the Purchasing Policy, Item 13.01, the Manager may enter into arrangements with municipalities, local boards and other public bodies on a cooperative or
joint venture basis where there are economic advantages and where the best interests of the
- 266 -
OPS 04-24 May 6, 2024
Subject: Supply & Delivery of Various 4 and 5 Ton Dump Trucks Page 2
City would be served. The policy of the government agency or public authority hosting the cooperative call for bids is to be the accepted policy of the City for the cooperative call and no
other approval by the City is required beyond that of the Manager, appropriate Director and Treasurer, unless debt funding is required, then Council approval must first be obtained.
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: 1. Quotation Amount
Quotation No. RFQQ2024-4A $1,254,900.00
HST (13%) Total Gross Quotation Cost
163,137.00 $1,418,037.00
2. Estimated Project Costing
Quotation No. RFQQ2024-4A $1,254,900.00
Total Project Cost $1,254,900.00
HST (13%) 163,137.00 Total Gross Project Costs $1,418,037.00 HST Rebate (11.24%) (141,051.00)
Total Net Project Cost $1,276,986.00
3. Approved Source of Funds
Description Account Code
Source of Funds
Approved Budget Required
4 Ton Dump Truck with Snow Plow, Wing, and
Brine Tank (new)
C10315.2406 DC Debt- 5 Years
$450,000.00 $0.00
4 Ton Dump Truck with Snow Plow, Wing, and Brine Tank (new)
C10315.2406 Internal Loan- 5 Years
0.00 424,339.00
4 Ton Dump Truck with Snow Plow and Wing (replacement)
C10315.2408
Vehicle Replacement Reserve
450,000.00
424,339.00
- 267 -
OPS 04-24 May 6, 2024
Subject: Supply & Delivery of Various 4 and 5 Ton Dump Trucks Page 3
Description Account Code
Source of Funds
Approved Budget Required
5 Ton Dump Truck with
Snow Plow and Wing (replacement)
C10315.2409
Vehicle
Replacement Reserve
500,000.00
$428,308.00
Total Funds $1,400,000.00 $1,276,986.00
Project Cost under (over) approved funds by $123,014.00
Discussion: The purpose of this report is to award Quotation No. RFQQ2024-4A for the supply and delivery of various 4 and 5 ton dump trucks. Fleet Services manages and assists with the procurement of the City’s fleet. As reflected in the 2024 Capital Budget, the vehicles
listed above were approved for purchase. Vehicles #45 (2017 Mack) and #46 (2017 Mack) have met or exceeded their scheduled replacement dates. Due to growth, one new 4 ton dump truck was approved in the 2024 Capital Budget.
On March 7, 2024, a Second Stage Quotation, RFQQ2024-4A through Canoe Procurement
Collaborative Agreement was advertised on the City’s bids&tenders portal. One company
responded by the closing date of April 4, 2024. The quotation from Viking Cives Ltd. complied with all of the technical requirements and received an acceptable score from the Evaluation Committee.
Canoe Procurement Group is a collaborative agency which the City is a member of, and therefore, meets the criteria of a Cooperative Purchase as per Section 13.01 of the Purchasing Policy.
After careful review of all submissions received, Operations’ staff recommend the acceptance
of Quotation No. RFQQ2024-4A submitted by Viking Cives Ltd., and that the total net project cost of $1,276,986.00 (net of HST rebate) be approved.
Attachment: None.
