Operations Committee Meeting Agenda March 5, 2018 – 7:00 PM Council Chambers Whitby Municipal Building
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1. Declarations of Pecuniary Interest
2. Presentations
3. Delegations
3.1 Chris Schafer representing Uber Canada Re: Office of the Town Clerk Report, CLK 03-18 Private Transportation Services By-law
3.2 Paul Windover representing Circle Taxi Re: Office of the Town Clerk Report, CLK 03-18 Private Transportation Services By-law
3.3 Donna Sabo representing You Drink, We Drive Re: Office of the Town Clerk Report, CLK 03-18 Private Transportation Services By-law
4. Correspondence
5. Public Meetings
6. Staff Reports
6.1 Office of the Town Clerk Report, CLK 03-18 6 - 74 Re: Private Transportation Services By-law
Recommendation: 1. That the Town Clerk be directed to bring forward the draft Private Transportation Services By-law substantially in the form appended as Attachment 1 to Report CLK 03-18 for enactment;
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2. That the Town Clerk be directed to bring forward a by-law to amend the Fees and Charges By-law #7220-17 to adopt the licensing fees as per Attachment 2 to Report CLK 03-18; and, 3. That the Commissioner of Legal and By-law Services and Town Clerk be directed to prepare a terms of reference for Council approval to create a quasi-judicial committee that will consolidate the current Property Standards and Animal Services Appeals Committees, in addition to being responsible for business licensing appeals and other matters.
6.2 Office of the Town Clerk Report, CLK 05-18 75 - 90 Re: Revised Public Complaint Policy
Recommendation: That Council approve the revised Public Complaint Policy appended to Report CLK 05-18 as Attachment 1.
6.3 Public Works Department Report, PW 9-18 91 - 93 Re: Emergency Purchase – Taunton Road Multi-Use Path
Recommendation: That Public Works Report PW 9-18 be received for information.
6.4 Public Works Department Report, PW 13-18 94 - 109 Re: Highway 401 Improvements and Brock Street Structure Replacement (MTO) - Revised
Recommendation: 1. That Council receive Staff Report PW 13-18 for information; 2. That a copy of Staff Report PW 13-18 be forwarded to the Ontario Minister of Transportation, the Minister of the Environment and Climate Change, the Region of Durham, and AECOM; and, 3. That a response to the Town of Whitby comments on the Design and Construction Report for the Brock Street structure (see Attachment 2), as well as report PW 29-17, be requested to the Ministry of Transportation.
6.5 Community and Marketing Services Department Report, CMS 07-18 110 - 130 Re: 2014 – 2018 Recreation and Leisure Services Seniors’ Strategy Update
Recommendation: 1. That Community and Marketing Services Report CMS 07-18 regarding the progress to date on the 2014-2018 Recreation and Leisure Services Seniors’ Strategy be received as information; 2. That Council approve the development of a 2019 – 2023 Seniors
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Recreation and Leisure Services Strategy to guide the priorities and work plans of the Seniors Services Section of the Parks and Recreation Division for the next five years; and, 3. That staff report back with a draft Seniors Recreation and Leisure Services Strategy in Q2 of 2019 for Council’s consideration.
6.6 Community and Marketing Services Department Report, CMS 08-18 131 - 166 Re: 2018 Arena Ice/Floor, Sports Fields and Parks User Fees and Facility Rental Fees
Recommendation: 1. That Council approve the proposed user fees for Ice, Floor, Sports Fields, Parks, Halls and Facility Rental Fees as outlined in Community and Marketing Services Department Report CMS 08- 18 (Attachment 1 – Ice, Floor, Sports Fields, Parks User Fees and Attachment 2 – 2018 Halls and Facility Rental Fees); 2. That the effective period for the proposed User Fees and Rental Fees be approved as follows: a. Ice, Floor, Sports Fields, Parks User Fees: April 1, 2018 to March 31, 2019; b. Halls and Facility Rental Fees: April 1, 2019 to March 31, 2020; and, 3. That the Clerk be directed to include the proposed Fees as Schedule F – Community and Marketing Services Fees – Ice, Floor, Sports Fields and Parks User Fees and Schedule G – Community and Marketing Services Fees – Halls and Facility Rental Fees, forming part of By-law 7220-17 (Consolidated Fees and Charges By-law) as amended, with the effective dates listed.
6.7 Community and Marketing Services Department Report, CMS 09-18 167 - 201 Re: Age-Friendly Whitby Action Plan Implementation Update
Recommendation: That Community and Marketing Services Report CMS 09-18 regarding the progress to date on the implementation of the Age-Friendly Whitby Action Plan be received as information.
6.8 Community and Marketing Services Department Report, CMS 10-18 202 - 216 Re: 2013 - 2018 Recreation and Leisure Services Youth Strategy Update
Recommendation: 1. That Community and Marketing Services Report CMS 10-18 regarding the progress to date on the 2013-2018 Recreation and Leisure Services Youth Strategy be received as information;
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2. That Council approve the development of a 2019 – 2023 Recreation and Leisure Services Youth Strategy to guide the priorities and work plans of the Youth Services Section of the Parks and Recreation Division for the next five years; and, 3. That staff report back with a draft Recreation and Leisure Services Youth Strategy in Q2 of 2019 for Council’s consideration.
6.9 Community and Marketing Services Department Report, CMS 11-18 217 - 222 Re: Brooklin Memorial Park Master Plan
Recommendation: 1. That Community and Marketing Services Report CMS 11-18 regarding the Brooklin Memorial Park Master Plan be received; and, 2. That item MD 4152 pertaining to the Brooklin Memorial Park be lifted from the Operations Committee New and Unfinished Business list.
6.10 Community and Marketing Services Department Report, CMS 12-18 223 - 224 Re: Additional Appointment of Member of Whitby Seniors’ Services to the Town of Whitby Seniors’ Committee of Council
Recommendation: That Council approve and appoint the following additional member, Moya Bugelli, to the Town of Whitby Seniors’ Committee of Council for a period of one year ending December 31, 2018.
6.11 Coporate Services Department and Office of the Chief Administrative 225 - 328 Officer Joint Report, CS 11-18 Re: Corporate Information Technology Strategic Plan
Recommendation: 1. That Council endorse the Corporate Information Technology Strategic Plan (CITSP); 2. That Council approve the risk management initiatives listed in the CITSP requiring an additional budget of $565,000 to be funded from the Insurance Reserve Fund as per Council Resolution # 381- 17; 3. That, notwithstanding the Purchasing Policy, in order to achieve the transformation and standardization of the technology platform, that the CAO and the Commissioner of Corporate Services/Treasurer be authorized to enter into any ancillary agreements for the purchase of goods, services and solutions to expedite the completion of the CITSP projects; with standardization being reported to Council annually;
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4. That the CAO and Treasurer be authorized to engage a consultant through a public process to assist with the development of a report that identifies the funds, tasks and benefits required for the future Enterprise Resource Planning (ERP) solution project; and, 5. That Council authorizes the Treasurer to commit all technology related tax based funding released through the budget monitoring policy to fund future CITSP projects.
6.12 Public Works Department and Corporate Services Department Joint 329 - 337 Report, CS 13-18 Re: T-501-2018 – Urban Road Resurfacing and Overlay
Recommendation: 1. That the Town of Whitby accept the low bid as submitted by Sanscon Construction Ltd. in the amount of $4,257,184.53, (plus applicable taxes) for all labour, materials, equipment and supervision necessary to complete the Urban Road Resurfacing and Overlay Program as required by the Town of Whitby; 2. That the Total Project Cost of $4,978,650.00 be approved; and, 3. That the Mayor and Clerk be authorized to execute the contract documents.
6.13 Corporate Services Department Report CS 15-18 338 - 357 Re: Amendment to Council Expense Policy
Recommendation: That the Council Expense Policy, as amended, attached as Appendix 1 be approved.
7. New and Unfinished Business
7.1 New and Unfinished Business - Operations Committee 358 - 366
8. Adjournment
9. Advisory Committee Minutes – For Information Only
9.1 • Ethno-cultural and Diversity Advisory Committee Minutes - 367 - 378 February 1, 2018 • Accessibility Advisory Committee Minutes - February 6, 2018 • Whitby Beautification Committee Minutes - February 13, 2018 • Doors Open Whitby Advisory Committee Mintues - February 20, 2018
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Town of Whitby Staff Report whitby.civicweb.net
Report Title: Private Transportation Services By-law
Report to: Operations Committee Submitted by: Christopher Harris, Town Clerk Date of meeting: March 5, 2018 Acknowledged by M. Gaskell, Chief Report Number: CLK 03-18 Administrative Officer Department(s) Responsible: For additional information, contact: Office of the Town Clerk Christopher Bantock, Legislative Coordinator, 2329
1. Recommendation: 1. That the Town Clerk be directed to bring forward the draft Private Transportation Services By-law substantially in the form appended as Attachment 1 to Report CLK 03-18 for enactment; 2. That the Town Clerk be directed to bring forward a by-law to amend the Fees and Charges By-law #7220-17 to adopt the licensing fees as per Attachment 2 to Report CLK 03-18; and, 3. That the Commissioner of Legal and By-law Services and Town Clerk be directed to prepare a terms of reference for Council approval to create a quasi-judicial committee that will consolidate the current Property Standards and Animal Services Appeals Committees, in addition to being responsible for business licensing appeals and other matters. 2. Highlights: If approved, the draft Private Transportation Services By-law will:
• Streamline the regulatory and licensing framework for taxicabs, limousines, transportation network companies (TNC), and designated driving services (DDS);
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• Protect the integrity of the taxicab industry in Whitby which provides valuable on-demand accessible transportation service to Whitby residents; and,
• Eliminate outdated and excessive regulations while maintaining requirements to ensure that public safety is protected. 3. Background: Since the arrival of Transportation Network Companies (TNCs) such as Uber in Ontario’s urban centres in 2012, local licensing authorities have been reviewing the impact of these organizations and how they fit with the existing licensing provisions for the traditional taxicab and limousine industries. In many jurisdictions, including Whitby, taxicabs and limousines are subject to static regulations that have in many cases remained substantially unchanged for decades. The arrival of TNCs has caused considerable disruption for both the industry and users. Industry is concerned about the lack of a level playing field and users for the most part are enjoying greater options for price, choice and convenience. However, users are also accessing a service that does not have the same local regulations in place as licensed taxicabs and limousines, thereby not providing the same level of assurance that the health, safety and well-being of the consumer is being protected. In January 2017, Council requested that Staff research options for licensing TNCs based on what had been implemented in other Ontario municipalities. After undertaking a benchmarking study to compare the Town’s current framework with other municipal jurisdictions in Ontario, the Office of the Town Clerk released a Discussion Paper (appended as Attachment 3 to this report) that included policy options to regulate TNCs, in addition to reviewing the existing regulation and licensing framework for taxicabs and limousines. This Discussion Paper was published on the Town’s website and distributed to key stakeholders and members of the public in October 2017. Following the release of the Discussion Paper, the Office of the Town Clerk held a Community Open House on November 01, 2017 for Staff to engage with the public and key stakeholders. Feedback from that Open House, in addition to written and oral feedback received since the release of the Discussion Paper up until the writing of this Report was considered in establishing the draft Private Transportation Services By-law appended as Attachment 1. Public and stakeholder feedback is summarized in Attachment 4. Key highlights of the feedback included: • the taxicab industry’s concern that TNCs are significantly impacting their market share • TNCs needing to be subject to the same or similar licensing provisions and regulations as taxicabs • the need for clear regulations related to insurance and licence application requirements
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• increased enforcement to ensure that only taxicabs are accepting street hails and using taxicab stands • the need to meet accessible transportation demand though accessible taxicabs on a 24/7 basis • addressing the existence of designated driving services at the same time regulations are reviewed for other vehicles-for-hire 4. Discussion: Incorporation of Public Feedback Attachment 5 within the Discussion Paper contains a highlight of the existing and proposed regulations for TNC’s, taxicabs, and limousines. Through the public consultation process, Staff have reviewed the feedback received and made adjustments to the recommended policy options from what was proposed in the Discussion Paper. The sections below identify key regulations incorporated into the draft Private Transportation Services By-law that differ from or were not previously included as recommended policy options in the Discussion Paper. Taxicab Licence Cap The number of taxicabs permitted to be licensed by the Town of Whitby is currently capped at 62 in accordance with Schedule 7 of Business Licensing By-law #5545-04. The Discussion Paper proposed removing the cap for taxicab broker and owner licenses; however, considerable feedback was received from the taxicab industry about the negative impact this could have on the operations of the two existing taxicab brokers. Concerns arose from declining market share due to the arrival of TNCs, in addition to taxicabs requiring market protection in order to provide service during off-peak hours and on-demand accessible transportation. In light of feedback received, Staff recognize that the existing two taxicab brokers in Whitby provide a valuable service by offering on-demand service 24/7, including accessible transportation. TNCs, on the other hand, may only provide service when market demand dictates, and this could result in few TNCs being available during off-peak hours. Further, TNCs do not currently offer accessible transportation nor are they required to under provincial legislation. In order to ensure Whitby residents continue to have access to quality on-demand taxicab service, there is a benefit to maintaining the limit of two brokers that can operate in Whitby. However, the limit on taxicab owner licences that can be issued between the two brokers is no longer seen as necessary, and the uneven allocation of 35 and 27 taxicab owner licences respectively between the two brokers is unfair and can impede benefits that result from competition. As such, the draft by-law removes the restriction on the number of taxicab owner licences that can be issued, but maintains a limit of two taxicab broker licences. The by-law does provide for additional broker licences if either of the two taxicab brokers fail to maintain a certain number of owner licences or taxicabs in operating condition.
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The authority to limit the number of taxicabs, or taxicab brokers, is provided for in Section 156 of the Municipal Act which permits a municipality to regulate “the number of taxicabs or any class of them”.
Accessible Taxicab Requirements By-law #5545-04 currently requires that in order to be issued a taxicab broker licence, a broker must licence and maintain at least one accessible taxicab. Demand for accessible taxicab service has been growing and is expected to continue growing as Whitby’s population ages in step with the rest of the country. Feedback from the Town’s Accessibility Advisory Committee and other stakeholders also emphasized the need for more accessible taxicabs as demand for accessible transportation grows. It is recognized that accessible taxicabs are expensive to purchase, maintain and operate. By continuing to protect the Town’s two brokers from market pressures associated with allowing other brokers to operating in Whitby, it is seen as appropriate that these brokers be asked in turn to maintain a higher number of accessible taxicabs. The draft by-law includes a requirement that taxicab brokers now licence and maintain a minimum of three accessible taxicabs. The increase in the number of accessible taxicabs that must be licensed is not anticipated to be a burden on the two brokers, as Staff are aware that both brokers currently maintain more accessible taxicabs than the one licensed accessible taxicab that is currently required under By-law #5545-04.
Display of Drivers’ Identification Further to feedback received regarding a driver’s identification card being required to be displayed on the interior of the vehicle, Staff will be replacing the driver’s personal address on the card with the business address of their affiliated broker.
TNC Vehicle Identification To allow for the easy identification of TNC vehicles by both passengers and by-law enforcement officers, it is proposed that TNC drivers be required to display a decal or other similar identification provided by the TNC that identifies the vehicle as being affiliated with that particular TNC. Both Uber and Lyft currently provide their drivers with decals, and other municipalities have also mandated the display of such decals.
Driver Licence Term The Discussion Paper proposed that certain documents that are required to obtain a vehicle-for-hire driver licence be provided bi-annually, including a police reference check and Ontario Ministry of Transportation driver’s record. Instead of requiring a person to renew their licence every year, but only provide these documents every other year, it was determined to be easier for both the Town and driver to have the driver licence be valid for two years. Changing the licence term
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to two years has the added benefit of allowing for a driver licence fee reduction as it reduces the administrative burden on the Town. This also addresses feedback received that taxicab drivers felt particular pressure associated with the taxicab driver licence fee due to declining business in recent years.
English Language Assessment Staff have removed the requirement for a driver English language assessment to be conducted upon complaint. Maintaining the enforcement of a single language requirement is becoming outdated and unnecessary in an age where translators are available on mobile devices and through apps. It was also noted within the Discussion Paper that the requirement of an English language assessment is not common practice in other municipalities.
Records Collected By-law #5545-04 requires that licensees keep a written record of trip and passenger information for a certain period of time following the provision of transportation services. Written logs in these industries have become outdated and therefore, the draft by-law has been amended to allow for electronic record keeping.
Designated Driving Services (DDS) Designated driving services provide services to a customer and their passengers, usually when a customer is unable to operate their own vehicle due to impairment, by providing a designated driver who drives the customer’s vehicle to a destination with the customer and their passengers. The designated driver is delivered to the customer through a chase vehicle, and the chase vehicle then follows the customer’s vehicle driven by the designated driver to its destination where it then collects the designated driver. It should be noted that licensed DDS drivers are able to transport any customer, regardless of whether the customer is impaired or not, in the customer’s vehicle. While not initially addressed within the Discussion Paper, feedback was received during the consultation about the need to review designated driving services at the same time other private transportation services are being reviewed. Having examined designated driving services in more detail after receiving this feedback, it was concluded that there are benefits to including designated driving services in the draft Private Transportation Services By-law at this time. It is recognized that there are some key operating differences between DDS and other private transportation service providers, mainly that the service is based on a driver operating the customer’s vehicle of which they are not the owner. This operational difference results in the need for distinct insurance requirements and consent from the customer that the DDS driver may operate their vehicle. The draft by-law accounts for these differences, but also is able to make use of the
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similarities between DDS and other private transportation services to streamline many of the applicable regulations. It is not proposed that DDS fares be regulated at this time. The logic of this recommendation is similar to that applied to TNCs when deciding not to govern TNC fares, and primarily is based on the fact that the DDS or TNC customer is entering into an agreement with the DDS or TNC to pay a fare that is disclosed upfront. As both parties are privy to the same information and have mutually agreed to a price, regulation of DDS fares is unnecessary. In reviewing designated driving services and the regulation thereof, Staff examined regulations governing DDS that were implemented at the City of Oshawa in 2015. Since implementing the requirement to licence DDS, Oshawa now licences 6 DDS brokers and 40 DDS drivers. Based on these licensing numbers, Whitby could be expected to licence a similar number of DDS. Being cognizant of the benefits associated with similar licensing provisions between neighbouring municipalities, the licensing requirements governing DDS proposed for Whitby are very similar to those implemented by Oshawa.
Vehicle-For-Hire Licensing Fees Attachment 2 appended to this report provides an overview of proposed licence fees that will be incorporated into the Fees and Charges By-law, and provides a comparison to the fees currently charged and those that were proposed in the Discussion Paper. It is recommended that fees be increased mostly for new licence applications, thus reducing the impact on current licensees. The proposal to have a separate fee for a new versus renewal licence has resulted in the introduction of a new and renewal licence fee for each licensing category. Although there is no difference in documents to be submitted when renewing versus obtaining a new licence, the lower renewal fee recognizes that there is less work required to renew a licence than issue a new licence due to administrative time savings associated with file creation and system administration. A person renewing their licence must do so within 15 days of its expiry in order to pay the renewal fee instead of the new licence fee, thus giving incentive to ensure that licences are renewed on time and remain current. The City of Oshawa charges $150 to obtain a Designated Driver licence and $250 for a Designated Driving Broker licence, plus a $75 application fee. It is recommended that Whitby adopt the same fees when renewing a DDS broker and driver licence, save and except the requirement for an application fee which Whitby does not currently charge for any other licensing category. Should Whitby licence a similar number of DDS as Oshawa, approximately $5,000 in annual DDS licensing revenue can be expected which is anticipated to be partially cost recovery for the licensing administration and enforcement oversight required.
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As a change to what was proposed in the discussion paper, it is recommended that the TNC broker fee be changed from $5,000 plus a $0.11 per trip fee to a flat fee of $15,000. It is felt that this fee structure better suits the needs of the Town as the purpose of licensing fees is to achieve administrative cost recovery rather than act as a source of revenue based on the success or the failure of a given business. Based on data supplied by Uber, the flat TNC broker fee proposed is in line with what would have otherwise been collected annually had the lower flat fee and a per trip fee been implemented. It is recommended that two fees related to licensing vehicles-for-hire be added that were not originally contemplated in the Discussion Paper. The first is a fee to replace a lost or destroyed document (e.g. Driver Identification Card) that has been provided to a licensee by the Town. The second fee would be to inspect vehicles that require a Town inspection, those being vehicles that are 11 model years or older. The purpose of licensing fees is to be cost recovery; however, there are very few instances where the Town achieves true cost recovery to enforce and administer business licensing.
By-law Implementation and Licence Expiry It is recommended that the draft Private Transportation Services (PTS) By-law be effective May 1, 2018. The draft By-law will provide that all Taxicab broker and owner licences expire annually on May 1st. This is consistent with the current expiry date in the beginning of May for taxicab brokers and owners. It is recommended that all other licences, including a driver licence, be valid from the date of issuance to the date of expiry. For those who hold a licence issued under By-law #5545-04, the licence will continue to be valid until it expires, at which time the licensee will be required to renew under the new PTS By-law. Given the proposed effective date for the new PTS By-law being May 1, 2018, all existing taxicab and limousine licensees will be issued a licence under the new PTS By-law by April 30, 2019. Transportation Network Companies and Designated Driving Services will be required to obtain a licence under the new PTS By-law as of May 1, 2018.
Licensing Appeals Committee The draft Private Transportation Services By-law provides that the Town Clerk or designate has the authority to revoke, suspend or refuse to issue a licence. In order to provide for due process, the decision of the Town Clerk must be appealable to an appellate body. Many municipalities in Ontario have established a consolidated appeals tribunal that operates in accordance with the Statutory Powers and Procedures Act to hear appeals on behalf of Council related to animal control, property standards, business licensing, and other such matters. It is recommended that Staff be directed to prepare a terms of reference to create such an Appeal Committee, with consolidation of the Animal Services and Property
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Standards Committees effective December 1, 2018 to coincide with the new term of Council. 5. Financial Considerations: The change to a two year licence term for drivers is expected to result in a $4500 decrease in revenue to the Town annually. It is anticipated that two TNCs will be licensed, resulting in $30,000 of licensing revenue annually. As noted above, the licensing of DDS, if similar in the number of licences to Oshawa’s experience, is anticipated to generate approximately $5,000 in annual revenue. Fees associated with inspecting vehicles that are 11 model years or older, or the reissuance of a licence or other documents, will generate approximately $1000 in revenue. Overall, the changes to all vehicle-for-hire fees and licensing is expected to result in $31,500 increase in licensing revenues annually when calculated using existing taxicab and limousine renewals, and new TNC and DDS licences. The increase in licensing revenue will assist in offsetting the cost of the By-law Enforcement Officer included as a decision item in the 2018 budget as the addition of this Officer will be required to enforce and audit the new licensing provisions implemented in the draft PTS By-law. 6. Communication and Public Engagement: The Private Transportation Services Discussion Paper was published in October 2017, and has been posted on the Town’s website and was distributed to key stakeholders. Notice of the Discussion Paper publication and Community Open House was mailed to the Town’s current taxicab and limousine licence holders. Over the course of the consultation period, Staff received feedback from individuals representing each of the four licencing categories that will be regulated under the draft By-law. A summary of feedback received is included in Attachment 4 appended to this Report. Persons who submitted feedback or attended and registered at the Community Open House have been added to an interested parties list and received notice of this Report and the draft By-law appended. Notice of this report was also provided to all Designated Driving Services currently licensed by the City of Oshawa, or that are operating in the Town of Whitby to Staff’s awareness. Once approved, the Private Transportation Services By-law will be made available on the Town’s website and will be distributed to Durham Region Police Service, the Whitby Chamber of Commerce, the Downtown Whitby Business Improvement Area, the Accessibility Advisory Committee, interested parties, and current licensees. 7. Input from Departments/Sources: Legal and By-law Services During the review of private transportation services, the responsibility for business licensing was transferred from the Office of the Town Clerk to the Legal and By-law
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Services Department. Recognizing that the implementation, administration and enforcement of this draft by-law will now reside with Legal and By-law Services, the draft by-law and this Report were circulated to Legal and By-law Services Staff for their review and comment. Corporate Services The Town’s Risk Management and Insurance Analyst has been consulted with regard to insurance amounts included in the draft PTS By-law. Accessibility Advisory Committee The Office of the Town Clerk attended a meeting of the Accessibility Advisory Committee to review the Discussion Paper and requirements for on-demand accessible taxicabs. Ontario Regulation 191/11 made under the Accessibility for Ontarians with Disabilities Act (AODA) requires that every municipality shall consult with its Accessibility Advisory Committee, the public and persons with disabilities to determine the proportion of on-demand accessible taxicabs required in the community. As discussed above in Section 4 of this Report, feedback regarding accessible taxicab service has been incorporated in the draft by-law. 8. Strategic Priorities: The recommendations contained within Report CLK 03-18 are consistent with the Town of Whitby Council 2014 – 2018 Goals, specifically:
• To ensure Whitby is clearly seen by all stakeholders to be business and investment friendly and supportive; and to strive to continuously improve the effectiveness and efficiency of service delivery. 9. Attachments: Attachment 1 – Draft Private Transportation Services By-law Attachment 2 – Proposed Vehicle-for-Hire Licence Fees Attachment 3 – Private Transportation Services Discussion Paper Attachment 4 – Summary of stakeholder feedback received
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Attachment #1 to Report CLK 03-18 Town of Whitby By-law # Insert Number
Private Transportation Services Being a By-law to licence and regulate the operation of private transportation services in the Town of Whitby. Whereas under Subsection 8(3) of the Municipal Act, 2001, S.O. 2001, c.25, as amended (“the Act”), the by-laws of a municipality may regulate or prohibit regarding a certain matter, and may require a person to do certain things or provide for a system of licences respecting that matter; And Whereas Section 11 of the Act provides that a lower-tier municipality may pass by- laws respecting the health, safety and well-being of persons and respecting the protection of persons and property, including consumer protection; And Whereas Section 151 of the Act provides that without limiting Sections 9, 10, and 11 of the Act, a municipality may provide for a system of licences with respect to a business; And Whereas Section 156 of the Act provides further authority for the licensing, regulating and governing of the owners and drivers of taxicabs; And Whereas Section 391 of the Act enables a municipality, without limiting Sections 9, 10, and 11 of the Act, to pass a by-law imposing fees or charges for services or activities provided or done by or on behalf of it; And Whereas the Council of The Corporation of the Town of Whitby has determined that it is appropriate and desirable to license taxicabs, limousines, transportations network companies, and designated driving services for the purpose of ensuring the health and safety of both passengers and drivers, for the protection of persons and property, and to ensure consumer protection. Now therefore, the Council of The Corporation of the Town of Whitby hereby enacts as follows:
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About This By-law This by-law provides for the regulation and licensing of private transportation services in the Town of Whitby. When interpreting this by-law, reference should be directed towards the general Vehicle-for-Hire requirements in conjunction with any regulations related to a specific private transportation service.