Prepared By: Approved/Endorsed By:
Original Signed By: Original Signed By: Matt Currer Cathy Bazinet, CPPB, NIGP-CPP
Manager, Fleet Operations Manager, Procurement
- 268 -
OPS 04-24 May 6, 2024
Subject: Supply & Delivery of Various 4 and 5 Ton Dump Trucks Page 4
Original Signed By: Original Signed By:
Brian Duffield Stan Karwowski, MBA, CPA, CMA
Director, Operations Director, Finance & Treasurer
BD:mc
Recommended for the consideration of Pickering City Council
Original Signed By:
Marisa Carpino, M.A. Chief Administrative Officer
- 269 -
Report to
Executive Committee
Report Number: OPS 05-24 Date: May 6, 2024
From: Brian Duffield Director, Operations
Subject: Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village
- File: A-1440
Recommendation:
1. That RFP2023-11 for Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at
the Pickering Museum Village submitted by Barry Bryan Associates in the amount of
$271,200.00 (HST included) be accepted;
2. That the total gross project cost of $336,740.00 (HST included), including the amount of the proposal, contingency and other associated costs, and the total net project cost of $303,245.00 (net of HST rebate), be approved;
3. That the Director, Finance & Treasurer be authorized to finance the net project cost of $303,245.00 as approved in the 2018 and 2021 to 2024 Capital Budgets as follows:
a. The sum of $90,000.00 to be funded from Property Taxes;
b. The sum of $160,000.00 to be funded by a transfer from the Minor Building
Replacement Reserve;
c. The sum of $53,245.00 to be funded by a transfer from the Rate Stabilization
Reserve; and,
4. That the appropriate City of Pickering officials be authorized to take the necessary action to give effect hereto.
Executive Summary: The purpose of this report is to award Quotation No. RFP2023-11 for Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole
& Brougham Temperance Houses and Related Site Works at the Pickering Museum Village. The City received $516,560.00 in grant funding from the Green and Inclusive Buildings (GICB) Program for renovations to the Redman House Program Centre (c.1840) at Pickering Museum Village through a formal agreement executed in March 2023 and must expend all related funds
by no later than March 31, 2026.
Upgrades to accessibility and energy performance will be combined with various lifecycle
replacements, including repair or replacement of the existing septic system, as well as other
- 270 -
OPS 05-24 May 6, 2024
Subject: Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering
Museum Village Page 2
general improvements for functional use of the building. The RFP scope of work incorporates related and required repairs to the Brougham Temperance House (c.1835), Miller Cole House
(c.1840) and stormwater management upgrades needed throughout the museum’s lower site to eliminate chronic maintenance issues and reduce related operating costs. All four scopes of work were combined into a single consulting project for improved cost and management efficiency.
RFP2023-11 was advertised on the City’s bids&tenders portal on Friday, February 2, 2024. A mandatory site visit was held on Wednesday, February 14, 2024. The Submission Deadline was Thursday, March 1, 2024. Five companies submitted proposals for this project. The
Evaluation Committee, consisting of staff from Operations and Community Services reviewed
and evaluated the proposals received using criteria outlined in the bid document.
The top-ranked proposal submitted by Barry Bryan Associates, in the amount of $271,200.00 (HST included), is recommended for approval. The total gross project cost is estimated to be $336,740.00 (HST included) and the total net project cost is estimated at $303,245.00 (net of
HST rebate).
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the following Pickering Strategic Plan Priorities: Corporate Key: Good Governance; Customer Service Excellence; Advocate for an Inclusive, Welcoming, Safe & Healthy
Community; and Lead & Advocate for Environmental Stewardship, Innovation & Resiliency.
Financial Implications:
1. Tender Amount
RFP2023-11 $240,000.00
HST (13%) Total Gross Tender Cost
31,200.00 $271,200.00
2. Estimated Project Costing Summary
RFP2023-11 $240,000.00
Testing & Inspection 30,000.00 Contingency (12%) 28,000.00
Total Project Cost $298,000.00 HST (13%) 38,740.00
Total Gross Project Costs $336,740.00 HST Rebate (11.24%) (33,495.00)
Total Net Project Cost $303,245.00
- 271 -
OPS 05-24 May 6, 2024
Subject: Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering
Museum Village Page 3
3. Approved Source of Funds - Community Centres Capital Budget
Approved Code Source of Funds Approved Budget Funds Required
C10250.1802 Property Tax $40,000.00 $40,000.00
C10250.2106 Property Tax 50,000.00 50,000.00
C10250.2210 C10250.2210 C10250.2210
Grant – GICB Rate Stabilization Reserve Facilities Reserve
560,000.00 140,000.00 88,000.00
0.00 53,245.00 0.00
C10250.2301 Minor Building Reserve 80,000.00 80,000.00 C10250.2304 Minor Building Reserve 80,000.00 80,000.00 Total Funds $1,038,000.00 $303,245.00
Project Cost under (over) approved funds by $734,755.00
The grant funds related to the GICB grant for the Redman House Restoration (C10250.2210) will be used for the construction portion of this project.
Discussion: The purpose of this report is to award Quotation No. RFP2023-11 for
Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering Museum Village. The Redman House Program Centre serves as the primary staff and service delivery hub on the lower site of the Pickering Museum Village (PMV), providing conditioned indoor spaces for
programs, washrooms, kitchen, staff offices and storage spaces. It is an amalgam of two structures, including a historic dwelling, built c.1840 and moved to the site from the PMV’s former home in Brougham in the 1970s, plus a modern addition constructed in 2004. For decades, it has been the heart of all visitor experiences and program delivery for this site. Age
combined with expanding use and demands have outgrown the capacity and capabilities of the existing building, which is also beginning to deteriorate as key building systems and
components reach their end of life and require renewal.
Report CS 16-22 endorsed the City’s application for grant funding to the Green and Inclusive Building (GICB) Program in, resulting in award of $516,560.00 for upgrades to this facility, including energy performance upgrades. Additional funding was approved in the 2021 Capital Budget through project C10250.2106 (Site Accessibility Improvements) for this and several
other buildings. Rather than undertake multiple separate projects, duplicating time and effort, a combined approach is preferred to consolidate all of this work into a single, cohesive design approach. Doing so will eliminate additional time and effort spent on multiple procurement
processes and deliver a better coordinated result with greater efficiency. Construction may still
proceed in separate phases depending on available budget.
RFP2023-11 also includes all related design consulting services required for repairs to the Miller Cole House, built c. 1840, which has been closed to the public since May, 2022 due to
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OPS 05-24 May 6, 2024
Subject: Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering
Museum Village Page 4
airborne mold. Most of the building envelope, including the roof and exterior cladding, are at end of life and require full replacement. General accessibility improvements are also required,
and may require modifications to the interior layout of the building, to be coordinated with museum staff to maintain the historic character and intended use of the building.
Brougham Temperance House, built c.1835, is also believed to be a combination of several different structures, resulting in some structural challenges, uneven floor levels and other
challenges that impact its use. While it has an electrical panel, for example, the building currently has limited interior lighting, posing potential hazards as patrons navigate their way through narrow stairs and uneven walking surfaces. Various components of the roof, exterior
cladding and their supporting structure have deteriorated over time and require replacement to
address their condition and any underlying deficiencies.
None of the buildings on the museum property are formally designated under any heritage provisions, but museum staff are always extensively consulted as part of any design process to ensure that every effort has been made to conserve as many key heritage features as
possible. Designs are then also developed to maximize potential for future exhibits and interpretive displays to optimize flexible and adaptive use of each space.
East Duffins Creek bisects the PMV property, with several areas located within its floodplain. While no buildings are directly within that floodplain, much of the eastern part of the site is at
the bottom of a valley and receives significant water flows that lead to increased erosion and washout of gravel roads and walkways. Constant maintenance is required, as a result.
RFP2023-11 includes review of stormwater management throughout the lower site to assess where improvements can be made to eliminate or reduce these impacts and their related
maintenance costs and effect on overall museum operations.
RFP2023-11 was advertised on the City’s bids&tenders portal on Friday, February 2, 2024. A mandatory site visit was held on Wednesday, February 14, 2024. The Submission Deadline was Thursday, March 1, 2024. Five companies submitted proposals for this project. The
proposals were evaluated based on each company’s experience and qualifications, similar or related projects, understanding of the project, and work plan and deliverables.
The City has worked with Barry Bryan Associates on many past projects, including the CHDRC
dressing rooms and lobby renovation, Delaney Arena, Oddfellows Hall relocation, Dunbarton
Pool rehabilitation, Museum Blacksmiths Shop restoration and the Museum Conservation
Barn, resulting in repeated successful completion.