1. Definitions 1.1. Accessible Taxicab means a Motor Vehicle equipped as a physically disabled passenger vehicle in accordance with R.R.O. 1990, Reg. 629, made under the Highway Traffic Act, and the Canadian Standards Association CAN3-D409-M84 vehicle standards, all as amended, and identified through the issuance and display of an Accessible Taxicab licence plate as required in this by-law.
1.2. App means a mobile application that can be downloaded onto or accessed on a mobile phone, tablet or other digital electronic device to connect passengers with a licensed Vehicle-for-Hire.
1.3. Applicant means a Person applying for a new Licence or renewing an existing Licence.
1.4. Commercial Safety Standards Certificate means a Ontario Ministry of Transportation Commercial Safety Standards Certificate demonstrating compliance with Provincial commercial vehicle regulations issued by a provincially authorized mechanic.
1.5. Designated Driver (or “DDS Driver”) means any Person who Operates a Motor Vehicle owned by another Registered Motor Vehicle Owner for the purposes of providing Designated Driving Services or any Person who Operates a Designated Driver Support Vehicle, but does not include a driver Operating a Taxicab, Limousine or TNC Vehicle, as defined in this by-law.
1.6. Designated Driving Services (or “DDS”) means the transportation of a Registered Motor Vehicle Owner and that Person’s passengers, if any, by a licensed Designated Driver in the Registered Motor Vehicle Owner’s vehicle from any place in the Town to any other place for payment of a salary, fee or for any other consideration.
1.7. Designated Driving Services Broker (or “DDS Broker”) means any Person who accepts or communicates orders or information in any way related to the provision of Designated Driving Services by a Designated Driver to another Person.
1.8. Designated Driving Support Vehicle (or “DDS Vehicle”) means a Motor Vehicle owned by the Designated Driver or Designated Driving Services Broker and used in the provision of Designated Driving Services.
By-law Name: Insert short By-law name By-law # Insert Number Page 2 of 15
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1.9. Licence means a Licence issued for a Vehicle-For-Hire licensing category under this by-law.
1.10. Licensee means a Person holding a Licence in accordance with this by-law. 1.11. Limousine means any Motor Vehicle that provides pre-arranged transportation services pursuant to a written contract or invoice solely on an hourly or fixed fee basis with a minimum fee charged in accordance with Schedule 1 of this by-law.
1.12. Motor Vehicle means a Motor Vehicle as defined by the Highway Traffic Act, R.S.O. 1990, c. H.8.
1.13. Municipal Clerk means the Clerk of the Town or a designate. 1.14. Officer means a Police Officer as defined by the Police Services Act, R.S.O. 1990, c P.15 and shall include a Municipal Law Enforcement Officer, whose duties include the enforcement of this by-law.
1.15. On-Demand means that upon request for service, a Taxicab Broker will dispatch a Taxicab within a reasonable amount of time to provide service, 24 hours a day, 7 days a week, and 365 days a year, with the standard fare charged by the Taxicab Broker in accordance with this by-law applying regardless of the day or time.
1.16. Operate means the act of picking-up passengers but shall not include the drop-off of passengers.
1.17. Person means an individual, association, firm, partnership, corporation, trust, organization, trustee or agent, and their heirs, executors or legal representatives.
1.18. Registered Motor Vehicle Owner (or “Owner”) means the Person shown to be the Owner of a Motor Vehicle according to the records maintained by the Registrar of Motor Vehicles for the Province of Ontario and includes a lessee of a Motor Vehicle pursuant to a written lease contract.
1.19. Street Hail means any appeal for services by any Person using sounds, words, signs, or gestures directed towards a Taxicab Driver.
1.20. Taxicab means any Motor Vehicle providing transportation to passengers by way of Persons requesting services through a Taxicab Broker, or in response to a Street Hail or pick-up from a Taxicab Stand.
1.21. Taxicab Broker means any Person who carries on the business of accepting, advertising, brokering or dispatching orders for Taxicabs by way of a listed telephone line, and through other means not limited to an App or other electronic method.
By-law Name: Insert short By-law name By-law # Insert Number Page 3 of 15
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1.22. Taxicab Stand means a Taxicab Stand as defined in the Town’s Traffic By-law.
1.23. Town means The Corporation of the Town of Whitby or the geographic area of Whitby, as the context requires.
1.24. Transportation Network Company (or “TNC”) means any Person that offers, facilitates, or Operates prearranged transportation services exclusively through an App that matches passengers requesting service to TNC Drivers who provide service using a TNC Vehicle.
1.25. Transportation Network Company Driver (or “TNC Driver”) means the driver of a TNC Vehicle but does not include a Person providing transportation that meets the definition of carpooling under the Public Vehicles Act, R.S.O. 1990, c. P.54.
1.26. Transportation Network Company Vehicle (or “TNC Vehicle”) means a Motor Vehicle that is Operated by a TNC Driver, used to provide transportation services to passengers, but does not include Taxicabs, Limousines, or DDS Vehicles under this by-law.
1.27. Vehicle-for-Hire means a driver, Owner or broker Operating as a private transportation service that is required to obtain a Licence in accordance with this by-law and may include a Person who is a driver, Owner or broker of a Taxicab, Limousine, TNC, or DDS, but does not include a Person providing transportation that meets the definition of carpooling under the Public Vehicles Act, R.S.O. 1990, c. P.54. 2. General Prohibitions 2.1. No Person shall Operate a Vehicle-for-Hire in the Town without a Licence. 2.2. No Person shall Operate a Vehicle-for-Hire with a suspended or revoked Licence. 2.3. No Person issued a Licence in accordance with this by-law shall fail to conform to the requirements and conditions of the Licence. 2.4. No Person shall obstruct an Officer during the performance of a duty under this by-law. 2.5. Except for a licensed Taxicab, no Vehicle-for-Hire shall: 2.5.1. Be equipped with a taximeter; 2.5.2. Be equipped with a roof light;
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2.5.3. Be equipped with a two way radio or other similar device used for the purpose of dispatching; 2.5.4. Use or permit the use of the words “taxi”, “Taxicab”, or any other word or words which indicate or could be reasonably interpreted to indicate that the Motor Vehicle is a Taxicab; or, 2.5.5. Accept Street Hails or solicit business in a Taxicab Stand.
Insurance 2.6. Proof of insurance submitted in accordance with this by-law shall be provided at the time of application to the satisfaction of the Municipal Clerk, and the Municipal Clerk shall be authorized to set limits and policy stipulations beyond those required by this by-law to ensure adequate protection for the Town and public. 2.7. All Licensees shall provide the Town of Whitby with no less than thirty (30) days prior notice of any cancellation, variation, or expiration to an insurance policy required under this by-law.
Licensing Procedures 2.8. Every application for a Licence under this by-law shall be completed and submitted on forms prescribed by the Municipal Clerk. 2.9. A Licence is not transferrable. 2.10. A Vehicle-for-Hire broker or owner Licence issued under this by-law is valid for one year from the date of issuance, unless revoked or suspended, save and except: 2.10.1. A Taxicab Broker or Taxicab Owner Licence issued under this by-law is valid from May 1st until April 30th of the following year, unless revoked or suspended. 2.11. A Vehicle-for-Hire driver Licence issued under this by-law is valid for two years from the date of issuance, unless revoked or suspended. 2.12. A Licensee may renew their Licence up to and including the 15th day after the Licence expires, and if the Licensee fails to make a renewal application within 15 days and pay the renewal fees, the Licensee shall be required to submit an application and pay fees as if a Licence had never previously been issued to that Person. 2.13. The Municipal Clerk shall refuse to issue or renew a Licence where: 2.13.1. the application for a Licence fails to meet the requirements for issuance set forth in this by-law or any other Town by-law, Regional by-law, or Provincial or Federal law; By-law Name: Insert short By-law name By-law # Insert Number Page 5 of 15
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2.13.2. the Applicant is not at least 18 years of age; 2.13.3. the application is incomplete; 2.13.4. the Licence was issued in error; 2.13.5. the prescribed fee has not been paid; or, 2.13.6. the Applicant has submitted false information in support of the application. 2.14. Where a Licence, plate or other documentation issued by the Town has been lost or destroyed, the Municipal Clerk may issue a replacement Licence, plate or document upon payment of the applicable fees as set out in the Fees and Charges By-law. 2.15. The Municipal Clerk may suspend or revoke a Licence if the Licensee fails to comply with any provision of this by-law and such non-compliance is not remedied following notice from an Officer specifying the particulars of the non-compliance. 3. Vehicle-For-Hire Licensing Categories 3.1. The following Licences are available and may be issued by the Town in accordance with this by-law:
Vehicle-For-Hire Service Licence Category
Taxicab Broker
Owner
Driver
Limousine Owner
Driver
Transportation Network Company Broker
Designated Driving Services Broker
Driver
4. Vehicle-For-Hire – Driver Licence
By-law Name: Insert short By-law name By-law # Insert Number Page 6 of 15
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4.1. Every application for a Vehicle-for-Hire Driver Licence shall include: 4.1.1. A fee as prescribed in the Fees and Charges By-law; 4.1.2. Two (2) recent passport size photographs of the applicant, if issuance of such Licence will result in the provision of an identification card; 4.1.3. A valid G class driver’s licence in good standing issued by the Province of Ontario permitting the Operation of a Vehicle-For-Hire; 4.1.4. A complete driver’s record from the Ontario Ministry of Transportation, issued within the ninety (90) day period immediately preceding the date on which the application is submitted showing no more than eight (8) demerit points; and, 4.1.5. A current police reference check issued within the ninety (90) day period immediately preceding the date on which the application is submitted. 4.2. Every application for a DDS Driver Licence shall, in addition to the requirements set out in Section 4.1, include: 4.2.1. Proof of having entered into an agreement with a licensed DDS Broker for the provision of dispatch services. 5. Vehicle-For-Hire – Owner Licence 5.1. Every application for a Vehicle-for-Hire owner Licence shall include: 5.1.1. A fee as prescribed in the Fees and Charges By-law; 5.1.2. A copy of the Motor Vehicle Registration issued by the Ontario Ministry of Transportation; 5.1.3. For a Motor Vehicle that is three (3) model years or older, a current and valid Ontario Ministry of Transportation Safety Standards Certificate for the Motor Vehicle for which the Licence is applied, and issued by a provincially authorized Motor Vehicle inspection mechanic. A Commercial Safety Standards Certificate shall be required if an accessible Motor Vehicle is being licensed; 5.1.4. Automobile Liability Insurance for owned/leased vehicles with limits of not less than Two Million Dollars ($2,000,000) inclusive per occurrence for bodily injury, death and damage to property and standard accident benefits; and, 5.1.5. For a Motor Vehicle that is eleven (11) model years or older, proof of inspection by a Town Municipal Law Enforcement Officer and payment of a fee for such inspection in accordance with the Fees and Charges By-law. By-law Name: Insert short By-law name By-law # Insert Number Page 7 of 15
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5.2. Every application for a Taxicab owner Licence shall, in addition to the requirements set out in Section 5.1, include: 5.2.1. Proof of inspection by a Town Municipal Law Enforcement Officer verifying that the Taxicab is equipped with a functioning taximeter that charges a rate and fare that is in accordance with Schedule 1 of this by-law. 6. Vehicle-For-Hire – Broker Licence 6.1. Every application for a Vehicle-for-Hire broker Licence shall include: 6.1.1. A fee as prescribed in the Fees and Charges By-law; 6.1.2. The name, telephone, email, and business address in the Province of Ontario for the Person authorized to act on behalf of the broker; 6.1.3. Proof of an Ontario Master Business licence and/or articles of incorporation; and, 6.1.4. Commercial General Liability insurance with the Town named as an additional insured subject to limits of not less than Five Million Dollars ($5,000,000) inclusive per occurrence for bodily injury, death and damage to property including loss of use. 6.2. Every application for a TNC broker Licence shall, in addition to the requirements set out in Section 6.1, include: 6.2.1. Non-Owned Automobile insurance with limits of no less than Two Million Dollars ($2,000,000) per occurrence. 7. Operating Requirements – Vehicle-for-Hire Driver 7.1. Every Vehicle-For-Hire Driver shall: 7.1.1. Not Operate a Vehicle-For-Hire for more than eighteen (18) hours in any twenty-four (24) hour period; 7.1.2. Not smoke or have a lit product while driving any passenger; and, 7.1.3. Take the shortest possible route to the destination desired by the passenger, unless the passenger designates another route or an alternate route is agreed to via an App. 7.2. The number of passengers at any given time within a Vehicle-For-Hire shall not exceed the capacity of the Motor Vehicle as set by the manufacturer and as the driver may be permitted to transport with a valid G Class driver’s licence.
By-law Name: Insert short By-law name By-law # Insert Number Page 8 of 15
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7.3. If a Person’s provincial driver’s licence is suspended or revoked, the Person’s ability to Operate a Vehicle-For-Hire under this by-law shall be deemed suspended for the entirety of the period that the individual’s provincial driver’s licence is suspended or revoked and that Person shall report such suspension or revocation within one (1) business day to the Municipal Clerk. 8. Operating Requirements – Vehicle-for-Hire Owner 8.1. Every Vehicle-for-Hire Owner shall ensure their Motor Vehicle is: 8.1.1. Clean and in good repair; 8.1.2. Free from mechanical and safety defects; 8.1.3. Equipped with seat belts plainly visible and accessible to passengers; 8.1.4. Equipped with fully functioning air-conditioning and heating systems; and, 8.1.5. Free from major rust or body damage. 9. Operating Requirements – Vehicle-for-Hire Broker 9.1. As required by Ontario Regulation 191/11 made under the Accessibility for Ontarians with Disabilities Act, every broker Licensed under this by-law shall ensure that all drivers affiliated with the brokerage are provided with accessible customer service training and for drivers of an accessible Motor Vehicle, training regarding the operation of the Motor Vehicle’s accessibility features. 9.2. Every broker shall maintain an electronic record of every service request received and filled for a period of not less than twelve (12) months following the conclusion of the service provided and which shall include: 9.2.1. The Vehicle-for-Hire driver and vehicle information; 9.2.2. Commencement and destination point of each trip; 9.2.3. The date and time of pick-up and drop-off; 9.2.4. The fare charged; 9.2.5. Number of passengers transported; 9.2.6. In addition to the requirements above, in the case of request for accessible service, the total number of trips requested and fulfilled, and requested and not fulfilled; and, 9.2.7. For DDS only, the licence plate number, make and model of the vehicle of the Registered Motor Vehicle Owner.
By-law Name: Insert short By-law name By-law # Insert Number Page 9 of 15
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9.3. All records required to be maintained in accordance with this by-law shall be made available for audit within forty-eight (48) hours following a request of the Municipal Clerk. 10. Taxicab 10.1. Every Taxicab driver, Owner, and Broker issued a Licence in accordance with this by-law shall at all times adhere to the following: 10.1.1. Have the Taxicab plate with validation sticker issued by the Municipal Clerk securely affixed to the right rear bumper on the Taxicab; 10.1.2. Display a current and valid driver identification card and tariff card on the interior of the Taxicab so they are visible to all passengers; 10.1.3. Ensure every Taxicab contains a working taximeter which shall: 10.1.3.1 Be operational with the seal affixed thereto at all times unless being inspected or altered by an Officer; 10.1.3.2 Register distances travelled, record trips and units, and compute fares to be paid; 10.1.3.3 Be in plain view of passengers; and, 10.1.3.4 Be illuminated at all times. 10.2. Every Taxicab shall be equipped with an operational roof light and be painted in a colour scheme and display an emblem/decal approved by the Municipal Clerk. 10.3. Every Taxicab Licence for which a Commercial Safety Standards Certificate is required shall be licensed as an Accessible Taxicab under this by-law.
Taxicab Licences – Limitations and Restrictions 10.4. No more than two (2) Taxicab Broker Licences shall be issued by the Municipal Clerk at any one time. Notwithstanding, the Municipal Clerk may issue additional Taxicab Broker Licences if the number of Licensed Taxicabs, including Accessible Taxicabs, held by the two Licensed Taxicab Brokers falls below sixty (60) Taxicabs. 10.5. Every Taxicab Broker licensed under this by-law shall: 10.5.1. Be the licencsed Owner of least ten (10) Taxicabs and at least three (3) Accessible Taxicabs; 10.5.2. Have their headquarters for the provision of dispatching services located at a municipal address within the geographic boundaries of the Town;
By-law Name: Insert short By-law name By-law # Insert Number Page 10 of 15
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10.5.3. Ensure that at least seventy (70) percent of the total number of Taxicabs licensed are at all times maintained for hire and in good operating condition; and, 10.5.4. Not use or employ any Taxicab other than a Taxicab for which a Taxicab Owner’s Licence has been issued under this by-law. 11. Limousine 11.1. Every Limousine driver and Owner shall at all time adhere to the following: 11.1.1. Have the Limousine plate issued by the Municipal Clerk securely affixed to the right rear bumper; 11.1.2. Display a current and valid driver identification card on the interior of the Limousine so it is visible to all passengers; and, 11.1.3. Shall not Operate under a business or trade name that is not on file with the Town. 11.2. Every Limousine Owner shall maintain a record of every service request received and filled in accordance with Section 9.2 of this by-law. 11.3. As required by Ontario Regulation 191/11 made under the Accessibility for Ontarians with Disabilities Act, every Limousine Owner Licensed under this by-law shall ensure that all affiliated Limousine drivers are provided with accessible customer service training. 12. Transportation Network Company (TNC) 12.1. No TNC Driver shall: 12.1.1. Provide transportation services unless he or she is affiliated with a licensed TNC broker; 12.1.2. Fail to display a decal or other similar identification supplied by the TNC that identifies the TNC Vehicle as being affiliated with the licensed TNC broker on whose App they are Operating; 12.1.3. Fail to advise their insurance provider that they will be using their Motor Vehicle as a TNC Vehicle; and, 12.1.4. Accept payment by any means other than through a TNC App. 12.2. Every TNC Driver and TNC Vehicle shall meet the licensing requirements as set out in Sections 4 and 5 of this by-law, and submit proof thereof to the TNC to which they subscribe or are a registered user on the App, on the same basis as if they were obtaining a Vehicle-for-Hire Driver or Owner Licence in accordance with this by-law save and except for the payment of a fee in accordance with the Fees and Charges By-law.
By-law Name: Insert short By-law name By-law # Insert Number Page 11 of 15
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12.3. It shall be the responsibility of the TNC to intake and review documentation to ensure compliance of each TNC Driver and TNC Vehicle. Documentation received by the TNC for each TNC Driver and TNC Vehicle shall be retained for a period of two (2) years following the last day that a TNC Driver or TNC Vehicle is no longer a TNC Driver. 12.4. Every TNC shall provide to the Municipal Clerk, in accordance with a schedule established by the Municipal Clerk, a list of TNC Drivers who have picked up passengers within the Town. The Municipal Clerk may request that the TNC furnish all documentation retained by the TNC as proof of TNC Driver and TNC Vehicle compliance, and such documentation shall be made available to the Municipal Clerk for audit and verification purposes in accordance with Section 9.3 of this by-law. 12.5. A TNC shall, upon request, create passenger accounts for use by an Officer to investigate compliance with this By-law, and the TNC shall not obstruct, in any manner, the use of such accounts or the purpose for which they have been established. 12.6. Every TNC shall provide the following information through their App or on their website: 12.6.1. The screening process applied to TNC Drivers and TNC Vehicles; 12.6.2. Information on the categories of services available to passengers through the App and the distinctions between these categories or types of service, if any; and, 12.6.3. A plain language explanation of their insurance coverage, including detailed information on how to initiate a claim.
TNC App 12.7. An App used by a TNC shall: 12.7.1. Direct passengers looking for accessible transportation services to a licensed Taxicab Broker if an accessible TNC Vehicle is not available through the App at the time of request; 12.7.2. At the time of arranging the trip, disclose to the passenger requesting service: 12.7.2.1 The TNC Driver’s name and a recent photograph that clearly shows the TNC Driver’s facial features; 12.7.2.2 The TNC Vehicle’s make, model, and licence plate number; and,
By-law Name: Insert short By-law name By-law # Insert Number Page 12 of 15
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12.7.2.3 An estimate of the applicable rate and any surcharge being charged and confirmation of the rate once the trip is confirmed. 12.7.3. Show the location and route of the TNC Vehicle that will be providing the requested service; 12.7.4. Allow the customer to rate the TNC Driver and TNC Vehicle being used to provide the requested service; 12.7.5. Provide a secure payment mechanism; and, 12.7.6. Create a trip information log that the passenger can access or generate an electronic receipt at the end of each trip or shortly thereafter that includes information confirming: 12.7.6.1 The total amount paid; 12.7.6.2 The date and time of the trip; 12.7.6.3 The start point and end point; and, 12.7.6.4 Information to identify the TNC Driver and TNC Vehicle. 13. DDS 13.1. Every DDS Broker licensed under this by-law shall: 13.1.1. Enter into an agreement and/or retain at least three (3) DDS Drivers to provide Designated Driving Services in accordance with this by-law; 13.1.2. Ensure that all DDS Drivers operating a DDS Vehicle maintain the appropriate automobile insurance; and, 13.1.3. Provide transportation services as a DDS Driver for the customer and any passenger(s) in the customer’s Motor Vehicle, of which the customer is also the Owner, and shall not transport the customer or any passengers in the DDS Vehicle. 13.2. Prior to providing Designated Driver Services the DDS Driver shall: 13.2.1. Display their DDS Driver Licence upon request; 13.2.2. Ensure that the Owner of the Motor Vehicle has a current provincial Motor Vehicle Permit and appropriate automobile insurance coverage; 13.2.3. Receive consent from the Owner of the Motor Vehicle for which DDS transportation is to be provided in; 13.2.4. Come to an agreement with the Owner of the Motor Vehicle on the fee to be charged for providing such services; and,
By-law Name: Insert short By-law name By-law # Insert Number Page 13 of 15
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13.2.5. Request any instructions related to the operation of the Owner’s Motor Vehicle, including but not limited to the: 13.2.5.1 Destination; 13.2.5.2 Preferred route of travel; and, 13.2.5.3 Number of passengers to be transported. 14. Rates and Fares 14.1. Where a maximum or minimum rate or fare is established in Schedule 1 attached hereto and forming part thereof, a Person Operating a Vehicle-for- Hire to which such rate or fare pertains shall charge no more than the maximum or no less than the minimum established, as applicable. 15. Schedule(s) 15.1. Schedule 1 - Vehicle-for-Hire Rates and Fares 15.2. Schedule 2 – Vehicle-for-Hire Regulation and Licensing Highlights 16. Enforcement and Penalties 16.1. Every person who contravenes any provision of this by-law is guilty of an offence and upon conviction is liable to a fine pursuant to the provisions of the Provincial Offences Act, R.S.O. 1990, c. P.33 and/or the Municipal Act, 2001. 16.2. An Officer may request, at any time, that a Licensed Vehicle-for-Hire driver or Owner submit a Vehicle-for-Hire for inspection by an Officer. 17. Short Title 17.1. This by-law shall be referred to as the “Private Transportation Services By-law”. 18. Repeal of Existing By-law 18.1. Schedule 7 of By-law #5545-04 is repealed upon expiry of all Licences issued in accordance with Schedule 7, and until such time as it is repealed, shall only apply to Licences that were issued in accordance with Schedule 7. 19. Effective Date 19.1. This by-law shall come into force and effect on May 1, 2018. All current broker, owner and driver Licences in accordance with Schedule 7 of By-law #5545-04 may continue operating under the provisions of By-law #5545-04 until said Licence expires, wherein the licence will be renewed in accordance with this by-law.