The top-ranked proposal submitted by Barry Bryan Associates, in the amount of $271,200.00 (HST included), is recommended for approval. The total gross project cost is estimated to be
$336,740.00 (HST included) and the total net project cost is estimated at $303,245.00 (net of HST rebate).
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OPS 05-24 May 6, 2024
Subject: Architectural & Engineering Consulting Services for Restoration of the Redman, Miller Cole & Brougham Temperance Houses and Related Site Works at the Pickering
Museum Village Page 5
Attachment: None.
Prepared By: Approved/Endorsed By:
Original Signed By: Original Signed By:
Brian Duffield Cathy Bazinet, CPPB, NIGP-CPP Director, Operations Manager, Procurement
Original Signed By: Original Signed By:
Vince Plouffe, OAA, MRAIC Laura Gibbs MBA, MSc. Division Head, Operations Services Director, Community Services
Original Signed By:
Stan Karwowski Director, Finance & Treasurer
BD:vp
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A. Chief Administrative Officer
- 274 -
Report to
Executive Committee
Report Number: PLN 11-24 Date: May 6, 2024
From: Kyle Bentley
Director, City Development & CBO
Subject: Application for Exceptions to Street Naming Policy ADM 220
- Naming of a private street for the Porsche Experience Centre development - File: S 07/22
Recommendation:
1. That the application from Pickering Developments Inc. to use of the name “Experience” and the suffix (street type) “Drive”, for the new private street to the proposed Porsche Experience Centre development, be approved; and
2. That the application from Pickering Developments Inc. to add “Porsche” and “Carrera” to
the City of Pickering’s Street Name Reserve List, be denied.
Executive Summary: This purpose of this report is to provide staff’s comments and
recommendations on Pickering Developments Inc.’s application to Council to grant two
exceptions to the City’s Street Naming Policy ADM 220. Pickering Developments Inc. requests Council add the names “Porsche”, “Carrera”, and “Experience” to the City’s Street Name Reserve List so that one of these names can be used on a new private street that will provide access to the proposed Porsche Experience Centre, and to allow the suffix “Drive” for naming
the new private street.
Staff recommend that Council approve an exception to name the proposed private street “Experience Drive”, and that Council deny the application for an exception to use “Porsche” and “Carrera” for naming the proposed private street, for reasons outlined in the report.
Relation to the Pickering Strategic Plan: The recommendations in this report respond to the following Pickering Strategic Plan Key Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community.
Financial Implications: No direct costs to the City are anticipated as a result of the recommendations of this report.
Discussion: The purpose of this report is to provide staff’s comments and recommendations on Pickering Developments Inc.’s application to grant two exceptions to the City’s Street Naming Policy ADM 220. In February 2023, Pickering Developments Inc. applied to the City to add three new street names, being “Porsche”, “Carrera”, and “Experience”, to the City’s Street
Name Reserve List. The proponent intends to use one of these street names for a new private
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PLN 11-24 May 6, 2024
Subject: Application for Exceptions to Street Naming Policy ADM 220 Page 2
street that will provide access to the proposed Porsche Experience Centre development. Additionally, the applicant requested an amendment to the policy to allow the use of the suffix
“Drive” instead of “Private” for the street name. For more context, see Attachment 1, for a map
reflecting the location of the proposed private street.
Following receipt of the required application fee in March 2023, the City circulated the three names to the Region of Durham. In September 2023, the Region of Durham confirmed that they had no objection to the proposed street names. Staff notified the proponent that, although
the Region has approved the use of these names, the names “Porsche” and “Carrera” and the
use of the suffix “Drive” on a private street are in contravention of the City Street Naming Policy ADM 220, and that the use of the name “Experience” could not be assigned to a street because the Street Naming Policy stipulates that public and private streets shall be assigned the name of a War Veteran or the War Dead, if there are names of War Veterans or War Dead
available on the City’s Reserve List. The proponent was also informed that any
exception/deviation to the City’s Street Naming Policy would be subject to a further application, which is subject to Council’s approval. Subsequently, Pickering Developments Inc. made this application and paid the associated additional application fee in late March 2024.