By-law Name: Insert short By-law name By-law # Insert Number Page 14 of 15
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By-law read and passed this Select date day of Insert Month, Year.
Choose an item.
Don Mitchell, Mayor
Choose an item.
Christopher Harris, Town Clerk
By-law Name: Insert short By-law name By-law # Insert Number Page 15 of 15
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Schedule 1 to By-law Number xxxx-18 Vehicle-for-Hire Rates and Fares Taxicab 1. No Taxicab Broker shall charge more than the following base fare: a. $3.80 base fare plus $0.22 for each one tenth (1/10) kilometre (H.S.T. included); and, b. $0.10 for each twelve (12) seconds of waiting time while under engagement (H.S.T. included). 2. Notwithstanding Section 1 of Schedule 1, a Taxicab Broker may offer a lower base fare provided that: a. A revised tariff card is provided to the Municipal Clerk showing the base fare to be charged; and, b. The Taxicab Meter is inspected by an Officer to validate that the lower fare has been correctly programmed. Limousine 3. The minimum fare for the services of a Limousine under this by-law shall be $50. Transportation Network Company 4. A TNC shall not charge any rate or fare that exceeds the amount agreed upon and recorded through the App prior to providing transportation services. Designated Driving Service 5. A DDS Driver shall not charge any rate or fare that exceeds the amount agreed upon prior to providing transportation services.
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Schedule 2 to By-law #XXXX-18 Private Transportation Services Regulation and Licensing Highlights*
Designated Regulation TNC Driving Taxicab Limousine Services
Passengers limited as per vehicle manufacture’s rating
Vehicle model year restrictions X X X X
Annual inspections for vehicles 11 model X years or older
MTO Vehicle Safety Standards Certificate X
Police Reference Check for vehicle driver
MTO Driver’s Record for vehicle driver
Accessible customer service training required
Driver required to display Driver’s I.D or X License
Decal/Logo on vehicle required X X
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Schedule 2 to By-law #XXXX-18 Private Transportation Services Regulation and Licensing Highlights*
Designated Regulation TNC Driving Taxicab Limousine Services
Trip data collection requirements
Non-owned auto FSCO approved X X X insurance
Minimum owned auto insurance requirements
$5M Commercial General Liability X (CGL) insurance
Street Hailing and Taxicab Stand pick- X X X up permitted
*Refer to the body of the By-law for the specific regulations and further details.
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Attachment #2 to Report CLK 03-18
Vehicle-for- Proposed Fees – Current Fees Final Proposed Hire Discussion Paper Licence Fees
New Licence: Driver (2 year): $175 Owner: $200 Driver: $100 Driver: $80 Broker: $500 Taxicab Owner: $120 Owner: $120 Broker: $300 Broker: $80 Renewal Licence: Driver (2 year): $125 Owner: $120 Broker: $300
New Licence: Driver (2 year): $175 Driver: $100 Driver: $100 Owner: $200 Limousine Owner: $150 Owner: $150 Renewal Licence: Driver (2 year): $150 Owner: $175
Broker: $5,000 + TNC N/A Broker: $15,000 $0.11 trip fee
New Licence: Driver (2 year): $175 Broker: $300 DDS N/A N/A Renewal Licence: Driver (2 year): $150 Broker: $250
Document Replacement N/A N/A $20 Fee
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Attachment #2 to Report CLK 03-18
Vehicle-for- Proposed Fees – Current Fees Final Proposed Hire Discussion Paper Licence Fees
Vehicle Inspection Fee (11 N/A N/A $30 model years or older)
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Attachment #3 to Report CLK 03-18
Regulatory and Licensing Review of Private Transportation Services - 2017
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Discussion Paper – Regulation and Licensing of Private Transportation Services
Discussion Paper application (app) or website.1 TNCs are a product of the emerging sharing economy, in which peer- for the Regulatory and Licensing to-peer platforms connect people who own Review of Transportation Network certain good or skills (e.g. private vehicles) with those that wish to make use of them (e.g. Companies, Taxicabs and Limousines passengers).2 Previously, the prevailing response of jurisdictions to the arrival of TNCs was to (Private Transportation Services) undertake legal or law enforcement actions to effectively ban these operations. More recently, Introduction jurisdictions have taken the approach to level the Since the arrival of Transportation Network playing field to allow taxicabs, limousines and Companies such as Uber in Ontario’s urban TNCs to coexist by being subject to similar centers in 2012, local licensing authorities have regulations and licensing provisions. been reviewing the impact of these organizations and how they fit with the existing licensing Consulting with Stakeholders provisions for the traditional taxicab and The intent of this discussion paper is to highlight limousine industries. In many jurisdictions, key policy matters for consideration by the Town including Whitby, taxicabs and limousines are and stakeholders in the TNC, taxicab and subject to static regulations that have in many limousine industries, as well as consumers using cases remained substantially unchanged for these services. This document frames the decades. The arrival of Transportation Network issues, provides information on how other Ontario Companies has caused considerable disruption jurisdictions have addressed the emergence of for both the industry and users. Industry is TNCs and outlines policy considerations for a concerned about the lack of a level playing field Whitby specific solution that accounts for the and users for the most part are enjoying greater Town’s existing licensing regime and unique options for price, choice and convenience. needs. However, users are also accessing a service that does not have the same local regulations in place Submissions and feedback to this discussion as licensed taxicabs and limousines, thereby not paper will be accepted on or before Monday, providing the same level of assurance that the November 6, 2017 and will inform the next steps health, safety and well-being of the consumer is of this process. A timeline of next steps in this being protected. review is provided in Attachment 1. Feedback may be submitted through the following means: A Transportation Network Company (TNC) is an organization that arranges transportation for a fee using a technology platform such as a mobile
1 National Association of Insurance Commissioners, "Transportation Network Companies Insurance Principles for Legislators and Regulators" (March 31, 2015). 2 "All eyes on the sharing economy", The Economist (9 March 2013).
Town of Whitby ∙ DISCUSSION PAPER │ Page 2 of 34
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Discussion Paper – Regulation and Licensing of Private Transportation Services
By mail: Office of the Town Clerk, 575 Rossland number of vehicles that may be licensed, and not Road East, Whitby, ON, L1N 2M8 the number of drivers that may be licensed. The 62 vehicle limit does not apply to accessible Email: [email protected] taxicabs.
Public Open House: Wednesday, November 1, The distribution of taxicabs between brokers is 2017, from 4:00 p.m. to 6:00 p.m., at 575 regulated by permitting no more than eighty Rossland Road East, Whitby, ON, L1N 2M8 percent of taxicabs to be issued to any one broker. Brokers must maintain for hire and in History of Taxicab and Limousine Licensing good operating condition seventy percent of their in Whitby fleet. Following the amalgamation of the Town of Whitby with the Township of Whitby in 1968, Maximum Maximum Minimum Council adopted Whitby’s first by-law in 1969 to number of taxicabs any one taxicabs required license, regulate and govern the owners and licensed taxicabs broker can to be licensed as drivers of taxicabs. In 1969, the fee for a cab in Whitby license a broker driver and owner’s license was $5.00 and regulations pertaining to the taxicab and driver 62 50 10* were fairly minimal, requiring only that the taxicab *Every broker must license a minimum of one have insurance, follow the rules outlined in the accessible taxicab Highway Traffic Act and keep the taxicab clean and in good repair. The requirement that The regulations that set a maximum and limousines obtain a license was added to the minimum number of licensed taxicabs have by-law in 1974. Over time, the requirements to effectively resulted in only two taxicab brokers obtain a taxicab and limousine license were being able to operate in Whitby. With an imposed expanded until the existing regulations were cap on taxicab licenses, each of the two taxicab established through the most recent brokers ends up maintaining the same number of comprehensive review completed in 2004. The licenses each year, ultimately restricting the entry taxicab and limousine regulations now cover of additional taxicab brokers. The restriction of many aspects of the industry, from requiring taxicab plates is a common phenomenon across drivers to be attired in a business suit or uniform jurisdictions, and as noted by the Competition to mandating that taxicabs must be painted in Bureau of Canada, “the release of new [taxicab] accordance with an approved colour scheme. plates has rarely kept pace with demand for taxi services, resulting in a situation whereby plate The number of taxicabs permitted to be licensed owners may accrue significant economic rents by the Town of Whitby is currently capped at 62 in accordance with Schedule 7 of Business Licensing By-law 5545-04 (the By-law). There is no corresponding limit on the number of limousines that can be licensed. It should be noted that the limit on taxicabs applies to the
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Discussion Paper – Regulation and Licensing of Private Transportation Services from artificial scarcity.”3 In some jurisdictions, operator platforms. Ontario municipalities have the significant economic rents have materialized chosen to issue licenses to TNC operators, with in the form of value for taxicab plates, which can the TNC operator being responsible to ensure the be bought or sold on a market, usually at regulatory compliance of TNC drivers and vehicles significant prices. and the payment of any licensing fees, resulting in no interaction between TNC drivers and the A market for taxicab owner plates has never municipality. evolved in Whitby. This differs from other jurisdictions, such as Toronto, where a single While the intent of this review is to integrate TNCs taxicab plate could reportedly fetch a price as with the Town’s licensing and regulatory scheme high as $360,000.4 The absence of a market for for taxicabs and limousines, the review also taxicab owner plates in Whitby is likely due to the seeks to reduce restrictions within the By-law that fact that taxicab brokers are also the taxicab have been imposed on taxicabs and limousines owners. The Town’s Business Licensing By-law over the years to create a fair and competitive does permit the transfer of owned taxicabs from market for all parties. one broker to the other, but in the last 10 years, the Town records show that such a transfer has Legislative Authority not occurred. Further, if a taxicab owner license The Municipal Act (the Act) provides that a was not renewed, it would simply revert back to municipality may pass by-laws for the health, the Town, and could be reissued upon receipt of safety, and well-being of persons, and for the a license application for a fee of $120. protection of persons and property, including consumer protection.5 The Act also provides that The above information regarding taxicab licenses a municipality may pass a by-law for business highlights a significant contrast with how other licensing to regulate or prohibit a matter, or jurisdictions have chosen to regulate TNCs, require persons to do things respecting a matter.6 mostly as a result of the TNC business model. The general powers of business licensing TNC operators place no limits on the number of provided under the Act include requiring a drivers that can use their app and be in service at license, refusing or revoking a license, setting any one time. Also, there no restriction on the conditions, regulating the use of property used in number of apps a driver can be registered with, the business, and setting administrative penalties or restriction on transferring between TNC for non-compliance. Without limiting these general powers, Section 156 of the Act specifically permits municipalities may regulate taxicabs and drivers by:
3 Competition Bureau, Government of Canada, “Modernizing Regulation in the Canadian taxi industry” (November 26, 2015)
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Establishing rates or fares; municipalities have broad discretion to impose a Providing for the means of collection of system of licenses, judicial review of fares; and, municipalities’ licensing powers does not include Limiting the number of taxicabs or any the power to prohibit a business outright. class of them. Although the Town cannot prohibit TNCs through a system of licensing, it is neither required to The Public Vehicles Act defines a taxicab as: license TNCs as licensing is a discretionary power “a motor vehicle as defined in the Highway Traffic under the Act. Generally speaking, municipalities Act, having a seating capacity of not more than are immune from liability for policy decisions six persons, exclusive of the driver, hired for one made in good faith, exercise or non-exercise of a specific trip for the transportation exclusively of discretionary power, or the performance or non- one person or group of persons, one fare or performance of a discretionary function.8 charge only being collected or made for the trip.” Other jurisdictions and TNCs Other than taxicab owners and drivers, the Act With 444 municipalities in Ontario there is a recognizes and defines taxicab brokers as “a substantial variation of licensing provisions person who accepts calls for taxicabs used for between jurisdictions. The licensing of taxicabs hire and owned by someone other than the and limousines is commonplace in larger urban person, his or her immediate family or the municipalities, and less common in small and person’s employer.”7 The general powers of sparsely populated rural municipalities. A similar licensing are also used to support licensing of situation is evolving with regard to TNCs, with limousines, as limousines are a ‘business’ as major urban centres such as Toronto, Ottawa, defined by the Act and therefore may be Hamilton and Waterloo being the first regulated. municipalities to tackle the issue of whether or Due to the significant operational differences not TNCs should be licensed, and how the between TNCs and taxicabs/limousines, TNCs licensing of TNCs will integrate with the existing cannot simply be regulated through the issuance licensing provisions for the taxicab and limousine of a taxicab license under a municipal by-law. In industries. order to appropriately regulate TNCs, they need to be clearly defined as a separate licensing category within a by-law that governs private transportation services. The broad licensing authority of the Act permits municipalities to 8 Section 450 of the Act: “no proceeding based on impose a system of licenses for TNCs. While negligence in connection with the exercise or non-exercise of a discretionary power or the performance or non- performance of a discretionary function, if the action or inaction results from a policy decision of a municipality or local board made in a good faith exercise of the discretion, shall be commenced against, (a) a municipality or local board; (b) a member of a municipal council or of a local board; or (c) an officer, employee or agent of a municipality 7 Section 11.1 of the Act or local board.”
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While the vast majority of Ontario municipalities There is arguably a need to license all industry have not considered the licensing of TNCs, the players and create a level playing field of licensing provisions put in place by most of the regulations, while not restricting the opportunities urban municipalities that have considered this created by the market for greater consumer matter is provided in the chart appended as choice and convenience. Further, it must be Attachment 2. recognized that the taxicab industry provides a valuable service to the community in the form of Why regulate TNCs and review taxicab and accessible taxicabs and an alternative to the limousine regulations? fixed route transit provided by the Regional Municipality of Durham. Through public consultations in other jurisdictions and feedback received by the Town of Whitby The balance that must be struck is to ensure over the last year, the taxicab industry feels consumer protection through the licensing of strongly that TNCs are significantly impacting TNCs, and in light of what regulations and their operations by eroding their market share. licensing is imposed for TNCs, review the existing The taxicab industry has indicated that TNCs regulations and licensing provisions for taxicabs should be subject to the same or similar and limousines. The private transportation regulations and restrictions. market has remarkably evolved in the last 5 years. Given this evolution, both governments As noted previously, because of the rise of TNCs, and stakeholders must ask whether the existing residents are enjoying greater options for price, regulatory framework for taxicabs and choice and convenience when it comes to limousines, and absence of regulations governing arranging for private transportation services. TNCs, is meeting the needs of industry, While residents feel strongly that people should stakeholders and consumers. be able to choose the private transportation services they use, public opinion surveys have Policy Options also found that residents expect that government A review of key policy considerations related to will make regulations to protect passengers’ the regulation and licensing of TNCs, taxicabs personal safety and help ensure safe driving and limousines has been undertaken. behaviour by TNC drivers.9 Attachment 4 outlines these considerations, and where appropriate, provides policy options and recommendations for each consideration.
When reviewing the considerations outlined in Attachment 4 for the licensing of TNCs, taxicabs and limousines, it is necessary to understand and 9 City of Toronto Staff Report LS6.1, “2015 Ground Transportation Review: Taxis, Limos and Uber”, presented highlight the difference between the three private to the Licensing and Standards Committee of September 8, transportation services. 2015. City of Ottawa Staff Report ACS2016-COS-EPS- 0012, “Regulating Vehicles-for-Hire in the City of Ottawa – Taxicabs – licensed taxicabs are operated and Taxis, Limousines and Private Transportation Companies”, presented to the Community and Protection Services managed through a licensed broker that acts as a Committee of April 7, 2016.
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Discussion Paper – Regulation and Licensing of Private Transportation Services central dispatch to receive inquiries from of a fare a taxicab would charge to travel within customers by phone. Taxicab brokers are the municipality. required to operate continually day and night, provide accessible service by operating TNCs – a product of the sharing economy, users accessible taxicabs, and charge a fare in are matched through an app with drivers who use accordance with a pre-programmed taximeter. their personal vehicles. Transaction costs are Taxicabs can be hailed from the side of the road presented to both parties in advance and or idle in a taxi stand. adjusted based on an algorithm that accounts for supply and demand. Limousines – a specialized transportation service that is booked in advance and charges a minimum fare that is above and beyond the cost
Appendices
Attachment 1 – Project timeline for review of taxicab, limousine and TNC regulations
Attachment 2 – Overview of licensing provisions for TNCs in other Ontario jurisdictions
Attachment 3 – Overview of taxicab regulations in Whitby and other Ontario jurisdictions
Attachment 4 – Outline of policy options for revised taxicab and limousine licensing regulations and proposed TNC licensing regulations
Attachment 5 – Highlight of existing and proposed regulations
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Discussion Paper – Regulation and Licensing of Private Transportation Services
Attachment 1 – Project timeline for review of taxicab, limousine and TNC regulations
Thursday, October 5, 2017 Discussion paper released to stakeholders and the public for review and submission of feedback
Wednesday, November 1, 2017 Public Open House held at Town Hall, 575 Rossland Road East, Whitby, ON from 4:00 p.m. to 6:00 p.m.
Monday, November 6, 2017 Deadline for public and stakeholder comments and feedback
November to January Review of public and stakeholder submissions. New by-law drafted to regulate and license transportation network companies, taxicabs and limousines.
January Presentation of draft by-law to Operations Committee
January to February Adoption of by-law by Council
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Attachment 2 – Overview of licensing provisions for TNCs in other Ontario jurisdictions
Niagara Regional Waterloo Issue Hamilton London Mississauga Ottawa Toronto Police Region Services
Who is Licenced TNC TNC/ Driver TNC TNC TNC TNC/Driver TNC
Maximum Model Year 10 8 7 10 10 7 Restrictions
Maximum Number of 10 7 7 Passengers
Municipal Vehicle Random Random Inspection Inspection Inspection
MTO Safety Standards Certificate
Medical Certificate
Criminal Record Check
Drivers Abstract
English Language Assessment
Training beyond that which is provided by TNC
Accessibility Training
Collection of Documents and Records for licence application (all municipalities audit TNC TNC TNC TNC TNC TNC TNC data, TNC screens and remits to municipality as requested)
Cameras
Display of driver's App. App. App. App. App. App. App. ID or licence
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Niagara Regional Waterloo Issue Hamilton London Mississauga Ottawa Toronto Police Region Services
Decal/logo on outside of vehicle
FSCO Policy: $2M Auto & $5M CGL Insurance Additional non-owned $5M $2M coverage
Collected Data Retention 3 3 years 6 months 3 years Monthly Continuous Quarterly Period years
Surge Pricing
Street Hailing
Minimum Minimum Minimum Regulated Fares $3.50 $3.75 $3.25
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Niagara Regional Waterloo Issue Hamilton London Mississauga Ottawa Toronto Police Region Services
$20,000 only TNC Annual if not $20,000 $20,000 Fee accessible
$5 per month + $25 TNC if application $15 Fee/Driver is a renewal annually shorter than 24 months
1-50: $150 51-100: TNC $300 License 101-150: Fee 1-100: $600 $5000 1-24: 1-24: 151-200: 1-24: $5000 101-500: $1000 $807 $1200 25-99: TNC $10000 25-99: 25-99: 201-500: $20000 Fee/Vehicle 501-1000: $2500 $2469 $2400 100+: $15000 100+: 100+: 501-999: $50000 1000+: $7500 $7253 $4800 $50000 1000- 2999: $50000 3000+: $22/vehicle
TNC $0.06 $0.11 $0.30 $0.11 $0.11 $0.30 $0.11 Fee/Trip
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Attachment 3 – Overview of taxicab regulations in Whitby and other Ontario jurisdictions
Richmond Issue Ajax Burlington Guelph Hamilton Markham Mississauga Oakville Oshawa Pickering Whitby Hill
Initial: 5 Initial: 2 Initial: < 3 Initial: 4 Initial: 7 Initial: 7 Model Year Restrictions Initial: 5 Initial: 4 Max: 8 Max: 6 Max: 7 Max: 7 Max: 10 Max: 10
Annual if < 3 Bi- Annual/ years Bi-annual Municipal Vehicle annual Taxi Bi-annual Bi-annual bi- Bi-annual Bi-annual Bi-annual and at Annual Bi-annual Inspection if > 3 annual if random Initial/ years > 3 Limo years
MTO Safety Standards Certificate
Medical Certificate
Criminal Record Check
Drivers Abstract
English Language Assessment
Training Page 46 of 378 Agenda Item # 6.1 Accessibility Training
Cameras
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Discussion Paper – Regulation and Licensing of Private Transportation Services
Richmond Issue Ajax Burlington Guelph Hamilton Markham Mississauga Oakville Oshawa Pickering Whitby Hill
AUTO AUTO AUTO AUTO AUTO AUTO AUTO AUTO AUTO AUTO AUTO Insurance $2M $2M $2M $3M $2M $2M $2M $1M $2M $5M $2M CGL $2M
Driver & Broker Data Collection Retention B: 3 M B: 6 M B: 6 M B: 3 M Period/Months D: 12 M B,D: 6 M B,D: 6 M B,D: 12 M D: 12 M B,D: 6 M B, D: 12 M D: 12 M D: 3 M D: 3 M D: 12 M D: Driver B: Brokerage
Owner $250 $3185 $250 $4456 $6033 $997 $4393 $250 $250 $5000 $120
Driver $100 $265 $100 $281 $91 $178 $196 $100 $100 $45 $80 Taxi Broker $1040 $1143 $1267 $486 $173 $250 $150 $150 $80
Dispatcher $75 Fees Owner $3185 $250 $678 $6033 $442 $634 $275 $150
Driver $265 $100 $281 $91 $178 $255 $100 Limo Broker $1267 $486
Dispatcher $75 Page 47 of 378 Agenda Item # 6.1
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Attachment 4 – Outline of policy and financial awareness of fare payment obligations options for revised taxicab and Each of the policy topics below, there being 13 in limousine licensing regulations and total, correspond with a key aspect of regulating proposed TNC licensing regulations the private transportation industry. The policy topics generally align with the key regulatory aspects that have traditionally been applied to Introduction taxicabs and limousines; however, each policy topic is reviewed against the modern regulatory The Town of Whitby currently licenses drivers, environment for taxicabs and limousines in owners, and brokers for taxicabs and drivers and addition to evaluating opportunities to streamline owners for limousines. It is recommended that with proposed regulations for TNCs. the Town establish a new Transportation Network Company (TNC) licensing category to allow TNCs 1) Vehicle’s Age and Kilometers to operate in Whitby. Within this category, TNCs would be licensed by the Town, with each TNC The Town does not currently require taxicabs or being responsible for ensuring drivers and limousines to be a certain model year or newer. vehicles meet the Town’s regulatory Most comparator municipalities have established requirements. This proposed licensing model for regulations governing the age and/or maximum TNCs is similar to the framework implemented by kilometers of the vehicle being licensed, both at other municipalities in Ontario that have reviewed the time of initial application and upon renewal. and adopted TNC licensing provisions, and would Establishing a limit on a vehicle’s age and/or be enforced through periodic audits of TNC’s records. kilometers can help ensure that licensed vehicles are reliable and in good condition. However, The following guiding principles (adapted from vehicle age and kilometer restrictions can also the City of Ottawa’s taxicab and TNC review) result in costs due to the need to more regularly informed the review and presentation of policy renew fleet vehicles, or by excluding certain options outlined within: persons from the sharing economy by restricting their ability to join a TNC. Public Safety – including vehicle condition, insurance coverage, and driver screening Option 1 – Establish Maximum Age of Vehicle processes Setting a maximum vehicle age/model year for Accessibility – service delivery model that licensed vehicles will help ensure passenger considered aging population and meeting safety and comfort, in addition to vehicle the needs of the accessible community reliability. Certain safety features were not always common place, but are now standard in Consumer Protection – including newer vehicles such as side airbags that protect measures to protect both the passenger people's heads in crashes (standard on most and the driver in terms of physical safety
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2008 and later models) and electronic stability In contrast to Option 1 above, by only licensing control to avoid crashes (standard on 2012 and vehicles that have been driven less than a certain later models).10 Further, newer vehicles typically number of kilometers, older vehicles with fewer have fewer kilometers and are less prone to kilometers could be licensed. Of the taxicabs mechanical failures than older vehicles that currently licensed in Whitby, 7 have over generally have more wear and tear from regular 200,000km, 18 are over 300,000km, and 8 are use and exposure to the elements. over 400,000km. Detracting from this option is the fact that older vehicles without modern safety Some TNCs set voluntary requirements on a provisions can still be licensed. A further vehicle’s age. As an example, Uber has required detraction is that establishing a vehicle kilometer that vehicles are 10 model years old or newer. threshold is not a common licensing provision employed by other municipalities, and does not As noted above, regulating a vehicle’s age will align with the self-imposed model year add cost to the taxi industry given the need for requirement mandated by certain TNCs. more regular fleet renewal, and this is especially true in Whitby where the age of vehicles has not Option 3 – Not Regulate Maximum Age or previously been regulated. The two licensed taxi Kilometers for Vehicles brokers in Whitby currently license 18 taxicabs that are 10 or more model years old The Town could choose to continue not regulating (representing 29% of licensed taxicabs). the age and kilometers of vehicles, and instead allow industry and the market to dictate what is Option 2 – Establish Maximum Vehicle reasonable. Further, the entry of TNCs into the Kilometers private transportation market, and the self- imposed model year restrictions those companies Establishing a set number of kilometers over and have adopted, puts pressure on other market above which a vehicle would be ineligible to be participants to offer newer vehicles to compete in licensed is another means of ensuring that terms of safety, comfort and reliability. vehicles are reliable and in good condition. This option has merits in that the condition and Recommendation – Option 3 reliability of a vehicle can generally be linked to the number of kilometers a vehicle has been TNCs, including Uber, generally have self-imposed driven, a fact supported by declining resale model year restrictions. As noted above, Uber values for vehicles with a higher number of does not permit vehicles older than 10 model kilometers. years. Limousines generally license newer model years given the limousine industry’s business model to offer a more exclusive service. Currently, of the 155 limousines the Town licenses, 21 limousines or 13.5% of those licensed are 10 model years or older. 10 Insurance Institute for Highway Safety, Highway Loss Recognizing the age of the existing taxicab fleets Data Institute, http://www.iihs.org
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Discussion Paper – Regulation and Licensing of Private Transportation Services with over 29% of licensed taxicabs being 10 Traffic Act, and is therefore required to have a model years or older, and the costs involved of valid Class F Ontario driver’s license. renewing those fleets, it is recommended that a model or kilometer year restriction not be To conform to the Public Vehicles Act, a taxicab imposed. However, it is recommended that any would be designated as a vehicle carrying not vehicle 11 model years or older, be it a taxicab, more than six persons. However, it is not limousine or TNC, be subject to Town inspection recommended that limousines be designated as on an annual basis (see also Section 3 below). carrying ten or more passengers similar to the definition in the Public Vehicles Act as 5 person 2) Maximum Number of Passengers sedans are frequently licensed as limousines under the existing By-law. The Public Vehicles Act, 1990, defines a taxicab as a motor vehicle under the Highway Traffic Act, Adopting this option for regulating passenger having a seating capacity of not more than six capacity reinforces the underlying premise that at persons, exclusive of the driver. The Highway no time should a driver be transporting more Traffic Act, 1990, defines a bus (including passengers than the vehicle was designed to limousines) as a motor vehicle designed for carry, what the vehicle’s designation permits in carrying ten or more passengers and used for the accordance with the Public Vehicles Act in the transportation of persons. While the Town’s case of taxicabs, or what the driver is licensed to existing Business Licensing By-law does not transport in accordance with the conditions of establish a vehicle occupancy threshold other their driver’s license. than the manufacturer’s vehicle occupancy, there Option 2 – Passengers limited to set number is an option to adopt the vehicle occupancy standards in the Public Vehicles Act for taxicabs Certain jurisdictions have established a number and limousines, or set a separate standard. of doors a vehicle must have and/or specified the maximum number of passengers that may be Option 1 – Passengers limited to manufacturer’s transported. Given that different vehicles have rating, driver’s license conditions and the Public the capacity to carry a different number of people Vehicles Act for taxicabs based on a manufacturer’s rating, this option is Regulations could be applied across all three not recommended. Further, there appears to be license classes to require that the number of no consumer benefit associated with the passengers shall not exceed the capacity of the municipality regulating whether a taxicab or TNC vehicle as set by the manufacturer and as the has a certain number of doors. driver may be permitted to transport with a valid Option 3 – No passenger limit driver’s license. Passenger capacity is related to the class of driver’s license a person holds in It is an infraction under the Highway Traffic Act to Ontario because a person operating a vehicle exceed a vehicle’s manufacturer’s rating for designed for carrying ten or more persons is passengers, and therefore, in absence of the operating a bus for the purposes of the Highway
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Town specifying a passenger limit, drivers and electrical system, body, tire and wheel, couple operators must still comply with the law. devices, and a road test. (Note: in the case of an accessible vehicle, a commercial safety Recommendation – Option 1 certificate that includes more involved requirements is requested). It is recommended that Town regulations confirm that the number of passengers permitted to be Option 1 – Annual Inspections by Town personnel transported must conform to the manufacturer’s and MTO Safety Standards Certificates ratings and driver’s license conditions. Further, Option 1 will ensure that the Town’s definition of The purpose of having annual Town inspections taxicab is in keeping with that outlined in the and requiring operators obtain an MTO safety Public Vehicles Act. standards certificate is to ensure licensed vehicles are in an acceptable condition both from 3) Vehicle Inspections and Safety an aesthetic and mechanical standpoint. Option Certificates 1 proposes extending Town inspections to TNCs, in addition to continuing Town inspections for taxicabs and limousines, on an annual basis. The existing by-law requires an annual vehicle This option also proposes that all licensing inspection of all taxicabs and an initial inspection classes obtain an MTO safety standards of limousines by personnel in the Town’s By-law certificate. The requirement that TNCs obtain a Services Division to ensure that licensed vehicles safety standards certificate has been universally meet various requirements. These requirements adopted by all other jurisdictions that have include body condition, interior condition, seat extended licensing provisions to TNCs, and is also belts, working windows, working door locks, recommended as an assurance that vehicles provision of a spare tire, tire condition and for transporting passengers are in good mechanical taxicabs only, a working meter. operating condition. However, there are no other In addition to the inspection performed by the jurisdictions that require TNC vehicles be Town on an annual basis, an annual Ministry of inspected by municipal personnel and this would Transportation – Ontario (MTO) safety standards be a difficult provision for TNCs to accept given certificate is currently required to be provided for that drivers and vehicles picking up or dropping- all licensed vehicles. The purpose of a safety off passengers in Whitby could be coming from certificate is to confirm that a vehicle meets the anywhere in the Greater Toronto Area. minimum safety standards related to the type of Option 2 – Annual Inspections by Town Personnel vehicle inspected. (for taxicab meters and vehicles 11 model years When a taxicab or limousine is inspected at a and older only) and MTO Safety Standards licensed inspection station by an MTO certified Certificates mechanic, the following criteria are evaluated: This option proposes that vehicles 11 model powertrain, suspension, brake systems, steering, years or older, regardless of the licensing class, instruments and auxiliary equipment, lamps,
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Discussion Paper – Regulation and Licensing of Private Transportation Services be subject to an annual inspection by Town that as vehicles age, they are kept in a condition personnel, with the inspection being conducted that is safe and comfortable for passengers. based on similar criteria to those currently enumerated in the By-law. Further, all taxicabs Annual taxicab meter inspections are would be required to have their taxicab meter recommended to ensure that the fare charged is inspected on an annual basis to ensure that no not higher than the maximum fare prescribed by more than the maximum allowable fare is being the By-law. charged to passengers (see also Section 10 below regarding taxicab fares). 4) Driver Screening and Complaints about Drivers It is recommended that a safety standards certificate be obtained annually for vehicles in all One of the most important components to license classes as an assurance that vehicles ensuring public safety and consumer protection transporting passengers are in good mechanical is the proper screening of licensed drivers. As a operating condition. However, vehicles that are result, it is important that any screening practices two model years or newer would be exempt from include the provision of a Police Reference Check the requirement to obtain a safety standards and a driver’s record. There are additional driver certificate. screening practices that other jurisdictions have chosen to require, including medical certificates Recommendation – Option 2 of health, driver testing, and proof of English The recommendation to require an annual MTO language proficiency. The most common forms of safety standards certificates for vehicles that are driver screening, and processes for dealing with three model years or older, and reduce the complaints about drivers, are explored below. requirement for Town inspections to vehicles that Police Reference Check are 11 model years or older, rests on two principles. A Police Reference Check may be obtained from any police force in Ontario. According to the 1. The requirement for a safety standards Durham Regional Police Service, such a check certificate ensures the proper mechanical includes and excludes the following: operation of the vehicle and is crucial for ensuring the safety of any passengers in that “Includes: criminal convictions in Canada and vehicle; however, vehicles that are one or two summary convictions over the past five years; model years old should be exempt as it is much findings of guilt under the Youth Criminal Justice less likely that mechanical deficiencies will arise Act within the standard disclosure period on a new vehicle; and, Excludes: Pending entries such as charges or 2. The requirement to obtain a Town inspection warrants; absolute & conditional discharges; for vehicles 11 model years or older is to ensure current judicial orders; Family Court restraining
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Discussion Paper – Regulation and Licensing of Private Transportation Services orders; any reference to past mental health sign a declaration stating that the applicant has contact, vulnerable sector search.”11 no pending charges, warrants, convictions, or driver’s license suspensions not disclosed on a The provision of a Police Reference Check by current or previous Police Reference Check drivers is a requirement of all benchmarked provided to the Town. municipalities. It is not recommended to forego the provision of a Police Reference Check given The Town will further consult with Durham that the lack of such screening would greatly Regional Police Service on the necessity of a increase the risk to public safety. The By-law vulnerable sector screening as part of a Police currently requires that only new applicants Reference Check. However, it should be noted submit a Police Reference Check, and although that none of the municipal comparators not a requirement of the By-law, it has been the benchmarked for TNCs require a vulnerable practice in Whitby to request a vulnerable sector sector screening. Further, the requirement for screening. such screening for taxicab drivers is sporadic amongst jurisdictions and not the norm. Note: the terminology regarding a police reference check can often vary depending on the Driver’s Record police force from which it is obtained. In Durham, drivers would be required to obtain a “Police A driver’s record can be ordered from the Ministry Reference Check (green form)” and from Toronto of Transportation – Ontario (MTO); however, the a “Criminal Record Check”. type of record ordered depends on the amount of information required to be provided. The MTO Recommendation - Required offers a 3 year, 5 year, and complete driver’s record. The purpose of requesting a driver’s All new applicants will be required to submit a record is to determine if a driver has been Police Reference Check, obtained directly from convicted of moving violations or other offenses, any police force in Ontario or third party provider. and based on their driving history, to identify Drivers renewing their license would be required individuals who may not be suitable for operating to submit a new Police Reference Check every a private transportation services vehicle. Similar two years thereafter (e.g. if a driver is first to Police Reference Checks, not requiring a licensed in 2010, the driver would be required to driver’s record may put the public at significant submit a new Police Reference Check again in risk by not allowing the Town to identify 2012). In addition to the provision of a Police individuals who are not suitable for being Reference Check every two years, the license licensed as a driver in the private transportation application will be modified to require drivers to industry.
Recommendation - Required
All new applicants will be required to submit a 11 Durham Region Police Service, “How Do I?: Police Record complete driver’s record with their license Checks”, www.drps.ca
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Discussion Paper – Regulation and Licensing of Private Transportation Services application. The submission of a driver’s record become aware that a person suffers from certain is a requirement of almost all comparator medical conditions (i.e. uncontrollable seizures), municipalities. Best practices indicate that an they are obligated to inform MTO, which generally acceptable driving record would show less than results in a person’s driver’s license being seven demerit points and be free of certain suspended. It is recommended that the by-law convictions within a certain time period, such as contain a provision, whereby if a complaint or driving while impaired. Drivers renewing their concern was raised about a driver’s health, the license would be required to submit a 3 year Town could request that a medical certificate of driver’s record every second year after the license health be obtained. was originally issued (i.e. if a driver is first licensed in 2010, the driver would be required to English Language Assessment submit a 3 year driver’s record in 2012). Testing to ensure drivers’ competency in the Medical Certificate English language is not a common requirement implemented by municipal comparators. Many The purpose of requiring drivers to submit a municipal by-laws indicate that drivers must be medical certificate from a physician is to ensure able to communicate in English. From the that the driver’s health will not impair their ability perspective of consumer protection, it is to safely operate a vehicle. The Town currently important that the driver understand the needs requires that all new applicants for a taxicab or and requests of the passenger. limousine license submit a certificate from a legally qualified medical practitioner, stating that Recommendation – Not Required the applicant is physically capable of operating a While an English language assessment is not motor vehicle. Medical certificates are required recommended, it is recommended that a by some municipal comparators for taxicabs; condition of the by-law include that every licensed however, no municipality requires TNC drivers to driver in the Town of Whitby be able to obtain a medical certificate. communicate in English. It is recommended that Recommendation – Not required the Town reserve the authority to request that a driver take an English language test upon receipt It is recommended that the Town no longer of a verified complaint to ensure that a driver is require medical certificates of health as part of compliant with this requirement. the initial license application. By only requesting medical certificates for the initial license Training application, the current system is flawed in that it Driver training and/or programs are sometimes will not identify drivers with failing health in future prepared by municipalities with applicants being license renewal years. Further, Staff are unaware required to successfully complete in order to of any instance where a license has not been receive a municipal license. Testing usually issued due to an unfavorable medical certificate includes general knowledge about the area but of health from a physician. Should a physician
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Discussion Paper – Regulation and Licensing of Private Transportation Services varies depending on the municipality. The course pertaining to the transportation of objective is to ensure licensed drivers will be disabled persons. Accessible training is effective in providing their services. coordinated by the taxicab brokers.
Recommendation – Not Required Recommendation – Accessible Training Required for Drivers of Accessible Vehicles It is recommended that the Town not impose any driver testing in order to receive a license. It is recommended that accessible training Requiring that all applicants hold a valid Ontario continue to be a requirement for drivers of driver’s license ensures that any licensed drivers accessible vehicles to mirror the training are legally able to operate a motor vehicle. requirements specified in Ontario Regulation 191/11 made under the Accessibility for Accessible Training Ontarians with Disabilities Act. Undertaking accessible training will ensure that drivers of The purpose of providing accessible training is to accessible vehicles are cognizant and sensitive to ensure that licensed drivers provide service in the the needs of their passengers. appropriate manner, especially to those who are in the vulnerable sector of the population, such 5) Cameras as those with disabilities and seniors. Some of the comparator municipalities benchmarked The requirement to install cameras in taxicabs require all drivers to complete accessible training, has been mandated by some municipal while other municipalities require training only for comparators to increase consumer protection accessible vehicle drivers or in the event the because it allows for the security of the driver and municipality receives a complaint regarding a any passengers in the event that an individual is particular driver. put in financial risk or personal injury. The requirement for cameras has only applied to Section 36(1) of Ontario Regulation 191/11 taxicabs, and has not been extended to TNCs in made under the Accessibility for Ontarians with other jurisdictions. Disabilities Act requires that conventional transportation service providers and specialized Whitby has not previously required cameras in transportation service providers conduct taxicabs and has not received any requests from employee and volunteer accessibility training. industry, law enforcement or users to have Further, this training must be documented cameras installed. The argument for not through record, including the dates on which the requiring cameras in TNCs is that business is training is provided and the number of individuals conducted through the TNC app, and as such, the to whom it is provided. driver and user are able to see photos of each other and ratings from other users. The The Town’s current regulations require that every anonymity that exists when taking a taxicab does driver of an accessible vehicle shall complete a not exist for users of TNCs. driver improvement and sensitivity training
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Option 1 – No cameras required 6) Display of Driver’s I.D or License
The use of cameras in taxicabs and TNCs across Currently, following the approval of a license various municipalities has been a controversial application made by a taxicab or limousine driver, issue, not only for the maintenance of the camera the Town provides drivers with an identification but for privacy reasons. If cameras were to be card which must be carried on their person at all implemented then issues surrounding passenger times while operating the vehicle. The purpose of privacy would need to be further considered. this is to allow for requests by passengers to see who the driver is and that they have been Option 2 – Cameras only required in taxicabs licensed by the Town. All municipal comparators Cameras may be added as a requirement for issue similar pieces of identification to their taxicabs similar to what has been implemented in drivers; however, some go one step further and other jurisdictions. Should this option be further require that such identification be actively explored for implementation in Whitby, additional displayed rather than available upon request. research would need to be conducted Recommendation surrounding privacy concerns, maintenance of the cameras, and when camera footage may be It is recommended that the identification card accessed and used. provided to taxicab and limousine drivers be displayed on the interior of the vehicle where it is Option 3 – Cameras required for taxicabs and visible to passengers. Drivers of TNCs will not be TNCs required to display a Town identification card and While adding cameras for both taxicabs and TNCs it is not proposed that one be issued on the basis could be seen as an attempt to impose similar that the TNC app shows a picture of the driver, regulatory requirements across the industry, it is description of the vehicle and other pertinent not clear that the case for cameras in TNCs is the information, therefore making display of a same as that of taxicabs given that anonymity is separate Town issued identification card not an issue with TNCs as the driver and the user redundant. are known to each other through the app. 7) Insurance Recommendation – Option 1 What constitutes the correct level of automobile Given that there has not been a historical or insurance coverage has historically been one of current demand for cameras in Whitby’s licensed the more contentious issues when it comes to the taxicabs, that TNCs eliminate anonymity by regulation of TNCs by Ontario municipalities. In directing transactions through an app, and based Ontario, automobile insurance was designed to on operational and privacy concerns enumerated provide private passenger coverage for personal above, it is recommended that cameras not be a use, not commercial use or hire. However, recent requirement for licensed vehicles in Whitby. insurance coverage approved by the Financial Services Commission of Ontario (FSCO) has
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Discussion Paper – Regulation and Licensing of Private Transportation Services eased concerns surrounding insurance for the have $2 million automobile liability insurance be commercial use of personal vehicles by maintained. This level of automotive insurance ridesharing companies. Uber has purchased this coverage is the norm across municipal approved insurance coverage through Intact comparators. For TNCs, it is recommended that Insurance. The coverage is designed so that proof of automotive liability insurance coverage when the driver’s TNC app is turned off, the be provided in the form of an FSCO approved driver’s personal insurance coverage applies and policy for ridesharing companies. when the app is on, to the moment passengers exit the vehicle, the specialized or extended FSCO Summary of existing and proposed insurance approved insurance coverage applies. Overall, coverage for brokers and vehicles: TNCs purchasing fleet auto insurance coverage, Broker Vehicle as approved by the FSCO, addresses a critical insurance gap for ridesharing services by Existing Limo N/A $2M Auto ensuring that a policy will respond to the driver, passenger and vehicle in the event of an Proposed Limo N/A $2M Auto accident. Existing Taxi N/A $2M Auto The Town currently requires that taxicabs and limousines carry a minimum of $2 million Proposed Taxi $5M CGL $2M Auto automobile liability insurance coverage for each Proposed TNC $5M CGL Fleet Auto vehicle being licensed. However, it is not (FSCO) uncommon to also require a minimum of $5 million in commercial general liability (CGL) 8) Operating Data Collection coverage from the taxicab broker, insurance coverage that Whitby does not currently require Requirements proof of. The Town currently requires the collection of Recommendation certain operational data from limousine drivers, taxicab brokers and taxicab drivers. It is recommended that taxicab brokers and TNC operators provide proof of $5 million in The following data is currently required to be commercial general liability. A CGL policy ensures collected by taxicab brokers: taxicab brokers and TNC operators have adequate insurance coverage that will respond in A written record of every fare dispatched indicating: the event of bodily injury or property damage to a o The provincial motor vehicle permit third party resulting from their business number and the vehicle owner’s plate operations. number of the taxicab dispatched; It is further recommended that the current o The name and address of the taxicab requirement that all taxicabs and limousines driver dispatched;
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o The date and time of dispatching; apps. Similar to the data collection requirements o The place of pick-up and destination of imposed by comparator municipalities for the trip; and, taxicabs and limousines, it is recommended that o That these records be kept for a TNC operators collect operational data, and make minimum period of 12 months. this data available to the Town for audit purposes on request. The following data is currently required to be collected by limousine and taxicab drivers: Recommendation: Taxicab brokers, taxicab drivers, limousine drivers and TNCs be required A written record of all trips made during a to keep similar operating records to those work shift which shall contain: currently required and hold records for minimum o The provincial motor vehicle permit 12 months number and the vehicle owner’s plate number of the vehicle; It is recommended that taxicab brokers, TNC o The driver’s name and address; operators, and limousine and taxicab drivers be o The date and location of required to keep operating records as outlined commencement and termination of below that are similar to the requirements each trip; enumerated in the current By-law. These records o The amount of the fare collected for provide a detailed account of the operations of each trip; and, brokers and drivers, and can be requested by the o That such record shall be turned over Town for audit purposes to ensure compliance to the licensed owner of the motor with regulations, or upon receipt of a complaint. vehicle at the conclusion of a work All records collected are to be held for a minimum shift. of 12 months and may be requested by the municipality at any time. The collection of the above data serves as a means of auditing licensed brokers and drivers. It Below is a summary of the proposed operational is recommended that certain critical data data record keeping requirements for taxicab continue to be tracked and recorded to allow the brokers, taxicab and limousine drivers, and TNC Town the ability to audit operations of licensed operators. vehicles in Whitby and ensure compliance with Taxicab Broker: the By-law. At a minimum, collection of fare information on a per trip basis should be required The taxicab plate number and name of the to ensure that drivers remain in compliance with driver dispatched, date and time of the Accessibility for Ontarians with Disabilities Act dispatch, the place of pick-up, destination (AODA) and are not charging increased rates to of such trip accommodate passengers with accessibility requirements (i.e. not charging a luggage fee for Taxicab Driver: handling a walker or other accessibility device). A work shift log showing taxicab plate TNCs collect a large amount of data regarding number and name of the driver, to individual trips, users and drivers through their include:
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o The time and location of each trip’s pick-up and drop-off Limousine Owner $150 o Fare charged for each trip The licensing fees charged by other comparator Limousine Driver: municipalities for TNC drivers and operators vary, and are summarized in Attachment 2. The most A work shift log showing limousine plate common fee structure is to charge a set fee for number and name of the driver, to the TNC operator’s license to the company include: maintaining the app, and also charge a per trip o The time and location of each trip’s fee for each ride that starts in the municipality. pick-up and drop-off o Fare charged for each trip Recommendation – Taxicab licensing fees TNC Operator: As shown in Attachment 3, Whitby has one of the The user requesting service, car and driver lowest taxicab license fees amongst comparator dispatched, date and time of dispatch, the municipalities. For the 2017 taxicab license place of pick-up, destination of such trip, renewals, $160 in broker, $7,440 in owner, and and fare charged $4,800 in driver license fees were collected by the Town, totaling $12,400. Although a Retention of data in the case of taxicabs will be substantial sum, the Town spends considerable the responsibility of the broker, both for data resources to license and enforce the provisions of collected by the broker directly and data collected the Business Licensing By-law, including sections by the broker’s drivers. pertaining to taxicabs. While a recent review of 9) License Fees the Town’s business licensing fees has attempted to achieve cost recovery for the Town, it is Section 391 of the Municipal Act (the Act) permits recognized that full cost recovery is generally municipalities to impose fees and charges, unattainable. Instead, a balance must be struck including fees for licensing. The following is a between using tax dollars and business licensing summary of the licensing fees currently charged fees to ensure the health, safety and consumer by the Town for licensing taxicabs and limousines protection of those using the services of the in accordance with Fees and Charges By-law taxicab industry. #7220-17: In Whitby, the two taxicab brokers pay a broker Taxicab Driver $80 fee and owner fees for each vehicle licensed as the brokers in Whitby are also the owners of Taxicab Owner $120 taxicabs. The fee for each driver is paid by the drivers. To reflect fees charged by comparator Taxicab Broker $80 municipalities, recent increases to the limousine licensing fees, and the fact that the licensing fees Limousine Driver $100 for taxicabs have been static since 2004, the
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Discussion Paper – Regulation and Licensing of Private Transportation Services following licensing fees are proposed: and $17,000, which includes the $5,000 annual fee, and is estimated based on data shared with the Town by Uber. Taxicab Driver $100
Taxicab Owner $120 10) Fares Without limiting the general powers of Taxicab Broker $300 municipalities provided through the Municipal Act Further reviews of taxicab owner licensing fees (the Act), Section 156 of the Act specifically will be undertaken in subsequent years to permits that municipalities may regulate taxicabs determine suitability based on the Town’s costs and drivers by establishing rates or fares. The general licensing powers provided under Section to administer and enforce the by-law. 151 of the Act also permit municipalities to Recommendation – Limousine licensing fees regulate limousine and TNC fares.