In summary, the proponent is requesting Council to approve exceptions to the following
subsections in the City of Pickering Street Naming Policy ADM 220:
• 02.01 b): “Street names shall not result in or be perceived to confer, any competitive advantage, benefit or preferential treatment or advertisement to the named party, or product, service or a particular business”;
• 02.01 g): “Proper names will only be approved for use by the City if:
i) the names are those of the War Dead who were Pickering residents at the time they served; ii) the names are those of War Veterans who were, or became and remained, residents of
Pickering after their service;
iii) the name is that of a Pickering Firefighter who was killed on the job or passed as a result of a job-related injury/illness; or iv) the name is that of a resident, living or deceased, who has exhibited significant importance to Pickering’s heritage”;
• 02.03 b) ii): “Private Streets will only use the suffix “Private”;
• 02.03 c): “Private Streets will be named to provide wayfinding using the following criteria but shall not form part of the Municipal Address:
i) where a development has multiple private streets;
ii) where a development has a complex layout; and iii) where a development has multiple access points to public streets”; and
• 06.01: “A street shall be assigned the name of a War Veteran or the War Dead, if:
a) there are names of War Veterans or War Dead available on the City’s Reserve List; and
c) the street is a private street to be named for wayfinding, with a minimum of one street so named within each phase of development; and e) if the street referred to in subsection c), is within:
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PLN 11-24 May 6, 2024
Subject: Application for Exceptions to Street Naming Policy ADM 220 Page 3
i) a development application currently under review where the names have not yet been assigned to the streets as of the date of approval of the policy, as amended
(June 27, 2022)”.
Staff have reviewed the application and offer the following comments and recommendations for Council’s consideration:
The purpose of the Council approved Street Naming Policy is to establish a consistent and predictable City approach to selecting street names for wayfinding, that both meet the values
of the Corporation and ensure timely emergency response within the Municipality. The policy,
among other things, supports the establishment of easily pronounceable names, but does not support names that confer a competitive advantage, benefit, or preferential treatment. With respect to Subsection 02.01 b), “Porsche” is a brand and “Carrera” is a specific model or product. Both of these names would clearly promote a product or brand of a business, which
conflicts with the intent of the City policy.
Additionally, with respect to the proposed exceptions to Subsections 02.01 g), 02.03 b) ii), 02.03 c), and 06.01, staff offer the following comments respectively:
• “Porsche” is the surname of the founder of the company, but this person was neither
Pickering War Veteran/War Dead, Pickering Firefighter nor someone who exhibited
significant importance to Pickering’s Heritage. The name “Carrera”, to staff’s knowledge, has no association with this policy, nor does the name “Experience”.
• Council’s policy preference for the use of the suffix “Private” exclusively for private roads
stems from the position that it helps distinguish public from private streets and assists the
public and public agencies with understanding which streets are governed and maintained by the City, and which ones are not.
• The new private street is a simple driveway into the site off Church Street, whereas the
policy states:
i) that they are only to be named where a development has multiple private streets; ii) where a development has a complex layout; and iii) where a development has multiple access points to public streets.
• There were nine Veterans’ names available on the City’s reserve list (as of April 9, 2024)
for use on streets within any development with unnamed streets in Pickering. Although “Experience” has been approved for use on any street in Pickering and Council decides to permit an exception to Subsection 02.03 c) to name a Private Street, a Veteran’s name should be the first consideration for a name.
Staff believe that the broad scope of the proposed exceptions would set an undesirable
precedent and undermine the purpose and efficiency of the City’s Street Naming Policy and are unable to recommend support for the addition of the names “Porsche” or “Carrera” to the City’s Street Name Reserve List for use on the new private road. However, if Council should decide to grant an exception or exceptions to the above listed Street Naming Policy, it is
recommended that it choose exceptions that are the least offensive to the purpose and intent
- 277 -
PLN 11-24 May 6, 2024
Subject: Application for Exceptions to Street Naming Policy ADM 220 Page 4
of the Street Naming Policy, and that it be limited to Subsections 02.03 b) ii), 02.03 c), and 06.01, by approving the use of the name “Experience” and the suffix “Drive” on the new private
street off Church Street, on the basis that they would be unique to, and complementary to, the
car test track and this major tourist node in Pickering.