Limousine license fees were recently reviewed, When justifying the setting of fares, municipalities have typically sought to protect consumers by with revised pricing coming into effect on March ensuring that fares are known and advertised, 1, 2017. As such, no change to limousine license provide for a level paying field across market fees is proposed at this time. participants and establish what may be Recommendation – TNC licensing fees considered a ‘reasonable’ price for the services provided. The approach taken to establish licensing fees for TNC Fares TNCs by most comparator municipalities has been to create a set license fee for the TNC The fare model employed by TNCs is generally operator, and then charge a per trip fee. similar to that of taxicabs, with one key difference, that being the consumer can see the The practice of calculating municipal licensing price of hiring a TNC through the app prior to the fees is generally based on the estimated cost to trip being confirmed. Uber has advised that the administer and enforce licensing provisions. current structure, subject to any surge pricing Staff have reviewed the fees charged by adjustment, is as follows: comparator municipalities and have estimated the resources required to license and enforce Base fare and booking fee $5.25 TNCs in Whitby. Based on this information, it is recommended that an annual set fee of $5,000 Minimum fare $5.25 for a TNC operator be introduced, in addition to a $0.11 per trip fee for all trips that begin in Per minute $0.18 Whitby. In the case of Uber, the only TNC currently operating in Whitby, this would result in Per kilometer $0.81 annual TNC licensing revenue between $15,000
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Uber has described surge pricing as follows: “Uber’s algorithms monitor demand and supply in Base fare $3.80 real time all over a city. When [Uber] systems notice an increase in wait times (because there Per minute when stopped $0.50 aren’t enough drivers nearby), surge pricing while engaged automatically kicks in. This has two effects: Per kilometer $2.20 people who are not in a hurry wait until the price falls—reducing demand; and drivers who are nearby go to that neighborhood to get the higher Limousine Fares fares—increasing supply. As a result, the number of people wanting a ride and the number of The only fare stipulation contained in By-law available drivers starts to balance out, ensuring #5545-04 with regard to limousines, is that the that wait times do not increase. minimum charge per trip shall be $45.00.
Uber uses fare multipliers—1.5X the standard Recommendation – Fares fare, 2X, and so on—to balance supply and It is recommended that the same fare structure demand. The system updates the multiplier every outlined in By-law #5545-04 with regard to five minutes to adjust the fares in light of the taxicabs and limousines be maintained, allowing latest conditions. If wait times continue to rise, for a small increase in the minimum fare charged the multiplier rises; when wait times fall, the by limousines to account for rising costs since multiplier falls. To ensure that any fare increase 2004. For TNCs, it is recommended that fares is accurate and effective, Uber divides cities into not be regulated which is in keeping with zones called “geofences”.”12 municipal comparators. Further, the regulation of The Uber app is programmed to allow users to TNC fares is not necessary given that users of the see surge pricing when estimating their trip cost, app see the trip costs prior to engaging the and drivers to see areas where surge pricing is in service, meaning that consumers and TNCs are effect, including what the current multiplier is. entering into a mutually agreeable contract based on known facts regarding transaction costs. Taxicab Fares Below is a summary of the recommended fare The current fare structure for taxicabs in By-law regulations for taxicabs, limousines and TNCs: #5445-04 is as follows, noting that nothing prohibits taxicab brokers from charging a lesser rate or fare:
12 Uber, PDF information publication, “Ensuring Low Wait Times”
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and subsequently, benefit from the safeguards of Taxicabs No more than: transacting through the app, a safeguard that would not exist if TNCs were allowed to accept Base fare - $3.80 hails. Per minute when 12) Taxicab Licenses stopped while engaged - $0.50 ($0.10 for each The prevailing trend in municipalities over the twelve seconds of past few decades has been to establish a cap on waiting time) the number of taxicab licenses that can be issued. Of Whitby’s neighboring Durham Region Per kilometer - $2.20 lakeshore municipalities, both Oshawa and ($0.22 for each one Pickering set a cap which increases in relation to tenth a kilometer) the population at a ratio of one license per 1500 residents, whereas Ajax maintains a fixed cap of Limousines Minimum fare or trip 40 licenses. charge of $50.00 The number of taxicabs permitted to be licensed TNCs Unregulated by the Town of Whitby is currently capped at 62 in accordance with Schedule 7 the By-law. There are two brokers operating in the Town of Whitby, 11) Street Side/Taxicab Stand Hailing with the allocation of taxicab licenses being 35 and 27 between the brokers. Through the 2017 The traditional method for requesting the taxicab license renewal process, the broker services of a taxicab is by telephone or by hailing allocated 35 licenses only had 17 vehicles that a taxicab from the side of the road or at a passed inspection in good operating condition, designated taxicab stand. TNCs, on the other thereby resulting in only 45 taxicabs operating in hand, match customers with drivers through an Whitby. app. Of all the comparator municipalities After undertaking a review in early 2017, the City benchmarked as part of this review, none allowed of Barrie has approved removing the moratorium TNCs to accept street side or taxicab stand hail it formally imposed on the number of taxicab passengers. licenses. Staff at the City of Barrie, through their Recommendation review, noted that “although there is a risk that an increased number of taxi cabs will be It is recommended that taxicabs be the only operating and reduce the overall business value license class permitted to accept street side and and profits for those in the industry, it is staff’s taxicab stand hails. TNCs would not be permitted opinion that the City does not need to play a role to accept any form of street hail, and be and limit competition in the taxi industry. The City prohibited from idling at any designated taxi does not establish limits on the number of other stands. The basis of a TNC’s platform is that types of businesses that operate within the users are matched with drivers through an app, community. The moratorium doesn’t allow the
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Discussion Paper – Regulation and Licensing of Private Transportation Services law of supply and demand to operate and overly licenses to be awarded. Whether it is by lottery or involves the City in the determination of business other means, the process must tradeoff between competition in this industry.”13 allocating new licenses to existing brokers and allowing new brokers entry to the Whitby market. Given the recent changes to the private Overall, any process to issue new licenses must transportation industry due to the entry of TNCs, be fair, appropriate, and legal. and a questioning of municipalities’ previous attempts to limit the number of taxicabs through Recommendation – Option 1 licensing, a review of Whitby’s taxicab licensing cap is warranted. It is recommended that the cap of 62 taxicab owner licenses currently in place be lifted, subject Option 1 – Eliminate the cap on taxicab owner to brokers being required to operate a minimum licenses of 10 taxicabs and 2 accessible taxicabs. Eliminating the cap on taxicab owner licenses 13) Accessibility would allow other brokers to operate in Whitby, and existing brokers to obtain additional licenses. As noted in the introduction of this attachment, If the cap is removed, it is proposed that each accessibility has been a guiding principle of this broker would still be required to maintain a review and the policy options presented within. minimum of 10 taxicabs with at least 2 Although accessibility considerations have been accessible vehicles. Each broker maintaining a covered throughout the discussion paper, this minimum number of vehicles ensures that section summarizes some of the key brokers have the capacity to provide continuous considerations and provides further background operations 24/7, and creates an added benefit of on the legislative parameters within which additional accessible vehicles being plated. accessibility and the regulations governing Option 2 – Increase the cap on taxicab owner private transportation service providers must be licenses through a population ratio considered.
Similar to Oshawa and Pickering Whitby could Ontario Regulation 191/11 made under the adopt a cap that varies based on the population Accessibility for Ontarians with Disabilities Act of the Town. If a similar ratio was adopted at (AODA) requires that very municipality shall 1500 residents per plate, the current cap would consult with its municipal accessibility advisory increase from 62 to approximately 85 for Whitby committee (AAC), the public and persons with (based on a population of 127,500). Should this disabilities to determine the proportion of on- option be further pursued, it would be necessary demand accessible taxicabs required in the to detail the process that would allow for new community. O. Reg. 191/11 further requires that every municipality shall identify progress made toward meeting the need for on-demand accessible taxicabs, including any steps that will
be taken to meet the need, in its accessibility 13 City of Barrie, Staff Report LCS006-17, presented to plan. General Committee on March 20, 2017.
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on-demand taxi needs for Whitby and feedback The Town’ 2016-2018 Accessibility Plan provides received.” for the follow with respect to the requirements regarding taxicabs in O. Reg. 191/11: As part of this review, Staff from the Office of the Town Clerk will attend an upcoming Accessibility “2017 Advisory Committee meeting to discuss this review in light of the goals enumerated in the Clerks Department to consult on the number of Town’s Accessibility Plan, and to ensure that accessible taxis needed in your community. recommendations are in compliance with the Consultation to include the Town’s AAC and the AODA. public, including persons with disabilities; Compliance with AODA – Fares and Information Clerks Department to develop a feedback process for residents and visitors who would The By-law is currently in compliance with the like to report taxi service concerns or issues; requirements of the AODA with respect to ensuring that operators charge the same fare for Any recommended changes to be reported on those with and those without disabilities. As a in the status update for 2017, with plans and compliance mechanism, taxicab brokers and the progress you are making toward meeting drivers collect trip data that the Town can audit to your community’s needs for accessible taxis to ensure that higher fares or additional fees are not take place in 2018; and being added for the transportation of persons with disabilities or for the storage of any mobility Continue to monitor through annual reviews aids or assistive devices. that owners and operators are: The By-law requires that taxicabs display their taxicab license plate on the rear bumper, and charging the same rate to persons with that drivers are provided with an identification and without disabilities (no higher fares or card which must be carried on their person at all additional fees allowed, including fees to times while operating the vehicle. The stow mobility aids or assistive devices) recommendations provided in this review with placing vehicle registration and respect to vehicle driver identification would identification information on the rear enhance accessibility by requiring that the bumper of the taxi; and identification card provided to taxicab and providing vehicle registration and limousine drivers be displayed on the interior of identification information in an accessible the vehicle where it is visible to passengers. format to persons with disabilities who are Ensuring accessibility for persons using a TNC passengers. app will be reviewed as part of the final 2018 regulations drafted as a result of this review; however, most apps including that used by Uber Provide status update to Council through the incorporate assistive technology such as visible annual Accessibility Status report on meeting and vibrating alerts can help riders who are deaf
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Discussion Paper – Regulation and Licensing of Private Transportation Services or hard of hearing, and in-app features, such as companies through the app when there are no the ability to enter destination, can facilitate non- accessible TNC vehicles available. verbal communication between the rider and driver.14
Accessible Taxicabs
The By-law currently requires that each taxicab broker maintain a minimum of one accessible taxicab. Between the Town’s two existing brokers, there are three taxicabs licensed as accessible; however, one broker licenses three taxicabs that are accessible, but not licensed as accessible. As discussed in Section 12 above, it is being proposed that the minimum number of accessible vehicles per broker be increased from one to two. This will ensure that as a baseline, that there are at least four licensed accessible taxicabs servicing the Whitby community. As part of this review, Staff will look for feedback from the AAC and public on whether the current compliment of accessible taxicabs operated by the two brokers, and the proposed minimum of two accessible taxicabs per broker, will meet the community’s needs.
TNCs will not be required to provide a minimum number of accessible vehicles in Whitby. The TNC business model runs mainly on part time, short term drivers, operating their own personal vehicles. As a result, it is not considered viable to require a minimum number of accessible vehicles from a TNC operator due to the ridesharing business model. Some TNCs, including Uber, offer the phone number of local taxicab
14 “Accessibility at Uber”, www.accessibility.uber.com
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Attachment 5 – Highlight of existing and proposed regulations
Proposed Existing Issue Proposed TNC Proposed Taxicab Existing Taxicab Limousine Limousine TNC Operator Who is licenced Driver, Owner and Broker Driver, Owner and Broker Driver and Owner Driver and Owner (owner of app) Model Year No restriction No restriction No restriction No restriction No restriction Restrictions The number of The number of passengers shall not The number of passengers shall exceed the capacity of passengers shall not not exceed the The number of the vehicle as set by the exceed the capacity of capacity of the passengers shall manufacturer, be no The number of passengers shall the vehicle as set by vehicle as set by not exceed the Passenger # more than 6 persons in not exceed the capacity of the the manufacturer and the manufacturer capacity of the Requirements accordance with the vehicle as set by the manufacturer as the driver may be and as the driver vehicle as set by the Public Vehicles Act, and permitted to transport may be permitted manufacturer as the driver may be with a valid driver's to transport with a permitted to transport license valid driver's with a valid driver's license license All taxicab meters and 11 model years or Once, at time of Vehicle Inspection by 11 model years or taxicabs 11 model years Annual older initial application Town Personnel older or older
Annual if 3 model years Annual or older Vehicle Safety Annual if 3 model (Commercial certificate required for Annual if 3 model (Commercial certificate Annual Standards Certificate years or older accessible vehicles) years or older required for accessible
vehicles) Medical Certificate Yes - only for new No No Yes - only for new applicants No Page 66 of 378 Required applicants At time of Agenda Item # 6.1 At time of application At time of application and Police Reference application and Yes - only for new and once every two once every two years Yes - only for new applicants Check once every two applicants years thereafter thereafter years thereafter
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Proposed Existing Issue Proposed TNC Proposed Taxicab Existing Taxicab Limousine Limousine Complete driver's Complete driver's Complete driver's record record at time of record at time of at time of application and Driver's Record from application and 3 application and 3 year 3 year driver's record No No MTO year driver's record driver's record every every two years every two years two years thereafter thereafter thereafter English Language Upon verified complaint Upon verified complaint Upon verified No No Assessment only only complaint only Only for drivers of Only for drivers of Only for drivers of accessible Accessible Training No No accessible vehicles accessible vehicles vehicles Driver's Training No No No No No
Cameras No No No No No Driver identification Display of Driver's I.D Driver identified Driver identification card Presented upon Presented upon request card displayed in or License through app displayed in vehicle request vehicle Decal/Logo on outside of vehicle Vehicle identified Yes - taxicab plate with Yes - taxicab plate with number No No identifying Licensed through app number issued issued by Town $2m non-owned auto $2m auto (per taxi) and Insurance (FSCO approved $2m auto (per taxi) $2m auto (per limo) $2m auto (per limo) $5m CGL (per broker) policy) and $5m CGL Yes - records held Yes - records held Operating Data Yes - records held for Yes - records held for 12 for 12 months and Yes - records held for 12 months for 12 months and Collection 12 months and subject months and subject to subject to audit and subject to audit upon request subject to audit Requirements to audit upon request audit upon request upon request upon request
Page 67 of 378
Driver: $100 Driver: $80 Agenda Item # 6.1 $5,000 annually Driver: $100 Driver: $100 License Fees Owner: $120 Owner: $120 $0.11 per trip fee Owner: $150 Owner: $150 Broker: $300 Broker: $80
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Proposed Existing Issue Proposed TNC Proposed Taxicab Existing Taxicab Limousine Limousine Maximum of: Maximum of:
Base fare: $3.80 Base fare: $3.80 $50 minimum $45 minimum Fares Not regulated Per minute when stopped Per minute when stopped while charge charge while engaged: $0.50 engaged: $0.50
Per kilometer: $2.20 Per kilometer: $2.20
Street Side/Taxicab Stand Hailing No Yes Yes No No Permitted Maximum of 62 taxicab owner No limit, but brokers must licenses can be issued, and Limit on Number of have a minimum of 10 No Limit brokers must have a minimum of No Limit No Limit Vehicles taxicabs and 2 10 taxicabs and 1 accessible accessible taxicabs taxicab Page 68 of 378 Agenda Item # 6.1
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Agenda Item # 6.1
Attachment #4 to Report CLK 03-18
Private Transportation Services Review – Summary of Stakeholder Feedback Received
Summary of Comment Staff Response Concern about TNCs not collecting Personal Staff have confirmed that TNCs do check for Auto Insurance from their drivers and only personal auto insurance coverage from all of holding non-owned auto coverage their drivers and the draft By-law requires that they perform this check to ensure each driver has $2 million in personal auto insurance. In addition, TNCs are required to provide $2 million in non-owned auto insurance through a policy approved by the Financial Services Commissioner of Ontario (FSCO). TNCs provide the exact same services as TNCs are a product of the sharing economy taxicabs where passengers are matched with drivers who use their own vehicles. To distinguish between TNCs and taxicabs, the draft By-law provides that TNCs may only accept passengers through their respective app and may not accept street hails or rides from a taxicab stand. TNC drivers should be required to get a police TNCs currently require their drivers to obtain reference check and submit a police reference check. Both Uber and Lyft complete their criminal background searches using the National Repository of Criminal Records, Police Information Portal, and Firearms Interest Portal. Further, both these companies disqualify persons from using their platform if the police reference check shows any prior criminal history. The draft By-law will require TNCs to continue their current practice of accepting police reference checks and making those documents available to the municipality upon request. TNC drivers should be required to get medical Staff proposed through the Discussion Paper fitness forms completed by their doctor, that medical checks from a doctor no longer be similar to taxi drivers required as a part of the licence application process for any driver. Many municipalities have done away with this requirement, and MTO has its own requirements for revoking a person’s driver’s licence if they are deemed medically unfit to driver by a medical practitioner.
Page 69 of 378 Agenda Item # 6.1
Attachment #4 to Report CLK 03-18
TNCs deliberately avoid Staff have confirmed the availability of a by-law compliance/enforcement by detecting when enforcement account through both Uber and by-law enforcement officer requests come Lyft’s app which other municipalities who through on their app currently regulate TNC’s have set up with the respective TNCs. The request from an Officer comes through the app and appears as a normal passenger pick-up until the vehicle arrives. Uber has advised that they are supportive of these measures to assist in the monitoring and enforcement of its drivers. Customers are not provided with surge pricing The draft By-law requires that all TNC pricing notification prior to booking a trip and are not be provided to the potential passenger prior to aware of the actual price of the trip accepting a ride. Uber and Lyft both plainly show the multiplier associated with any surge/prime pricing, and an estimate of the total trip cost upon request. TNCs do not carry commercial general liability The draft By-law will require a $5M CGL for all (CGL) insurance like taxicabs do licensed brokers, which includes TNCs. TNC drivers are picking up from downtown The draft By-law prohibits Limousines, DDSs or Whitby bars and not using the app TNCs from picking up passengers by street hail or in a taxicab stand. The Town’s By-law Enforcement Division can take enforcement action if the draft By-law provisions are not being followed. TNC drivers are following cabs to their Similar to the response above, the draft By-law pickups and confronting passengers to prohibits TNCs from soliciting services through encourage them not to take taxicabs any means other than an app. Staff have encouraged Taxicab drivers to take down all possible information about the event, including the make, model and plate number of the vehicle involved and submit this information to the Town’s By-law Enforcement Division. Why don't TNC drivers pay fees to the Town Due to the large number of drivers that use a and obtain a licence like taxicab drivers TNC’s platform in the GTA, the Town would not be able to cope with the influx of licensing administration. As a result, the Town has opted to require TNCs to accept documentation showing both driver and vehicle compliance, and the Town will audit such documentation to ensure its regulations are being followed. As noted above, the Town will also have the ability to use enforcement accounts on a TNC’s app in order to ensure driver and vehicle conformity to Whitby’s regulations. This is an approach that has been adopted in a number of other municipalities.
Page 70 of 378 Agenda Item # 6.1
Attachment #4 to Report CLK 03-18
Flag/hail business for taxicabs is a small The draft By-law also establishes the amount of the business in Whitby and does opportunity for taxicab brokers to launch and not offer as much separation from TNCs as it use an app; however, taxicab brokers cannot might of in the past exclusively rely on an app and must, at a minimum, maintain 24/7 telephone dispatch.
TNCs are not a "ride share company" Transportation network companies are part of the sharing economy, matching passengers with drivers who use their own vehicles. A ride sharing service is not the same as carpooling, as has been clarified in the definition of Vehicle-for-Hire in the draft By-law. Why are TNCs allowed to fluctuate their fares Standard TNC business models fluctuate fares so high based on supply and demand. Ultimately, since the TNC provides the total cost estimate upfront to customers, it is the customer that will determine whether or not they use a TNC based on the price provided. Why is it being recommended that TNCs not Due to the standard business model of TNC have accessible vehicles but taxicabs must drivers using their own vehicles, it is not practical to ask that these drivers retrofit their personal vehicles to offer accessible services. Provincial legislation only speaks to taxicabs providing accessible services. The draft By-law provides that a TNC must direct a passenger requiring accessible transportation to a local taxicab broker, something that both the Uber and Lyft apps have the capability to provide. The Taxicab industry was never consulted Staff released a Discussion Paper in October with on this project of 2017 and also held a Community Open House on November 01, 2017 to receive feedback on the proposed policy recommendations within the Discussion Paper. It was communicated during this time that the regulations noted in the Discussion Paper were only draft recommendations and that the purpose of the paper and the hosting of the Community Open House was to consult with the industry and members of the public and incorporate the feedback received into the draft By-law and a final recommendation to Council . All drivers should be CPR certified and carry This is not a common requirement among an ABC type dry chemical fire extinguisher in municipal comparators and makes it more their vehicles difficult for all vehicle-for-hire drivers to enter the market by requiring further training time.
Page 71 of 378 Agenda Item # 6.1
Attachment #4 to Report CLK 03-18
Police reference checks should be completed Under the current by-law, a police reference once a year. Upon application is only the first check was only required for first time taxicab step, it is important to constantly maintain and limousine applicants. Individuals renewing such standing their licence were only required to sign a declaration that no charges are pending against the individual. The draft By-law will require a current police reference check at the time of application for every Vehicle-for-Hire driver. Limousine training could be done annually Many private transportation providers offer with respect to safety, security, their drivers training opportunities. It is not professionalism, regulatory awareness and common practice for municipal regulations to more require specific training. Accessible driver training can remain with only The draft By-law requires accessible customer those who are driving accessible vehicles but service training for all Vehicle-for-Hire drivers in accessible customer service training should accordance with Ontario Regulation 191/11 be completed by all made under the Accessibility for Ontarians with Disabilities Act. All accessible taxicabs should be licensed as The draft By-law requires that any application such submitting an Ontario Ministry of Transportation Commercial Safety Standards Certificate for an accessible taxicab must be licensed as an accessible taxicab. A sticker or decal should be provided to The accessible taxicab licence plates issued by accessible vehicles the Town have an accessibility symbol on them. Current levels of service for accessible The 24 hour deadline is related to Durham taxicabs in Whitby are not meeting the Region Transit’s contract with taxicab brokers demand as taxicab brokers have not been to provide accessible transit, which requires able to book trips within the 24 hours’ notice patrons to book transit trips using an accessible taxicab 24 hours in advance. Most private requests for accessible service are filled quickly by taxicab brokers. The term "on demand" should be defined in On-demand has been included as a definition the regulations in the draft By-law, noting that taxicab brokers must provide on-demand service. It should be required in the regulations that if Both taxicab brokers have advised Staff that it a broker is not able to offer an accessible is current practice to direct passengers vehicle upon request that they contact the requiring an accessible vehicle to the other other broker for you to arrange for an broker if all of their accessible vehicles are accessible vehicle from that company unavailable at the time of request. Residents should be able to contract services Taxicabs licensed in other municipalities may with taxicab companies from other drop-off in Whitby but they may not pick-up municipalities if the companies here are passengers. Only taxicabs licensed to operate unable to provide on demand accessible in Whitby may pick-up passengers in Whitby. taxicab services Personal addresses should be removed from A driver licence issued by the Town will now a driver licence issued by the Town if the contain the business address of the affiliated licence is required to be displayed for broker passengers to view
Page 72 of 378 Agenda Item # 6.1
Attachment #4 to Report CLK 03-18
As taxicab drivers have to provide their MTO The draft By-law introduces a two year licence complete driver’s record to the taxicab broker period for all Vehicle-for-Hire drivers which will once a year for insurance purposes, it would eliminate the need for Taxicab drivers to obtain be helpful if the Town could accept the a police reference check and MTO driver’s driver’s record at the same time to reduce the record every year. Instead, these documents costs of drivers obtaining a driver’s record will be required bi-annually. Further, the draft twice By-law provides these documents can be accepted within 90 days of their date of issuance, thus providing additional flexibility within the Town’s application process. TNCs are operating as an illegal taxicab in Staff are currently investigating enforcement Whitby and should be more heavily enforced strategies and will begin to monitor the improper provision of services upon approval of the draft By-law. Taxicab driver and broker trip records are no The draft By-law permits electronic record longer written out and are all inputted keeping of trips by the broker, and removes the electronically requirement for drivers to maintain trip logs since the same information is captured by the broker. The current limit on the number of taxicabs The draft By-law proposes to remove the cap already exceeds the amount of demand for on taxicab owner’s licences but will be services. There is no reason to remove the maintaining the existing cap of 2 licences for cap on the number of taxicabs that can be taxicab brokers. licensed Population ratio is not a good measurement One of the policy options provided in the for determining the total number of taxicab Discussion Paper contemplated increasing the plates to be issued number of taxicab licences issued based on a population ratio calculation (i.e. 1 taxicab owner licence per 1500 residents). The draft By-law proposes to eliminate the cap on taxicab owner licences between the two existing taxicab brokers, provided that both brokers maintain a minimum number of taxicabs and accessible taxicabs. Allowing more taxicab brokers to enter the The draft By-law incorporates a cap of no more market will impact the cost effectiveness of than two taxicab broker licences, preserving purchasing accessible vehicles the status of the two currently licensed taxicab brokerages so that the increased expense of additional accessible vehicles can be justified. TNCs should not be allowed to collect and Given the large volume of drivers that offer verify their own drivers' records. service through a TNC app, and the average activity of these drivers being 3 months, it is not feasible for the Town to collect and licence TNC drivers directly. However, Staff will have access to audit and monitor all documents and data collected by TNCs to verify driver and vehicle compliance, as provided for under the draft By-law.
Page 73 of 378 Agenda Item # 6.1
Attachment #4 to Report CLK 03-18
TNC vehicles should be marked and plated As TNC vehicles will be required to display a the same as taxicabs decal or other similar identification supplied by the TNC with which they are affiliated. The draft By-law also prohibits any Vehicle-for-Hire, other than a taxicab, from using or permitting the use of the words “taxi”, “taxicab”, or any other word or words which indicate or could be reasonably interpreted to indicate that the motor vehicle is a taxicab. The Taxicab driver fee should remain at $80 The draft By-law established a new two year to account for the losses that have been drivers licence for all vehicle-for-hire drivers. incurred as a result of TNCs taking a share in The taxicab driver licence renewal fee is the market proposed to cost $125 for two years, resulting in an overall cost savings to current drivers of $35 over the 2 year licence period. Requiring an English language assessment The draft By-law removes the requirement for upon complaint is outdated and subject to an English language assessment to be abuse conducted upon complaint. The availability of new technologies allows for translation and communication electronically. Further, language assessments or testing is not a common practice in municipal comparators.
Page 74 of 378 Agenda Item # 6.2
Town of Whitby Staff Report whitby.civicweb.net
Report Title: Revised Public Complaint Policy
Report to: Operations Committee Submitted by: Christopher Harris, Town Clerk Date of meeting: March 5, 2018 Acknowledged by M. Gaskell, Chief Report Number: CLK 05-18 Administrative Officer Department(s) Responsible: For additional information, contact: Office of the Town Clerk Christopher Harris, Town Clerk, x4302 Chris Bantock, Legislative Coordinator, x2329
1. Recommendation: 1. That Council approve the revised Public Complaint Policy appended to Report CLK 05-18 as Attachment 1. 2. Highlights: • Revisions to the Public Complaint Policy will designate the Office of the Town Clerk as the central intake for formal complaints and allow for coordination of complaints that may be received by the Town’s Ombudsman; and,
• Most inquires and complaints to the Town are expected to continue in an informal manner; however, the revised policy will create a formal process should a complainant be unsatisfied with the response to their informal inquiry or when a complaint is of a more serious nature. 3. Background: Council adopted the Public Complaint Policy CA 190 in November 2016. At the time of adoption, the Policy provided for a decentralized complaint process whereby complaints could be submitted directly to departments, and departments were responsible for handling complaints in accordance with the Policy.
Page 75 of 378 Agenda Item # 6.2
CLK 05-18 Operations Committee Page 2 of 3
4. Discussion: The Senior Leadership Team recently reviewed the Public Complaint Policy to determine its effectiveness in coordinating and handling complaints. It was determined that the existing policy was too decentralized and did not adequately delineate the process for handling formal versus informal complaints. Revisions to the Policy are being proposed to have the Office of the Town Clerk act as the central intake for all formal complaints and define a process for handling formal complaints (see formal complaints workflow appended as Attachment 2 to this report). It is still expected that the majority of inquiries and/or complaints will begin with members of the public directly contacting the department(s) responsible. It is also expected that most of these inquiries and/or complaints will be dealt with satisfactorily through an informal process. The revised Policy focuses on a formal complaint process in order to handle complaints that are either not dealt with satisfactorily when an informal inquiry is made, or are of a more serious nature. Should the status or nature of a complaint warrant a review through a formal complaint process, Staff will direct members of the public to complete a Formal Complaint Submission Form in order to have the Town formally investigate the matter. Many of the details about how complaints are handled internally have been removed from the Policy, as these will be addressed in a procedure to be approved by the CAO that will reflect the workflow appended as Attachment 2 to this report. 5. Financial Considerations: There is no financial impact associated with the revisions to the Public Complaint Policy. If complaints are escalated to the Town’s Ombudsman, ADR Chambers, then any costs associated with an Ombudsman investigation would be in accordance with the Town’s contract with ADR Chambers. 6. Communication and Public Engagement: The webpage on the Town’s website dedicated to complaint submissions will be updated to reflect the revisions to the Policy. Staff will direct members of the public wishing to file a formal complaint to the Office of the Town Clerk for assistance. 7. Input from Departments/Sources: The revised Public Complaint Policy has been reviewed by the Senior Leadership Team and Policy Steering Committee. The Region of Durham’s public complaint process was reviewed in the development of the revised Policy and is similar in many respects.
Page 76 of 378 Agenda Item # 6.2
CLK 05-18 Operations Committee Page 3 of 3
8. Strategic Priorities: The recommendations are consistent with the 2014-2018 Council Goals as follow: 1. To build a strong, respectful Council team with a positive, shared visions and four year action plan; to ensure all municipal affairs are conducted with professionalism and integrity; and to enhance the transparency and accessibility of Town Hall and supportive public consultation and engagement. 9. Attachments: Attachment 1 – Draft Revised Public Complaint Policy Attachment 2 – Formal Complaint Workflow based on revised Policy Attachment 3 – Existing Public Complaint Policy approved November 2016
Page 77 of 378 Agenda Item # 6.2
Attachment 1 to Report CLK 05-18
Town of Whitby Policy
Policy Title: Public Complaint Policy Policy Number: CA 190 Reference: Bill 8, the Public Sector and MPP Accountability and Transparency Act, 2014, and Council Resolution #573-16 Date Originated: November 21, 2016 Date Revised: March xx, 2018 Review Date: As required Approval: Council Point of Contact: Town Clerk
Policy Statement The Corporation of the Town of Whitby is committed to a consistent and uniform process to respond to formal complaints received from members of the public and ensure an approach where all complaints are dealt with fairly in a respectful and timely manner. Purpose
The purpose of this policy is to establish a framework for addressing and responding to public complaints regarding the services provided by the administration of the Town of Whitby. The policy will further assist in contributing to the continuous improvement of Town services and operations. Application 1. This policy applies to all Town of Whitby departments, services, operations and employees.
2. This policy shall be made available and accessible to those accessing services provided by the administration of the Town of Whitby.
3. Complaints subject to this Policy must be submitted and considered in accordance with this Policy prior to being filed with the Ombudsman.
Page 78 of 378 Agenda Item # 6.2
Index
1 Definitions 3 2 What is a Complaint? 3 3 Complaint Submission and Processing 4 4 Complaint Resolution – Guiding Principles 5
Policy Title: Public Complaint Policy Policy Number: CA 190 Page 2 of 5
Page 79 of 378 Agenda Item # 6.2
1 Definitions
1.1 Complainant means any member of the public who makes a Formal Complaint.
1.2 Complaint means an expression of dissatisfaction with any decision or recommendation made or act done or omitted in the course of the administration of the Town of Whitby. For further clarity, see Section 2 of this Policy, “What is a Complaint?”.
1.3 Department Head means an officer or employee of the Town who will generally hold the title of ‘Commissioner’, appointed by the Chief Administrative Officer or Council, as required, to oversee a department, or a person appointed or designated to act in place of the Commissioner when the Commissioner is absent or refuses to act.
1.4 Formal Complaint means a written Complaint submitted on a form prescribed by the Town Clerk.
1.5 Frivolous or Vexatious Complaint means the Complaint is initiated with malicious intent or is part of a pattern of conduct by the Complainant that amounts to an abuse of the Complaint process. For greater clarity “frivolous” means lacking basis or merit; a matter that has little prospect of success; not serious, not reasonably purposeful. For greater clarity “vexatious” means without reasonable or probable cause or excuse; harassing; annoying; instituted maliciously or on the basis of improper motives; intended to harass or annoy.
1.6 Ombudsman means the individual designated and appointed by the Council of the Town of Whitby as an Ombudsman in accordance with the Municipal Act, or an Ombudsman having jurisdiction in accordance with the Ombudsman Act. 2 What is a Complaint?
2.1 The following are examples of Complaints covered by this policy:
• Concern that a matter was not completed or carried out in accordance with Town policies or standards (i.e. requirement to provide proper public notice in accordance with the Council approved Notice Policy);
• Receiving poor customer service (i.e. poor interaction with a Town employee);
• The timeliness through which a service was provided (i.e. delay in issuance of a permit or licence beyond standard service timelines); or
• The quality of a service provided (i.e. service requested was not the service provided).
Policy Title: Public Complaint Policy Policy Number: CA 190 Page 3 of 5
Page 80 of 378 Agenda Item # 6.2
2.2 A Complaint is distinct from:
• a request for service made on behalf of a citizen for a specific service; • a general enquiry or specific request for information regarding a municipal service; • a request to increase service levels or provide a new service; • an opinion or feedback, comment and expression of interest in a program or service; • an expression of approval or compliment for municipal staff member, program, product or process; and, • a suggestion or idea submitted with the aim of improving services, programs, products or processes.
2.3 The following Complaints will not be accepted or investigated in accordance with this Policy:
• A Frivolous or Vexatious Complaint; • Anonymous Complaints; • Complaints regarding a decision or recommendation of Council or a Committee of Council; • Complaints against a Member of Council, Advisory Committee or Board for matters subject to a Code of Conduct duly approved by Council (subject to review by the Town’s appointed Integrity Commissioner, or in lieu thereof, by Council); • Complaints regarding whether a meeting of Council was properly held in accordance with the Municipal Act (subject to review by the Town’s appointed Closed Meeting Investigator); • Complaints which involve ongoing litigation; • Any decision, recommendation, act or omission of any person acting as a legal adviser to the Town or acting as counsel to them in relation to any proceedings; • The outcome of an insurance claim processed by the Town’s insurer; • Matters pertaining to a Board under the Public Libraries Act; or, • Any decision, recommendation, act or omission by the Town, in respect of which there is, under any Act, a right of appeal or objection, or a right to apply for a hearing or review, on the merits of the case to any court, or to any tribunal constituted by or under any Act. 3 Complaint Submission and Processing
3.1 The Town Clerk shall intake and process complaints, and departments review and respond to complaints in accordance with the Public Complaint Procedure prescribed by the Town Clerk and approved by the CAO.
Policy Title: Public Complaint Policy Policy Number: CA 190 Page 4 of 5
Page 81 of 378 Agenda Item # 6.2
4 Complaint Resolution – Guiding Principles
4.1 Any person impacted by any decision or recommendation made or act done or omitted in the course of the administration of the Town of Whitby may submit a Formal Complaint. If a person requires assistance submitting a complaint, an individual acting on the Complainant’s behalf may submit the Complaint and provide evidence that the Complainant has provided their consent for said person to act as their agent.
4.2 It is in the interest of all parties that complaints are dealt with promptly and resolved in an expeditious manner. Complaints submitted to the Office of the Town Clerk will be referred to the appropriate department for review.
4.3 All Complaints will be treated in a confidential manner in order to protect the Complainant’s privacy in accordance with the Municipal Freedom of Information and Protection of Privacy Act, subject to the need to disclose such information as required by law or as may reasonably be necessary in order to properly investigate the matter. Where possible and deemed necessary, the Town shall protect the privacy of any employee who is the subject of a Complaint.
4.4 Review of complaints shall be impartial and respectful to the parties involved. 4.5 Complainants are to be provided with clear and understandable reasons for how decisions on the Complaint were determined.
4.6 Complainants shall be provided with the contact information for the Ombudsman in the event that they are dissatisfied with the final Complaint resolution or response by the Town.
This Policy is hereby approved by Council Resolution ______on this _____ day of ______, 20__.
Policy Title: Public Complaint Policy Policy Number: CA 190 Page 5 of 5
Page 82 of 378 Attachment 2 to Report CLK 05-18
Town of Whitby - Public Complaint Process
OTC logs, assigns file number, and Complaint is Formal complaint provides acknowledgement notice forwarded to is received by to complainant within 3 business department(s) Office of the Town days (see also Customer Service responsible for review Clerk (OTC) Policy CA 210) and response
Staff respond to OTC will be notified complainant, indicating Department by the Town’s Department Staff review matter can be referred Head reviews Ombudsman of any and prepare a response to Ombudsman if and concurs complaints filed and/or proposed resolution complaintant remains with response against the Town unsatisfied
Town Clerk confirms Staff provide copy of Where necessary Department Head response to OTC and or if the decision with completed Internal Department Head Ombudsman prior to Compalint Review and is the subject of review of complaint Response Form the complaint, the CAO may be consulted
Ombudsman Ombudsman provides Page 83 of 378
reviews complaint written report with Agenda Item # 6.2 and determines if findings and any investigation recommendations to required Town Clerk Agenda Item # 6.2
Attachment 3 to Report CLK 05-18
Town of Whitby Policy
Policy Title: Public Complaint Policy Policy Number: CA 190 Reference: Bill 8, the Public Sector and MPP Accountability and Transparency Act, 2014, Council Resolution #573-16 Date Originated: November 21, 2016 Date Revised: Not applicable Review Date: As required Approval: Council Point of Contact: Town Clerk
Policy Statement The Corporation of the Town of Whitby is committed to a consistent and uniform process to respond to complaints received from members of the public and ensure an approach where all complaints are dealt with fairly in a respectful and timely manner. Purpose
The purpose of this policy is intended to establish a framework for addressing and responding to public complaints regarding the services provided by the administration of the Town of Whitby. The policy will further assist in contributing to the continuous improvement of Town services and operations. Application 1. This policy applies to all Town of Whitby departments, services, operations and employees.
2. This policy shall be made available and accessible to those accessing services provided by the administration of the Town of Whitby.
3. All Departments are encouraged to resolve complaints expediently and informally.
4. Complaints subject to this Policy must be submitted and considered in accordance with this Policy prior to being filed with the Ombudsman.
Page 84 of 378 Agenda Item # 6.2
5. The Town Clerk has the authority to establish a Public Complaint Procedure for the purpose of defining specific responsibilities of staff for the submission, receipt, assessment, and response process required when a complaint is made by a member of the public.
Policy Title: Public Complaint Policy Policy Number: CA 190 Page 2 of 7
Page 85 of 378 Agenda Item # 6.2
Index
1 Definitions 4 3 What is a Complaint? 4 4 How to File a Complaint 6 5 Guiding Principles 6 6 Service Standards 6
Policy Title: Public Complaint Policy Policy Number: CA 190 Page 3 of 7
Page 86 of 378 Agenda Item # 6.2
1 Definitions
1.1 Complainant means any member of the public who makes a Complaint about any decision or recommendation made or act done or omitted in the course of the administration of the Town of Whitby.
1.2 Complaint means an expression of dissatisfaction with any decision or recommendation made or act done or omitted in the course of the administration of the Town of Whitby. For further clarity, a complaint about a decision or recommendation of Council or a Committee of Council is not considered a complaint for the purpose of this Policy.
1.3 Department Head means an officer or employee of the Town who will generally hold the title of ‘Commissioner’, appointed by the Chief Administrative Officer or Council, as required, to oversee a department, or a person appointed or designated to act in place of the Commissioner when the Commissioner is absent or refuses to act.
1.4 Informal Complaint means a verbal or written Complaint that has been received, is generally minor in nature, and can be resolved promptly and without further escalation.
1.5 Formal Complaint means a written Complaint, which may have started as an Informal Complaint that was unsuccessfully resolved, or is a complaint regarding a more serious matter.
1.6 Frivolous or Vexatious Complaint means the Complaint is initiated with malicious intent or is part of a pattern of conduct by the Complainant that amounts to an abuse of the Complaint process. For greater clarity “frivolous” means lacking basis or merit; a matter that has little prospect of success; not serious, not reasonably purposeful. For greater clarity “vexatious” means without reasonable or probable cause or excuse; harassing; annoying; instituted maliciously or on the basis of improper motives; intended to harass or annoy.
1.7 Ombudsman means the individual designated and appointed by the Council of the Town of Whitby as an Ombudsman in accordance with the Municipal Act, or an Ombudsman having jurisdiction in accordance with the Ombudsman Act.
2 What is a Complaint?
2.1 The following are examples of Complaints covered by this policy: • Concern that a matter was not completed or carried out in accordance with Town policies or standards (i.e. requirement to provide proper public notice in accordance with the Council approved Notice Policy);
Policy Title: Public Complaint Policy Policy Number: CA 190 Page 4 of 7
Page 87 of 378 Agenda Item # 6.2
• Receiving poor customer service (i.e. poor interaction with a Town employee);
• The timeliness through which a service was provided (i.e. delay in issuance of a permit or licence beyond standard service timelines); or
• The quality of a service provided (i.e. service requested was not the service provided).
2.2 A Complaint is distinct from:
• a request for service made on behalf of a citizen for a specific service; • a general enquiry or specific request for information regarding a municipal service; • a request to increase service levels or provide a new service; • an opinion or feedback, comment and expression of interest in a program or service; • an expression of approval or compliment for municipal staff member, program, product or process; and, • a suggestion or idea submitted with the aim of improving services, programs, products or processes.
2.3 In addition to matters outlined in Section 2.2, for further clarity, the following complaints are not subject to this Policy:
• Complaints that are deemed to be of frivolous or vexatious by the Town Clerk; • Anonymous Complaints; • Complaints regarding a decision or recommendation of Council or a Committee of Council; • Complaints against a Member of Council, Advisory Committee or Board for matters subject to a Code of Conduct duly approved by Council (subject to review by the Town’s appointed Integrity Commissioner, or in lieu thereof, by Council); • Complaints regarding whether a meeting of Council was properly held in accordance with the Municipal Act (subject to review by the Town’s appointed Closed Meeting Investigator); • Complaints which involve ongoing litigation; • Any decision, recommendation, act or omission of any person acting as a legal adviser to the Town or acting as counsel to them in relation to any proceedings; • The outcome of an insurance claim processed by the Town’s insurer; • Matters pertaining to a Board under the Public Libraries Act; any decision, recommendation, act or omission by the Town, in respect of which there is, under any Act, a right of appeal or objection, or a right to apply for a hearing or review, on the merits of the case to any court, or to any tribunal constituted by or under any Act.
Policy Title: Public Complaint Policy Policy Number: CA 190 Page 5 of 7
Page 88 of 378 Agenda Item # 6.2
3 How to File a Complaint
3.1 Complaints may be given verbally or in writing and should be submitted to the department that has responsibility for the matter or to which the Complaint is regarding. The Office of the Town Clerk may assist in receiving Complaints, but shall direct Complaint submissions to the appropriate department contact for review. The Town Clerk may establish Public Complaint Procedures to further specify staff responsibilities and appropriate processing of Complaints.
4 Guiding Principles
4.1 Any person impacted by any decision or recommendation made or act done or omitted in the course of the administration of the Town of Whitby may submit a Complaint. If a person requires assistance submitting a complaint, an individual acting on the Complainant’s behalf may submit the complaint and provide evidence that the Complainant has provided their consent for said person to act as their agent.
4.2 It is in the interest of all parties that complaints are dealt with promptly and resolved in an expeditious manner. Complaints submitted to the Town will be referred to the appropriate department for review.
4.3 All Complaints will be treated in a confidential manner in order to protect the Complainant’s privacy in accordance with the Municipal Freedom of Information and Protection of Privacy Act, subject to the need to disclose such information as required by law or as may reasonably be necessary in order to properly investigate the matter. Where possible and deemed necessary, the Town shall protect the privacy of any employee who is the subject of a Complaint.
4.4 Review of complaints shall be impartial and respectful to the parties involved. 4.5 Complainants are to be provided with clear and understandable reasons for how decisions on the Complaint were determined.
4.6 Complainants will be advised of the option to contact the Ombudsman in the event that they are dissatisfied with the Complaint process or outcome.
5 Service Standards
5.1 The following Service Standards will be adhered to in the handling of all complaints received:
Policy Title: Public Complaint Policy Policy Number: CA 190 Page 6 of 7
Page 89 of 378 Agenda Item # 6.2
• Complaints are to be submitted directly to the department that has responsibility for the matter or to which the complaint is regarding. The Office of the Town Clerk may assist in receiving and directing complaints to the appropriate department for review. • Complaints are to be submitted in accordance with the practices specific to each department or operation (i.e. on the appropriate complaint or feedback form). • If a response to a Complaint cannot be provided in a timely manner, the department shall at a minimum acknowledge receipt and provide an estimated timeframe for response. • A final response or update must be sent to the Complainant in a timely manner, barring unforeseen circumstances. • Complaints may be prioritized, depending on the circumstances. • The Town Clerk, upon approval by the CAO, may set more specific timelines for complaint responses through Public Complaint Procedures. • Where possible, Complaints shall be handled by front line supervisors and managers; however, the Department Head shall remain the final arbitrator of Complaints and must confirm the department’s response prior to the Ombudsman investigating the Complaint. • Where necessary, the Department Head shall consult with the Chief Administrative Officer prior to issuing the department’s final response. • Complainants shall be provided with the contact information for the Ombudsman in the event that they are dissatisfied with the process or outcome.
This Policy is hereby approved by Council Resolution #573-16 on this 21st day of November, 2016.
Policy Title: Public Complaint Policy Policy Number: CA 190 Page 7 of 7
Page 90 of 378 Agenda Item # 6.3
Town of Whitby Staff Report whitby.civicweb.net
Report Title: Emergency Purchase – Taunton Road Multi-Use Path
Report to: Operations Committee Submitted by: Suzanne Beale, Commissioner of Public Date of meeting: March 5, 2018 Works, x4311
Report Number: PW 9-18 Acknowledged by M. Gaskell, Chief Administrative Officer Department(s) Responsible: For additional information, contact: Public Works Department Greg Hardy, Manager of Engineering and Infrastructure Services Ed Reischke, Supervisor of Construction Services
1. Recommendation: 1. That Public Works Report PW 9-18 be received for information. 2. Highlights: • Contract T-17-2016 to complete new sidewalk/multi-use path works on Taunton Road and Baldwin Street was terminated after approximately 50% of works were completed.