Based on the above considerations, staff recommend the following:
•That the application from Pickering Developments Inc. to use of the name “Experience” and
the suffix (street type) “Drive”, for the new private street to the proposed Porsche
Experience Centre development, be approved; and
•That the application from Pickering Developments Inc. to add “Porsche” and “Carrera” tothe City of Pickering’s Street Name Reserve List, be denied.
Attachment:
1.Map reflecting the location of the proposed private street
Prepared By:
Original Signed By
Jill McMullen Supervisor, Geomatics
Original Signed By
Déan Jacobs, MCIP, RPP
Manager, Policy & Geomatics
Approved/Endorsed By:
Original Signed By
Catherine Rose, MCIP, RPP Chief Planner
Original Signed By
Kyle Bentley, P. Eng.
Director, City Development & CBO
JM:ld
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A. Chief Administrative Officer
- 278 -
Attachment 1 to Report PLN 11-24
Site Plan
City Development
Department
April 5, 2024FULL SCALE COPIES OF THIS PLAN ARE AVAILABLE FOR VIEWING AT THE CITY OF PICKERING
CITY DEVELOPMENT DEPARTMENT.
S07/22
Turner & Townsend (Porsche Experience Centre) Applicant:
DATE:
File No:
L:\Planning\01-MapFiles\S\2022 - 279 -
Report to
Executive Committee
Report Number: SUS 05-24 Date: May 6, 2024
From: Kyle Bentley
Director, City Development & CBO
Subject: Enbridge Data Usage Licence
-File: D-7000-007
Recommendation:
1.That the Mayor and City Clerk be authorized to execute a Data Usage Licence withEnbridge Gas Inc. as set out in Attachment 1 to this report, subject to minor revisions asmay be required by the Director, Corporate Services & City Solicitor, and/or ChiefAdministrative Officer; and
2.That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
Executive Summary: The purpose of this report is to seek authorization from Council to
execute a Data Usage Licence with Enbridge Gas Inc. (Enbridge). Through this Licence, Enbridge will provide the City with aggregated natural gas consumption data based on account classes and postal codes. The account classes are split into residential, industrial, and commercial. It is important to note that all information is aggregated to a level that cannot be
individually identified. The Data Usage Licence was reviewed by City staff from Legal Services
and Information Technology.
Entering into the Data Usage Licence is a component of Enbridge’s Municipal Climate Action Incentive Offer. In late 2023, the City of Pickering applied for and received $10,000.00 through the Municipal Climate Action Incentive Offer, in recognition of the City’s ongoing efforts related
to energy and greenhouse gas emission reduction, and climate change action. These funds
will be used to support the delivery of the Sustainable Community-Building Workshop in 2024.
As part of Enbridge’s incentive process, municipalities must request this data for the purpose of climate action initiatives within two years of the application date. Aside from meeting a requirement of the Municipal Climate Action Incentive Offer, the natural gas consumption data
will inform City staff’s promotion of existing energy conservation programs and development of
future opportunities.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan’s Priorities of Strengthen Existing & Build New Partnerships;
and Lead & Advocate for Environmental Stewardship, Innovation & Resiliency.
Financial Implications: Not applicable to this report. - 280 -
SUS 05-24 May 6, 2024
Subject: Enbridge Data Usage Licence Page 2
Discussion: The purpose of this report is to seek Council’s approval to execute a Data Usage Licence with Enbridge Gas Inc. (Enbridge). In late 2023, the City of Pickering applied
for, and was successful, in receiving $10,000.00 from Enbridge’s Municipal Climate Action
Incentive Offer. These funds will be used to help offset the cost of sustainability initiatives being undertaken in 2024, specifically the Sustainable Community-Building Workshop Series.
It is a requirement of the Municipal Climate Action Incentive Offer that applicants request natural gas consumption data within two years of an application, to help inform climate change
and energy/greenhouse gas emission reduction efforts. The data set provided to municipalities
is aggregated to protect the privacy of residential, industrial, and commercial customers. The Data Use Licence was reviewed by staff from Legal Services and Information Technology.