• In order to address immediate/emergency safety, accessibility and liability concerns – the remaining works on Taunton Road were completed by two contractors that had existing contracts for similar work within the Town of Whitby. 3. Background: Section 13 of the Town of Whitby Purchasing Policy (2003) states: Under circumstances where the immediate purchase of goods or services is essential to prevent serious delays, further damage, threat to life, restore minimum service, the employee shall, on the approval of the appropriate
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Department Head (or designate) obtain such goods and services at the lowest obtainable prices given considering the emergency nature of the situation. In the event that the purchase amount exceeds $50,000, the Treasurer and the CAO shall be notified and report of the incident shall be submitted to the appropriate Committee and Council at the earliest possible time. 4. Discussion: Contract T-17-2016 was awarded in late 2016 to complete a new temporary asphalt sidewalk on Baldwin Street North from Canary Street to the south side of Highway 407 Bridge (east side) and to construct a multi-use path on Taunton Road from Valleywood Street to the Whitby/Oshawa border. The contract was terminated in July 2017 as outlined in Closed Session Report LS 11-18. At that time, approximately 70% of the Taunton Road multi-Use pathway works were completed and approximately 25% of the Baldwin Street temporary sidewalk works were completed. In order to address immediate safety, accessibility and liability concerns – due to the proximity of schools and being located on a high-speed arterial roadway – the remaining 30% of works on Taunton Road (asphalt and concrete works) were directly awarded to and completed by two contractors with existing contracts for similar work within the Town of Whitby. The T-506-2017 Miscellaneous Patching Contractor, Appco Paving Ltd, was awarded the remaining asphalt path works on Taunton Road at a value of $258,395.29. The T-502-2017 Sidewalk Construction Contractor, Onsite Contracting Inc., was awarded the remaining concrete works on Taunton Road at a value of $116,823.50. The remaining 75% of works on Baldwin Street, did not create any immediate safety, accessibility and liability concerns – as such will be re-tendered in 2018. 5. Financial Considerations: The costs to repair deficient works from the original contract (approximately $75,000 including administration costs) will be performed by others in 2018. The price differential between the emergency works performed by Appco/Onsite, in lieu of the original contract values is (approximately $60,000 including administration costs). Recovery of these costs was addressed in Closed Session Report LS 11-18. While the Baldwin Street temporary asphalt sidewalk works will be re-tendered in 2018 – it is currently anticipated that project budget will not require any additional funds as a result of the contract termination.
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6. Communication and Public Engagement: N/A 7. Input from Departments/Sources: The Public Works Department worked with Corporate Services and Legal Services Departments in preparation of this Report. 8. Strategic Priorities: Whitby Council 2014-2018 Goals: To continue the Whitby tradition of responsible financial management and respect for taxpayers; and to understand the importance of affordability to a healthy, balanced community. 9. Attachments: N/A
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Town of Whitby Staff Report whitby.civicweb.net
Report Title: Highway 401 Improvements and Brock Street Structure Replacement (MTO) - Revised
Report to: Operations Committee Submitted by: Suzanne Beale, Commissioner of Public Date of meeting: March 5, 2018 Works, x4311
Report Number: PW 13-18 Acknowledged by M. Gaskell, Chief Administrative Officer Department(s) Responsible: For additional information, contact: Public Works Department Greg Hardy, Manager of Engineering and Infrastructure Services Tara Painchaud, Manager of Transportation and Parking Services Joshua Schembri, Project Engineer
1. Recommendation: 1. That Council receive Staff Report PW 13-18 for information. 2. That a copy of Staff Report PW 13-18 be forwarded to the Ontario Minister of Transportation, the Minister of the Environment and Climate Change, the Region of Durham, and AECOM. 3. That a response to the Town of Whitby comments on the Design and Construction Report for the Brock Street structure (see Attachment 2), as well as report PW 29-17, be requested to the Ministry of Transportation. 2. Highlights: • The Ontario Ministry of Transportation (MTO) retained AECOM Canada Limited (AECOM) to complete a Class Environmental Assessment (EA) and detail design for replacement of the Brock Street structure at Highway 401
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and improvements to Highway 401 from west of Harwood Avenue to west of Stevenson Road.
• The project followed the approved planning process for Group ‘B’ projects under the MTO’s Class Environmental Assessment for Provincial Transportation Facilities, which included opportunities for public input.
• A Design and Construction Report (DCR) was prepared to document the project’s process, details of the design, consultation undertaken throughout, and a summary of potential environmental effects and mitigation measures.
• The DCR was placed on the public record for a thirty (30) day review period beginning on January 26, 2018 and ending February 26, 2018. The public notice is provided as Attachment 1. • Town of Whitby staff reviewed the DCR and have provided comments to MTO/AECOM as shown in Attachment 2. 3. Background: The Ontario Ministry of Transportation (MTO) is proposing improvements to Highway 401 and the replacement of the Brock Street structure at Highway 401. Construction is expected to commence in 2018 and last for three years. The proposed work scope includes: • Replacement of the Brock Street structure (Site 22-151) which will include a new/improved sidewalk on the east side and a new multi-purpose path on the west side;
• Reconfiguration of the Brock Street interchange including adjustments to the Eastbound on and off ramps, and the Westbound on-ramp, west of Brock Street;
• Widening of approximately 2.1 km of Highway 401 to include auxiliary lanes, one in each direction, between Highway 412 and Brock Street;
• Easterly extension of full illumination along Highway 401 to east of Brock Street;
• Extension of MTO’s Advanced Traffic Management System (ATMS) from Highway 412 to Brock Street;
• Pavement rehabilitation of Brock Street, Brock Street interchange, and Highway 401 from west of Harwood Avenue to Salem Road (approximately 1.8 km) and from west of Brock Street to west of Stevenson Road (approximately 2.9 km);
• Replacement of the existing noise wall on the north side of Highway 401, from Brock Street to west of Henry Street;
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• Extension of the existing noise wall on the north side of Highway 401 from its current terminus on the east side of Lynde Creek, to across Lynde Creek and to just east of Highway 412;
• Rehabilitation of the Tributary to Lynde Creek culvert located under Highway 401 and east of Highway 412; and
• Adjustments to the local multi-use path system and local road network, including a new cul-de-sac on King Street and reconstruction of Miller Street between Byron Street and Centre Street. The project has followed the approved planning process for Group ‘B’ projects under the MTO’s Class Environmental Assessment for Provincial Transportation Facilities, which included opportunities for public input. In May 2013, a Transportation and Environmental Study Report (TESR) was issued for the “Highway 401 Class EA and Preliminary Design Study, from Salem Road, Ajax to Brock Street, Whitby”. The 2013 TESR outlined MTO’s plans for the Highway 401 corridor from Salem Road in Ajax to Brock Street in Whitby. A separate TESR was prepared in November 2015 for the “Highway 401 Rehabilitation and Long-Term Widening Needs from Brock Road to Courtice Road Environmental Assessment and Preliminary Design Study”. The 2015 TESR outlined the rehabilitation needs of Highway 401 from Brock Road in Pickering to Courtice Road in Clarington. A Design and Construction Report (DCR) was issued in January 2018 for the MTO’s upcoming project involving Highway 401 improvements and replacement of the Brock Street structure at Highway 401. The DCR builds on the 2013 and 2015 TESRs and documents the project’s process, details of the design, consultation undertaken throughout, and a summary of potential environmental effects and mitigation measures. The DCR was placed on the public record for a thirty (30) day review period beginning on January 26, 2018 and ending February 26, 2018. The public notice is provided as Attachment 1. The Town of Whitby has provided comments and suggestions throughout the design process. Most notably, the Town has worked with the MTO to expand the multi-use path network as part of their upcoming construction contract. New multi-use paths will be provided north of Highway 401 adjacent to the new noise barrier wall and on the new Brock Street structure. The Town also worked with the MTO to have a multi-use path included as part of the recently reconstructed Henry Street structure, completed in 2017. In December 2017 Public Works staff completed a staff report on the Brock Street interchange (PW 29-17). As part of the report, staff requested that the Ministry undertake updated traffic analysis and reconsider the relocation of the existing Highway 401 Westbound on/off ramps on Consumers Drive to Garden Street. To date a response from the MTO or their consultant, AECOM, has not been received.
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4. Discussion: Construction Staging and Traffic Management To mitigate traffic impacts, work that will result in significant traffic impacts (e.g. closure of Highway 401 to remove the existing Brock Street structure), is proposed for the overnight period. It has been noted in the DCR that construction staging and traffic management will generally adhere to the following:
• Six lanes of traffic (three per direction) are to be maintained on Highway 401 at all times, with single and double lane closures permitted only during overnight periods.
• Four lanes of traffic (two lanes per direction) are to be maintained on Brock Street during peak periods.
• All ramps are to be maintained during peak periods with ramp closures permitted only during overnight periods.
• Two full night time closures of Highway 401 (8 hours each) will be required for the demolition of the existing Brock Street structure.
• A total of five stages will be used to demolish the existing Brock Street structure and construct the new bridge. Work is expected to begin in Spring 2018 and last for three construction seasons, or three years.
• Highway 401 will be fully closed on two separate overnight periods to allow for the removal of the existing bridge. During this time, highway traffic will be diverted onto municipal or regional roads to follow detour routes. Detour routes include the use of Lake Ridge Road, Victoria Street, Brock Street, Consumers Drive, Dundas Street, and Thickson Road. It should be noted that the Town of Whitby requested additional detailed drawings on the construction staging. Further plans were received on February 7, 2018. Additional information is still being requested by the Town. The Town has worked with the MTO to include a 3.0 m wide multi-use path on the west side of the new Brock Street structure, which is similar to what was done on the newly constructed Henry Street structure. Additionally, this construction assignment will include the installation of new 2.5 m wide multi-use paths on the north side of Highway 401 adjacent to the new noise barrier wall; these new multi- use paths will create a continuous trail from Brock Street to west of Annes Street.
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Town of Whitby Staff Comments Town of Whitby staff has reviewed the DCR and provided comments to MTO/AECOM (see Attachment 2); the Town’s comments are summarized below: • The Town requests that the MTO provide details on the most recent directive regarding MTO assuming funding for active transportation on interchanges/bridges. It is staff’s understanding that at a meeting regarding the Cycle ON Strategy, MTO committed to funding active transportation improvements on their infrastructure.
• The DCR includes only a very high level overview of the staging and traffic impacts, but does not include specific details or drawings regarding the overall project staging and restrictions to the road network. The Town requests that the MTO provide more specific details to allow for a better understanding of how the travelling public (auto, non-auto, transit) will be impacted and ensure that proposed signage and notification has been provided.
• That the Town of Whitby is held harmless for any detour on municipal roads. It is further noted that the Town does not support Dundas Street being identified as a formal Highway 401 detour through the downtown core.
• Communication is key to a successful project. As such, the Town requests the following as part of the Brock Street project: • A project office/site office and/or toll-free phone number be available for the public. • Quarterly newsletters identifying the progress or any delays. • Presentation(s) to Whitby Council to communicate the project status, as requested by Town staff. • Increased communication to GO Transit users on construction impacts and available capacity at other GO station sites, such as the GO station within the Town of Ajax. • Increased communication and coordination with the Region of Durham, Durham Region Transit and the Town of Whitby related to mitigation of impacts. • Identification of a quick collision response program in the event of a collision within the construction area. • Increase communication and coordination with emergency response services. There is a fire station immediately south of the work zone that could potentially be impacted by construction activities.
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• The Town has offered to assist the MTO with disseminating notices (e.g. construction activities and road restrictions) to the public via the Town’s communications network. • It is suggested that response times through the construction zone be communicated to the public as appropriate.
• To be consistent with standard practices, the Town requests that the MTO provide a consistent 3.0 m width for all multi-use paths constructed as part of this assignment.
• At this time, a response from the Ministry/AECOM has not been received to Staff Report PW 29-17 (December 4, 2017). As part of that report, Town staff requested traffic analysis supporting documentation from the TESR including the assessment of the operating conditions and impacts associated with the proposed Brock Street/Consumers Drive intersection configuration. It was noted in the DCR (page 48) that Synchro/Sim Traffic reports for each major intersection were provided in the Highway 401 Class EA and Preliminary Design Study (2013), however, no analysis worksheets were included in this document. The storage lengths and traffic signal timings analyzed as part of the EA, and carried forward for the DCR, are unknown.
• The Brock Street/Consumers Drive intersection configuration in the DCR physically permits the through movement to westbound Highway 401 from the dedicated right turn lane on Consumers Drive. This movement is encouraged during the construction staging. Given the configuration, it is expected that it will be a regular occurrence for motorists to use the opportunity to by-pass the queue and access westbound Highway 401 from the dedicated right turn lane. This will compromise safety and the capacity of the westbound right turn movement. As part of Staff Report PW 29-17, Public Works had requested that the need and design (i.e. two lane on- ramp) be reaffirmed.
• The DCR report on public review does not include a westbound right-turn channel at the Brock Street/GO Station/Highway 401 intersection. However, additional drawings received by the Town show that the westbound dual right turn lanes, as identified in the approved EA, have been changed to a single lane channelized right-turn movement. The rationale and supporting traffic analysis to introduce a right turn channel at the Brock Street/GO Station/Highway 401 intersection has not been provided. The increased crossing distance and free-flow movement has the potential to increase the collision risk for drivers and pedestrians.
• The Town requests that the traffic islands on Brock Street be finished with impressed concrete and that the Brock Street/GO Station/Highway 401
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intersection include all necessary civil and electrical components to allow for future crosswalks on all legs of the intersection.
• To mitigate noise levels to nearby residents, the Town requests that the existing noise wall north of Highway 401 be removed only after the new noise wall is installed. 5. Financial Considerations: The multi-use paths will be included in the MTO’s overall construction contract. The Town requests that the MTO provide details on the most recent directive regarding MTO assuming funding for active transportation on interchanges/bridges. It is staff’s understanding that at a meeting regarding the Cycle ON Strategy, MTO committed to funding active transportation improvements on their infrastructure. Staff has requested this confirmation. 6. Communication and Public Engagement: This project followed the approved planning process for MTO’s Class Environmental Assessment for Provincial Transportation Facilities for Group ‘B’ projects. The process provided opportunities for public input. Most recently, the MTO/AECOM project team solicited public feedback regarding the Design and Construction Report. The successful Contractor and the MTO will be responsible for developing a Communications Plan for the general public during construction. The Town of Whitby has offered to assist the MTO with circulating notices through the Town’s communications network. 7. Input from Departments/Sources: The MTO’s Design and Construction Report was reviewed jointly by the Public Works Department and the Community and Marketing Services Department. 8. Strategic Priorities: The Town’s comments on the MTO’s Design and Construction Report (as provided in Attachment 2) are consistent with the Town’s Strategic Priorities as follows:
• Develop a safe and healthy community.
• Improve municipal and community infrastructure. 9. Attachments: Attachment 1 – Notice of Submission - Design and Construction Report Attachment 2 – Town of Whitby Comments on MTO’s Design and Construction Report
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Attachment 1
NOTICE OF SUBMISSION DESIGN AND CONSTRUCTION REPORT Replacement of the Brock Street Bridge at Highway 401 and Improvements to Highway 401 from west of Harwood Avenue to west of Stevenson Road G.W.P. 2410-13-00
THE PROJECT The Ontario Ministry of Transportation (MTO) retained AECOM Canada Limited (AECOM) to complete the Class Environmental Assessment (EA) and Detail Design for the replacement of the Brock Street bridge at Highway 401 and improvements to Highway 401 from west of Harwood Avenue to west of Stevenson Road, in the Town of Ajax, the Town of Whitby and the City of Oshawa and within the Regional Municipality of Durham. THE RECOMMENDED PLAN The recommended plan includes: x Replacement of the Brock Street Bridge (Site #22-151); x Reconfiguration of the Brock Street interchange including adjustments to the Eastbound on and off ramps, and the Westbound on-ramp, west of Brock Street; x Widening of Highway 401 to include auxiliary lanes, one in each direction, between Highway 412 and Brock street; x Extension of full illumination along Highway 401 to east of Brock Street; x Extension of MTO’s Advanced Traffic Management System (ATMS) from Highway 412 to Brock Street; x Pavement rehabilitation of Brock Street, Brock Street interchange, and Highway 401 from west of Harwood Avenue to Salem Road and from west of Brock Street to west of Stevenson Road; x Replacement of the existing noise wall on the north side of Highway 401, from Brock Street to west of Henry Street; x Extension of the existing noise wall on the north side of Highway 401 from its current terminus on the east side of Lynde Creek, across Lynde Creek and to just east of Highway 412; x Rehabilitation of the Tributary to Lynde Creek culvert; and x Adjustments to the local multi-use path system and local road network include reconstruction of the cul- de-sac on King Street and reconstruction of Miller Street between Byron Street and Centre Street. Periodic night time lane reductions on Highway 401 and two (2) weekend overnight closures of Highway 401 will also be required. Construction is anticipated to take three (3) construction seasons and is planned to start in 2018. The location of the Brock Street bridge and the limits of the project are shown on the above Study Area map. THE PROCESS The project has followed the approved planning process for a Group ‘B’ project under the Class Environmental Assessment for Provincial Transportation Facilities (2000) with opportunities for the public and interested parties to discuss the project with the project team throughout. The project is being undertaken as part of MTO’s plans for the Highway 401 corridor from Salem Road in Ajax, to Brock Street in Whitby as documented in the “Highway 401 Class Environmental Assessment and Preliminary Design Study from Salem Road, Ajax to Brock Street Whitby Transportation Environmental Study
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Attachment 1
Report” (June, 2013). The project is also being undertaken as part of MTO’s plans for the Highway 401 corridor from Brock Street in Whitby, to Courtice Road in Clarington as documented in the “Highway 401 Rehabilitation and Long-Term Widening Needs from Brock Road to Courtice Road Environmental Assessment and Preliminary Design Study Transportation Environmental Study Report” (November 2015). A Design and Construction Report (DCR) has been prepared to document the process, the design, staging and traffic management measures for the recommended improvements, the potential environmental impacts and proposed mitigation measures, and the consultation undertaken throughout the project. The DCR is being placed on the public record and made available for a thirty (30) day review period beginning January 26, 2018 and ending February 26, 2018. The DCR is available for review during regular business hours at the following locations: Ministry of Transportation AECOM Regional Municipality of Central Region 300 Water Street Durham 159 Sir William Hearst Avenue 3rd Whitby, ON L1N 9J2 Clerk’s Department Floor Mon. - Fri. 8:30 a.m. to 4:30 p.m. 605 Rossland Road East Toronto, ON M3M OB7 Whitby, ON L1N 6A3 Mon. - Fri. 8:30 a.m. to 4:30 p.m. (905) 668-7711 Mon. - Fri. 8 a.m. to 5 p.m.
Oshawa Clerk’s Office Ajax Clerk’s Office Whitby Clerk’s Office City of Oshawa Town of Ajax Town of Whitby 5th Floor, Rundle Tower 65 Harwood Avenue South 575 Rossland Road East 50 Centre Street South Ajax, ON L1S 2H9 Whitby, ON L1N 2M8 Oshawa, ON L1H 3Z7 (905) 683-4550 (905) 430-4315 (905) 436-3311 Mon. - Fri. 7:30 a.m. to 4 p.m. Mon. - Fri. 8:30 a.m. to 4:30 p.m. Mon. - Fri. 8 a.m. to 5 p.m.
Oshawa Public Library Ajax Public Library Whitby Public Library McLaughlin Branch Main Branch Central Branch 65 Bagot St. 55 Harwood Avenue South 405 Dundas Street West Oshawa, ON L1H 1N2 Ajax, ON L1S 2H8 Whitby, ON L1N 6A1 (905) 579-6111 (905) 683-4000 (905) 668-6531 Mon. - Thurs. 9 a.m. to 8 p.m. Mon. - Thurs. 9:30 a.m. to 9 p.m. Mon. - Fri. 9:30 a.m. to 9 p.m. Fri. - Sun. 9 a.m. to 5 p.m. Fri. 9:30 a.m. to 7 p.m. Sat. 9 a.m. to 5 p.m. Sat. 9:30 a.m. to 5 p.m. Sun. 1 p.m. to 5 p.m. Sun. 1 p.m. to 5 p.m.
COMMENTS Interested stakeholders are encouraged to review the DCR and provide comments by February 26, 2018. Consistent with the MTO Class EA, there are no Part II Order (bump-up) opportunities. To obtain additional information or to provide comments, please contact: Mr. Jon Newman, P. Eng. or Mr. Amit Sharma, P. Eng. Consultant Project Manager Sr. Project Engineer AECOM MTO Planning and Design – 300 Water Street Toronto/Durham Whitby, ON L1N 9J2 4th Floor, 159 Sir William Hearst Avenue Phone: (905) 668-4021 x2228 Toronto, ON M3M 0B7 E-mail: [email protected] Phone: (416) 235-5349 Email: [email protected] If you have any accessibility requirements in order to participate in this project, please contact one of the project team members listed above. Comments are being collected to assist MTO with the design and to meet the requirements of the Ontario Environmental Assessment Act. This material will be maintained on file for use during the project and may be included in project documentation. Information collected will be used in accordance with the Freedom of Information and Protection of Privacy Act. With the exception of personal information, all comments will become part of the public record.
Renseignements en français disponibles en composant le (905) – 882-4401 poste 1854 (Karen Cooper) ou [email protected].
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Attachment 1
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Attachment 1
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Attachment 2
Town of Whitby Public Works Department 575 Rossland Road East, Whitby, ON L1N 2M8 www.whitby.ca
February 23, 2018
Amit Sharma, P.Eng. Senior Project Manager MTO Planning and Design – Toronto/Durham 4th Floor, 159 Sir William Hearst Avenue Toronto, Ontario M3M 0B7
Re: Town of Whitby Comments on the Design and Construction Report (DCR) Replacement of the Brock Street Bridge at Highway 401 and Improvements to Highway 401 from West of Harwood Avenue to West of Stevenson Road G.W.P. 2410-13-00
Thank you for providing us the opportunity to comment on the Design and Construction Report for the above noted project. Our comments are provided below:
1. Please provide details on the most recent directive regarding MTO assuming funding for active transportation on interchanges/bridges. It is staff’s understanding that at a meeting regarding the Cycle ON Strategy, MTO committed to funding active transportation improvements on their infrastructure.
2. This multi-year assignment will have a tremendous impact on the residents of Whitby, with major construction taking place on Highway 401 and local roads. It is anticipated that a significant degree of traffic staging will be required to facilitate construction; however, the drawings provided in the DCR do not include sufficient staging details. It is unclear how vehicles, pedestrians, and cyclists will be accommodated during construction. Please provide additional details/drawings.
3. It is noted in the DCR that the Highway 401 lane closures and ramp closures will be permitted during overnight periods and that four lanes of traffic will be maintained on Brock Street during peak periods. Please define the timing windows associated with overnight periods and peak periods. What is the extent of lane closures and disruptions anticipated on Brock Street during off-peak periods?
4. The DCR references a Communication Plan to keep the public apprised of construction activities and road restrictions, thus allowing them to make informed
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decisions when planning their travel routes. Exhibit 6.1 does not list the Town of Whitby as one of the stakeholders to be consulted as part of the overall Communication Plan. The Town is willing to assist with notifying residents of upcoming activities by distributing notices through the Town’s communications network. Please ensure that the Contractor includes the Town of Whitby in their Communication Plan.
5. Please ensure that adequate on-site signage is provided with Ministry contact information.
6. Provide a project office/site office and/or toll-free phone number for the public.
7. Publish a quarterly newsletter which identifies the construction progress or any anticipated delays.
8. Attend Whitby Council or Committee meetings to communicate the project status, as requested by Town staff.
9. Provide increased communication to GO Transit users on construction impacts and available capacity at other GO station sites, such as the GO station within the Town of Ajax.
10. Increase communication and coordination with the Region of Durham, Durham Region Transit, and the Town of Whitby related to mitigation of impacts (i.e. traffic signal timing, Durham Regional Police Services presence, etc.).
11. Identify a quick collision response program in the event of a collision within the construction area.
12. Increase communication and coordination with emergency response services. There is a fire station immediately south of the work zone that could potentially be impacted by construction activities.
13. Communicate response times through the construction zone to the public, as appropriate.
14. That the Town of Whitby is held harmless for any detour on municipal roads.
15. The Town does not support Dundas Street being identified as a formal detour through the downtown core.
16. At this time, a response from the Ministry/AECOM has not been received to Staff Report PW 29-17 (December 4, 2017). As part of that report, Town staff requested traffic analysis supporting documentation from the TESR including the assessment of the operating conditions and impacts associated with the proposed Brock Street/Consumers Drive intersection configuration.
It was noted in the DCR (page 48) that Synchro/Sim Traffic reports for each major intersection were provided in the Highway 401 Class EA and Preliminary
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Design Study (2013), however, no analysis worksheets were included in this document. Storage lengths, traffic signal timings, etc. analyzed as part of the EA, and carried forward for the DCR, are unknown. 17. The Brock Street/Consumers Drive intersection configuration in the DCR physically permits the through movement to westbound Highway 401 from the dedicated right turn lane on Consumers Drive. This movement is encouraged during the construction staging. Given the configuration, it is expected that it will be a regular occurrence for motorists to use the opportunity to by-pass the queue and access westbound Highway 401 from the dedicated right turn lane. This will compromise safety and the capacity of the westbound right turn movement. As part of Staff Report PW 29-17, Public Works had requested that the need and design (i.e. two lane on-ramp) be reaffirmed.