The City of Pickering will continue to seek opportunities and partnerships to improve energy efficiency within the community and address climate change. For example, through the
development review process, City staff promote energy efficiency grants and programs such
as Enbridge’s Net Zero Energy Ready Discovery Homes. In addition, the energy-focused webpage on the City’s website is currently being redesigned to better promote incentives such as the Region of Durham Greener Homes program.
Moving forward, Enbridge’s data will inform a strategic approach in promoting existing and
future energy conservation programs and grants to the community. Through recommendations
set out in this report, staff are seeking Council approval to execute the Data Usage Licence with Enbridge Gas Inc.
Attachment:
1. Data Usage Licence
- 281 -
SUS 05-24 May 6, 2024
Subject: Enbridge Data Usage Licence Page 3
Prepared By:
Original Signed By
Atish Pereira, MEnvSc
Coordinator, Community Energy Management
Original Signed By
Chantal Whitaker, BESc (Hons), CSR-P Manager, Sustainability & Strategic Environmental Initiatives
Approved/Endorsed By:
Original Signed By
Kyle Bentley, P. Eng.
Director, City Development & CBO
AP:ld
Recommended for the consideration of Pickering City Council
Original Signed By
Marisa Carpino, M.A.
Chief Administrative Officer
- 282 -
Attachment 1 to Report SUS 05-24
DATA USAGE LICENCE
Enbridge Gas Inc. (“Company”) is the owner of certain aggregated, non-personally identifying,
data concerning its customers’ natural gas usage and related customer data and data pertaining to the Company’s business (“Data”). Company is prepared to provide [___________] (“Counterparty”) with the Data on the following terms and conditions:
1.Acceptance. By signing this Data Usage Licence (the “Licence”), Counterparty agrees to bebound by the terms and conditions set out below.
2.Company’s Proprietary Rights. Counterparty acknowledges and agrees that as between itand Company, Company is the owner of all rights, title and interests including intellectualproperty rights in the Data and any modifications, additions or amendments thereto,regardless of who undertakes same. Counterparty shall not acquire any right, title or interest
in or to any Data. Company reserves all rights not expressly licensed in this Licence.
3.License to and Limitations on Use of Licensed Data. Subject to Counterparty’s compliancewith the terms of this Licence, Company grants Counterparty a revocable, royalty-free, non-transferable, non-exclusive licence to use the Data for the sole and exclusive purpose set outin Schedule 1 (“Purpose”). Except as expressly set out in this Licence, the Counterparty may
not:(a)sell, license, transfer or otherwise commercially exploit the Data;(b)save as provided in Section 4 below, disclose the Data to any third party;
(c)market, distribute, export, translate, transmit, merge, modify, transfer, adapt, loan, rent,lease, share or sublicense the Data, in any way, in whole or in part;(d)re-identify or attempt to re-identify any of the Data to the customer level; or(e)except as set out in Schedule 1 or as expressly authorized by the Company in writing, linkor attempt to link the Data to any other data.
The Counterparty will not use the Data to contact or attempt to contact any person to whom the Data relates (including, without limitation, any customer of the Company).
4.Confidentiality. The Counterparty shall keep the Data strictly confidential, preserving theconfidentiality of such Data with the same degree of care it uses to preserve the confidentialityof its own proprietary or confidential information, but in no event less than a reasonable degreeof care, and shall not disclose, communicate, provide, divulge or make available in any otherway the Data except as expressly provided for in this Licence. Counterparty shall immediately
notify Company of any breach of this provision. [ FOR MUNICIPAL COUNTER PARTIES ADDTHE FOLLOWING: The Company understands and agrees that this Licence and any Dataprovided to the Counterparty through this Licence may be subject to disclosure by the
Counterparty pursuant to the Municipal Freedom of Information and Protection of Privacy Act,R.S.O. c. M.56, as amended, or other applicable law.]
5.Sublicense and Use of Data by Representatives. Counterparty may sublicense and permitcontractors, agents and other third parties (“Representatives”), and Counterparty’semployees and personnel, to use the Data only on behalf of Counterparty and only for thePurpose. Counterparty must provide to the Representatives a copy of this Licence and obtainfrom such Representatives a binding acknowledgement of the terms of this Licence and suchRepresentatives’ agreement to be bound by its terms.
- 283 -
6. Return or Destruction of Confidential Information. Upon the request of Company, Counterparty shall promptly (a) return or destroy all Data then in the possession of
Counterparty, and (b) provide a certificate from an officer of Counterparty certifying compliance with the obligations set out in this Section. The foregoing obligation to destroy Data shall not apply to: (i) electronic back-up copies made for archival purposes in the normal
course; or (ii) copies of Data required by law to be retained; provided that, notwithstanding anything to the contrary in this Licence, any such retained Data shall, at all times, remain subject to the terms of this Licence. 7. No Warranties. Company shall aggregate customer data in accordance with Company’s practices. The Data is provided with all faults on an “as is” and “as available” basis. Company disclaims all warranties whether express or implied, including the warranties that the Data is free from defects; that it will meet Counterparty’s requirements; or that errors will be corrected. Company further disclaims all implied warranties that the Data is of merchantable quality, accurate, fit for a particular purpose, or non-infringing. Counterparty’s use and any sublicensed or permitted use of the Data is solely at its own risk.
8. Limitation of Liability. Under no circumstances shall Company, its parent company, affiliates, officers, directors, employees or the officers, directors or employees of its parent
company or affiliates or any of its agents (collectively the “Company Group”) be liable for any indirect, special, incidental or consequential or exemplary damages that result from the use of, misuse of or reliance upon the Data. The liability of Company to Counterparty under any
theory of law or equity, arising out of or in any way related to this Licence shall be strictly limited in the aggregate to the lesser of the actual damages suffered by the Counterparty and $100.00. 9. Indemnity. Counterparty agrees to defend, indemnify and save harmless the Company Group from and against all losses, damages, costs, expenses, claims, demands, actions, proceedings and suits of every kind or nature whatsoever which may be brought against or suffered by the Company Group as a result of Counterparty’s breach of this Licence or as a result of Counterparty’s negligence or willful misconduct in connection with this Licence. 10. Term and Termination. This Licence and Counterparty’s rights to the Data may be
terminated by Company at any time upon notice. Upon termination of Counterparty’s rights, Counterparty agrees to immediately refrain from further use of the Data and comply with Section 6 of this Licence.
11. Use of Electronic Communication. Counterparty agrees that any and all notices, disclosures and communications regarding this Licence may be made electronically, in
accordance with applicable law. Any electronic notice, disclosure or communication Company makes will be considered made when transmitted by Company. 12. Assignment. Counterparty agrees that this Licence may not be assigned by Counterparty without the prior written consent of Company. 13. Governing law. Counterparty agrees that this Licence shall be governed by and construed in accordance with the laws of the Province of Ontario and the federal laws of Canada applicable therein and shall be treated, in all respects as an Ontario contract. Counterparty agrees to submit to the exclusive jurisdiction of the courts of the Province of Ontario to resolve any disputes in respect of this Licence.
- 284 -
14. Severability and Entire Agreement. This Licence shall constitute the entire agreement between Counterparty and Company with respect to the Data and supersedes all prior written
or oral agreements, representations and other communications between the Counterparty and Company. If any part of this Licence is held to be unenforceable or invalid, it will be severed and the rest of this Licence shall continue in full force and effect.
ACCEPTED AND AGREED, this ________ day of ____________________, 20XX. Counterparty Name____________________ (if there is second signatory at the Counterparty) Signature: Signature: Name: Name: Title: Title:
I/we have the authority to bind Counterparty and Counterparty has all powers and authority necessary to enter into this License.
- 285 -
SCHEDULE 1 – LICENCE INFORMATION Purpose The Counterparty will use the Data for the sole and exclusive Purpose set out below, and for no other purpose:
• Preparing or complying with the Counterparty’s Community Energy Plan, or similar form of energy plan
• Sharing of the Data with agencies that support the Counterparty in understanding greenhouse gas (GHG) inventory and emissions
• Publishing of the data aggregated at Municipality level
- 286 -