18. The existing island on Brock Street has concrete pavers. Please finish all of the Brock Street islands with impressed concrete.
19. The existing Brock Street CNR/GO Overhead Bridge has a sidewalk on both sides. The MTO design drawings show crosswalks only at the north leg and west leg of the Brock Street/GO Station/E-W Connector Road intersection. Please install all necessary civil and electrical components to allow for future crosswalks on all legs of this intersection. 20. The DCR report on public review does not include a westbound right-turn channel at the Brock Street/GO Station/Highway 401 intersection. However, additional drawings received by the Town show that the westbound dual right turn lanes, as identified in the approved EA, have been changed to a single lane channelized right-turn movement. The rationale and supporting traffic analysis to introduce a right turn channel at the Brock Street/GO Station/Highway 401 intersection has not been provided. The increased crossing distance and free- flow movement has the potential to increase the collision risk for drivers and pedestrians.
21. Ontario Traffic Manual - Book 18 lists a desired width of 4.0 m and a suggested minimum width of 3.0 m for two-way in-boulevard facilities. The MTO’s Bikeways Design Manual also lists a range of 3.0 m to 4.0 m for shared use active transportation paths. The Town uses a 3.0 m standard width for all of its new multi-use path installations.
The design drawings in Appendix B show a 2.5 m multi-use path (MUP) from Annes Street to Henry Street and from Centre Street to Brock Street. However, the drawings show a 3.0 m wide MUP on Brock Street at the bridge approaches and on the bridge itself. Please provide a 3.0 m wide multi-use path throughout the project limits.
22. Ensure that the new noise wall adjacent to Ramp NSE-W is constructed prior to removal of the existing noise wall.
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Should you have any questions or clarifications of the above, please do not hesitate to contact me directly.
Regards,
Suzanne Beale, P.Eng., PTOE Commissioner of Public Works cc Teepu Khawja, Regional Director, MTO Jon Newman, AECOM Tara Painchaud, Town of Whitby
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Memorandum Public Works Department
To: Chris Harris, Town Clerk CC: Suzanne Beale, Commissioner of Public Works From: Sue Olin, Executive Assistant Date: March 5, 2018 File #: N/A Subject: Operations Agenda March 5, 2018 – Item 6.4 PW 13-18
Further to your email, this memo notes the housekeeping error in recommendation #3 of Item 6.4 in the Operations Agenda for tonight’s meeting.
The current recommendation refers to staff report PW 25-17 and should refer to staff report PW 29-17.
Thank you.
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Town of Whitby Staff Report whitby.civicweb.net
Report Title: 2014 – 2018 Recreation and Leisure Services Seniors’ Strategy Update
Report to: Operations Committee Submitted by: Peter LeBel, Commissioner of Date of meeting: March 5, 2018 Community and Marketing Services
Report Number: CMS 07-18 Acknowledged by M. Gaskell, Chief Administrative Officer Department(s) Responsible: Community and Marketing Services For additional information, contact: Department Sarah Klein, Manager of Recreation ext. 4338 Kim Evans, Supervisor of Seniors’ Services ext. 6114
1. Recommendation: 1. That Community and Marketing Services Report CMS 07-18 regarding the progress to date on the 2014-2018 Recreation and Leisure Services Seniors’ Strategy be received as information; 2. That Council approve the development of a 2019 – 2023 Seniors Recreation and Leisure Services Strategy to guide the priorities and work plans of the Seniors Services Section of the Parks and Recreation Division for the next five years; and, 3. That staff report back with a draft Seniors Recreation and Leisure Services Strategy in Q2 of 2019 for Council’s consideration. 2. Highlights: • Staff are providing a final update on the progress of the Recreation and Leisure Services Seniors Strategy objectives and action items achieved to date.(Attachment No. 1 Seniors’ Recreation and Leisure Service Strategy 2014 – 2018 Accomplishments To Date).
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• Staff are also seeking approval to begin the development of a 2019 – 2023 Recreation and Leisure Services Seniors’ Strategy. The community engagement and consultation would take place in 2018 and a draft strategy would be presented to Council for approval in 2019.
• The development of the Seniors Recreation and Leisure Services Strategy would include consultation with the Seniors Services Committee of Council, Whitby Seniors Services members, and other Committees of Council (such as the Ethno-cultural and Diversity Advisory Committee of Council), community partners and agencies who serve Whitby seniors. 3. Background: Long term strategies are important to the municipality as they provide focus, help to prioritize financial resources, and provide direction to move from planning to action in order to achieve Council’s vision and goals. In order to continue to look at the needs of seniors and be proactive in addressing these needs, Council approved in May 2013, the development of a Seniors’ Strategy that would guide the direction and future actions of the Parks and Recreation Division related to seniors’ recreation and leisure services. As the demographics of the community and seniors’ sector change, it is imperative that seniors’ services offered by the municipality anticipate and respond to these changes and address the demographic shift to an older population, diversity and social inclusion. The Seniors’ Recreation and Leisure Services Strategy provides this proactive approach to ensure Whitby remains the Community of Choice for Seniors. 4. Discussion: In June 2014, the Strategy was approved (Report CMS 37-14) and staff committed to reporting annually to Council regarding the progress of the implementation of the Seniors’ Strategy. As noted by the attached Seniors’ Recreation and Leisure Services Strategy 2014 - 2018 Accomplishments to date, the majority of the recommendations were completed. There are two recommendations left to be completed; these include investigating possible name enhancements for Whitby Seniors’ Services and the Whitby Seniors’ Activity Centre to ensure marketing of programs appeals to all adults 55+ years and implementation of the Snow Angels recognition program. Staff recommend these items be carried over into the next Strategy. The following highlights some of the accomplishments within the five objectives:
Communication and Marketing • Expanded the use of online promotion and registration – teaching seniors to use the Town of Whitby’s online registration tool, resulted in an 11% increase in online registration by seniors since 2013
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• Developed email communication tools to promote programs and events including the Member’s quarterly newsletter – 57% of members are currently receiving their newsletter via email versus 25% in 2013 • Created monthly social media opportunities with Twitter and Facebook promoting Seniors’ activities.
Seniors’ Program Enhancements • Regular evaluations of classes and workshops reviewed by staff resulting in better quality programs due to alterations in room locations, times, instructors and programming based on feedback received • Collaboration with the Ethno-cultural and Diversity Advisory Committee to promote diversity and inclusion through participation in an Elder Abuse Awareness panel and continued commitment to work together on activities • Successful provincial grant opportunities that resulted in: - the development of a Seniors Resource Hub; received a Seniors Community Grant ($8,384) to develop a seniors resource information guide for front desks and online resource with 40 community organizations participating and over 50 seniors trained in how to access the information; - the creation of a Seniors’ Elder Abuse Awareness Team; received a Seniors Community Grant ($8,000) with 10 seniors trained as speakers reaching over 1,000 people in the community to date; - Age-Friendly and Dementia-Friendly customer service training for recreation staff; received a Seniors Community Grant ($8,000) that resulted in training over 110 front line recreation staff; - the implementation of 12 Age-Friendly workshops for seniors; received a Seniors Community Grant ($8,000) with over 770 seniors participating • Added several program options for evenings and weekends including yoga, fitness, dance, Zumba, bridge lessons, group personal training and pilates with over 400 participants in these classes • Added over 50+ new classes (the majority were fitness) since 2013 with over 1,000 members participating in these classes
Facilities • Seniors input into the Town’s 2014 Sports Facility Strategy resulting in increased Pickleball and Bocce courts being built
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• Flooring and painting updates in the Upper Activity Room and Dining Room of the Seniors’ Activity Centre taking into consideration input and discussion with the Seniors’ Committee of Council • Development of a new Multi-Purpose Room at the Seniors’ Activity Centre • Development of a Snooker Room at the Centennial Building • Continued flooring and painting updates at the Seniors’ Activity Centre in 2018
Community Partnerships • Addition of new Community Partnership programs were provided for foot care (Community Care Durham) which services sixty clients monthly at the Centre, Minds in Motion (Alzheimer’s Society of Durham Region) with 20 – 25 participants a session, Two Healthy Living Workshops per year (Central East LHIN) at the Centre, Monthly Vision Loss Support Group Meetings held at the Centre (CNIB) • Developed Grief and Loss Support Seminars with W.C. Town Funeral Home serving approximately 100 members • Staff and Committee of Council Members participated regularly in quarterly meetings with other Older Adult Centres in Durham Region • Staff and Committee of Council Members participated regularly in annual Older Adult Centres Association of Ontario (OACAO) workshops and conferences • Staff and seniors from the Age-Friendly Whitby Network partnered with the Whitby Chamber of Commerce to develop and implement Age-Friendly Business education to its members through a Business 101 presentation and Chamber newsletter articles
Services • Purchased new van for Seniors Van program, completing over 7,000 rides to and from programs each year • Continued funding of the van program through the annual Whitby Hydro donation • Received funding from the Ontario Ministry of Seniors Affairs to purchase recognition items (snow toques) to use for an annual Snow Angels campaign to recognize residents who help their senior neighbours with snow shoveling; program to be launched in 2018/2019 • Received acceptance into the World Health Organization’s Global Network of Age-Friendly Communities (December 2014) • Adoption of the Age-Friendly Whitby Action Plan (2017) 5. Financial Considerations:
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The budget implications of the Seniors’ Recreation and Leisure Services Strategy are mainly the investment of staff time to assist with completing the identified strategies and achieving the measurable accomplishments. Many of the recommended actions were completed through the ongoing support, leadership and involvement of the Seniors Committee of Council, community partnerships and through Provincial grant opportunities. A few of the costs were identified for Council’s consideration in the annual capital budget review process such as the Seniors’ van. The 2019 – 2023 Seniors’ Recreation and Leisure Services Strategy would be developed internally by staff and the Seniors Committee of Council and therefore would have no capital cost for a consultant. Costs associated with completing a survey and hosting focus groups would be covered within the current Seniors operating budget. An allocation to print the final Strategy document would be included for Council’s consideration in the proposed 2019 operating budget. 6. Communication and Public Engagement: Once the 2014-2018 Seniors’ Recreation and Leisure Services Strategy was approved by Council, it was made available on the Town of Whitby website, at the Whitby Seniors’ Activity Centre, the Brooklin Community Centre and Library and other Whitby recreation and community centres. It was shared with the Seniors’ Committee of Council and community partners who participated in the feedback sessions. Update on the progress of the implementation of the Seniors’ Strategy has been ongoing with the Seniors’ Committee of Council and Seniors’ Staff. In order to assess the recreation and leisure services needs of seniors within the community over the next five years, extensive public consultation would be undertaken. Subject to Council approval to proceed with the development of the Strategy, a number of facilitated discussions, feedback sessions and consultation with seniors, community agencies and others that influence or work with seniors in the community would be conducted. A print and online survey would also be implemented. 7. Input from Departments/Sources: Staff from the Community and Marketing Services Department worked closely with the Whitby Seniors Committee of Council, municipal and community partners outlined in the Strategy to implement the recommendations. 8. Strategic Priorities: The recommendations contained within this report are consistent with the Town Whitby Council 2014-2018 Goals: 1. To enhance the transparency and accessibility of Town Hall and support effective public consultation and engagement.
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7. To remain the community of choice for families and become the community of choice for seniors and job creators. 9. Attachments: Attachment No. 1 Seniors’ Recreation and Leisure Service Strategy 2014 – 2018 Accomplishments to Date
Page 115 of 378 CMS 07-18 Attachment 1 Seniors’ Recreation and Leisure Services Strategy 2014 - 2018 Accomplishments to Date
Area of Focus Time Line Status Accomplished Future Action Items
• Communication and 2014/2015 Completed 11% increase in on-line registration by Continue ActiveNet Registration training for Marketing seniors since 2013 (from 21% to 32%) seniors All computer classes incorporate teaching 1.2.1 Enhance the use on-line registration (ActiveNet/Smartlink) of on-line promotion and Volunteers on-site during registration to help registration through with ActiveNet/Smartlink signup computer education Regular, specific ActiveNet Training Hands- opportunities on Workshops before registrations Whitby Public Library staff assists patrons with on-line registration on registration days Upgraded Wi-Fi at WSAC, BCCL and Centennial Building Page 116 of 378 Agenda Item # 6.5 Area of Focus Time Line Status Accomplished Future Action Items
Seniors staff trained on Town e- 1.2.2 Develop email 2016/2017 Completed • Continue email, tablet, smartphone and communication tools to communication software social media training for seniors promote programs and Monthly e-blasts informing members of services as well as upcoming events, registration and classes create potential social 57% of members are currently receiving their media opportunities quarterly membership newsletter via email through social media versus 25% in 2013 sites. Participation in Social Media training Addition of Town of Whitby Twitter account (2015) Addition of Town of Whitby Facebook page (2015)
1.2.3 Develop a 2016/2017 Completed Communications Officer hired marketing campaign that Seniors’ Stock Photos purchased (2016) reflects the many diverse groups of seniors participating in programs.
New Members Reception reviewed by
Page 117 of 378 1.2.4 Review the current 2014/2015 Completed New Members Committee of Council Agenda Item # 6.5 Reception program. Addition of two Seniors’ Activity Centre Open Houses – Spring/Fall Creation of YouTube video for website showing seniors taking part in a variety of Whitby Seniors’ Services activities (2016) Area of Focus Time Line Status Accomplished Future Action Items
1.2.5 Develop a strategy 2014/2015 Completed Improved volunteer name tags at the front that allows members to desk differentiate staff from Front Desk staff uniforms (2016) volunteers. • 1.2.6 Investigate 2014/2015 Consultations Consultations have begun Conduct staff, member and community possible name to be consultations for input enhancements for completed in • Review leading practices related to naming Whitby Seniors Services 2018; any • Decide whether to develop naming strategy and Whitby Seniors’ name and implementation plan Activity Centre to ensure enhancements/ • Review and revise signage and marketing marketing of programs changes to be materials, if required appeals to all adults 55 implemented in years and over next Seniors’ Strategy All seminars and workshops are formally • Seniors Program Ongoing Completed Continue regular evaluations of classes and evaluated at the end of each session Enhancements programs All new courses are formally evaluated at the 2.2.1 Implement regular end of each session review of instructional Evaluations are reviewed regularly at classes by members Programmer meetings
Page 118 of 378 Agenda Item # 6.5 Area of Focus Time Line Status Accomplished Future Action Items
2.2.2 Enhance diversity Ongoing Completed; A partnership with the Durham Chinese • Research and make available a listing of education opportunities Further work to Canadian Cultural Centre was established English as a Second Language classes and partnerships be done in next Implementation of Town of Whitby offered within Durham Region (2019-2023) Strategy Translation Service Phone Line at all facility • Further develop partnership opportunities front desks with Community Development Council of Seniors participated in a consultation session Durham (2019-2023) with Ethno-Cultural and Diversity Advisory • Further collaboration with Ethno-cultural and Committee Diversity Advisory Committee Continued support of our weekly Newcomers recreational group Participated in Ethno-Cultural and Diversity Advisory Committee Elder Abuse Forum
2.2.3 Review 2015 Completed Fees are annually reviewed and approved by membership costs, Council course fees and drop-in Annual comparison of program and service fees as part of the fees for seniors across Durham and Ontario Town’s Fees Study in 2015. 2.2.4 Analyze benefits 2016/2017 Completed Continued partnership and meetings with and costs of trips Lakeshore Tours and the Seniors Committee of Council Trip Committee
Page 119 of 378 program Trip program formally reviewed – Lakeshore
Tours charged $500 per year to offer trips Agenda Item # 6.5 Area of Focus Time Line Status Accomplished Future Action Items
• 2.2.5 Continue to pursue Ongoing Completed Ongoing relationship with Ontario Ministry of Continue to pursue grant opportunities government and private Seniors to receive annual Seniors’ Active sector grant Living Grants (formerly Elderly Person opportunities to support Centre’s grants) programs and services Apply annually for grant opportunities to development in the support seniors programs including Seniors seniors sector. Community Grants, new Seniors’ Active Living Centres grant, Ontario Sport and Recreation grant. Annual successful applications for Seniors Community Grants : Community Resource Project, Elder Abuse Awareness Education , Age-Friendly Customer Service Training for staff, Implementation of 12 Age-Friendly Workshops Successful application for Age-Friendly Communities Grant Application to new Provincial Age-Friendly Recognition award • 2.2.6 Continue to look at Ongoing Completed New event sponsors added (W.C. Town Continue to pursue sponsorship mutually beneficial Funeral Home, The Court at Brooklin opportunities sponsorship Retirement Community, Shell Canada, • Work with Manager of Advertising and opportunities. Seniors’ Lifestyle Magazine) Sponsorship to pursue new opportunities
Page 120 of 378 2.2.7 Continue to create 2014/2015 Completed Implementation of Seniors’ Committee of opportunities for courses Council Program Committee visits to drop-in Agenda Item # 6.5 that teach recreational programs and continued efforts to encourage Drop-In program game members to teach others how to play euchre Increased Bridge Lessons offered rules and skills such as Euchre and Bridge. Area of Focus Time Line Status Accomplished Future Action Items
2.2.8 Review options for 2016/2017 Completed Registered over 400 participants in new evening and weekend evening and weekend programs program expansion to Addition of evening courses (Monday to meet the needs of Thursday 4:00 – 9:00 p.m.) at both WSAC seniors who have and BCCL (ex. Yoga, Fitness, Dance) work/family Addition of Saturday courses (8:00 a.m. – commitments and noon) at both WSAC and BCCL (ex. Men’s cannot attend daytime Only Fitness, Group Personal Training, programming Cardio Salsa) Addition of Sunday course at BCCL (1:00 – 2:00 p.m. Pilates) Continued support of over fifteen night time Drop-In recreation programs • 2.2.9 Increase offerings 2014/2015 Completed Added over 50+ classes to our program Continue to offer new course offerings as for courses in high selection including Fitness, Yoga, Bridge, space and resources permits demand such as yoga, Ukulele, History, Painting, Pickleball , • Consult leading practices review for new fitness, health seminars, Weight training, Amigurumi, Dance, Drama programs education seminars and workshops, Urban Poling, iPad, Meditation, courses in technology. Stretch and Sculpt New offering of Senior’s Aquafit pricing with Seniors Membership
Page 121 of 378 Agenda Item # 6.5 Area of Focus Time Line Status Accomplished Future Action Items
• 2.2.10 Examine the 2014/2015 Completed Addition of Grief/Loss support programs Continue to work with Community Partners to feasibility of offering with Town Funeral Home inform seniors of programs and services that space for designated Addition of Alzheimer’s Minds in Motion may benefit them health and wellness support program with Alzheimer’s Society of programs that benefit Durham Region the seniors’ community. Addition of Healthy Living Workshops with the Central East LHIN Addition of Monthly Foot Care program with Community Care Durham Addition of Vision Loss Support Group with CNIB (Fall 2015) Continued monitoring of present partnerships and consideration of new ones based on space, need and feasibility 2.2.11 Review Town of Ongoing Completed Informal review of current instructor Whitby seniors requirements including fitness qualifications programming and and experience working with seniors ensure programs are Formal interview and screening process best designed for people who are aging. • 2.2.12 Work with the Ongoing Completed Addition of Technology Seminars and Pop- Continue to partner on mutually beneficial Whitby Public Library to Up sessions at WSAC programs offer educational Annual participation in the “How to In Ten” Page 122 of 378 opportunities for seniors. Event
WPL presentation of services to Committee Agenda Item # 6.5 of Council Area of Focus Time Line Status Accomplished Future Action Items
• 2.2.13 Continue to offer Ongoing Completed New partnership with Henry Street High Continue to partner on beneficial current intergenerational School offering monthly intergenerational intergenerational opportunities programs and seek out bingo at WSAC possible new Continued support of intergenerational opportunities. activities such as the intergenerational dinners with J. Clarke Richardson Collegiate and annual Table Tennis tournaments with Henry Street High School
• 2.2.14 Continue to work Ongoing Completed Worked with Accessibility Advisory Continue to work with Accessibility through the Town Committee to implement new Accessible Coordinator and Advisory Committee to Accessibility Plan to Transportation procedures within our Van ensure buildings and programs are ensure that programs, Transportation service accessible services and facilities Implemented an annual review of the van meet accessibility best service practices. Implemented voice annunciation in WSAC elevator Collaboration with Town Accessibility Coordinator through the Age-Friendly Whitby Network 2.2.15 Develop and 2014/2015 Completed Drop-In Program Code of Conduct was adopt a formal Code of developed with Seniors Committee of Conduct for members Council taking part in seniors This Code is reviewed annually with Drop-In Page 123 of 378 programs and services. Convenors and is posted throughout WSAC
and the Seniors Programming Room at Agenda Item # 6.5 BCCL Development of a Town of Whitby Public Code of Conduct and a Boards and Advisory Committee Code of Conduct Area of Focus Time Line Status Accomplished Future Action Items
Capital planning is ongoing • Facilities 2018 Ongoing Continue to modernize Whitby Seniors’ 2015 projects include parking lot repave, Activity Centre as building is aging 3.2.1 Develop a plan for new patio furniture and replacement of part updating the Whitby of the HVAC system Seniors Activity Centre 2016 BCCL lounge chairs and tables facility. replaced 2017 WSAC Upper Activity Room and Dining Room painted and flooring replaced Transformation of Snooker room to Multi Purpose Room to accommodate a variety of programs 3.2.2. Investigate future 2016/2017 Ongoing Seniors participated in the Sports Facility sports facilities options Strategy Public Information Centres for seniors play such as Further partnership with the Abilities Centre a centrally located to offer Drop-In Pickleball gymnasium, modified Introduction of Adult/Seniors Volleyball at tennis courts and a BCCL warm water pool. Creation of 3 new outdoor Pickleball courts at Cullen Central Park The Town’s 2014 Sports Facility Strategy includes the recommendation for a new multi-use facility that will include a pool and walking track as well as recommendations for new locations suitable for Pickleball Page 124 of 378 Agenda Item # 6.5 Area of Focus Time Line Status Accomplished Future Action Items
• 3.2.3 Investigate future 2016/2017 Ongoing Increased use of Centennial Building for Continue to look at potential space space options for seniors programming including fitness, opportunities within Whitby for seniors seniors’ programs within French and bridge programs programming the Town of Whitby. Use of McKinney Arena for fitness program Partnership with The Village of Taunton Mills to develop a new Whitby Seniors’ programming room opening in 2019 3.2.4 Investigate the 2016/2017 Completed Lobby space was enhanced with new chairs; possibility of more 4 additional chairs were added lounge space at the BCC&L Obtained Seniors Community Grant • Community 2016/2017 Completed Continue to advertise the Seniors’ Resource to put this objective in place Partnerships Directory and ensure it is updated regularly Worked with over 30 community partners to 4.2.1 Formalize a create a Seniors Resource Directory for front Seniors Resource Hub desks at WSAC, BCCL and CRC. partnering with agencies Developed new Seniors Resource Directory and community service on Seniors Page of the Town of Whitby providers to inform Website seniors about programs Monthly community agency information and services in the presentations at Seniors Committee of region. Council meetings Regular updating of information by
Page 125 of 378 Community Resource Volunteers Agenda Item # 6.5 Area of Focus Time Line Status Accomplished Future Action Items
• 4.2.2 Continue to 2014/2015 Completed Staff regularly attend Durham Elder Abuse Continue to participate in Durham Elder participate in the Network meetings Abuse Awareness meetings Durham Elder Abuse Annual recognition of Elder Abuse • Continue to support the Senior Centre Elder Network and seek Awareness Day Abuse Awareness Volunteer Team educational WSS participated in Elder Abuse Awareness opportunities for panel hosted by the Ethno-cultural and members surrounding Diversity Advisory Committee Elder Abuse. Elder Abuse and Fraud Prevention Seminars held annually Obtained Seniors Community Grant to train Senior volunteers to conduct community presentations in Whitby on Elder Abuse. Implemented Seniors Community Grant which will included the training of senior volunteers to conduct 12 Elder Abuse Awareness presentations in the Whitby community Continued fraud prevention education and recognition of Elder Abuse Awareness Days Continued attendance at Durham Elder Abuse Network Meetings Developed and implemented Grief and Loss • 4.2.3 Investigate 2016/2017 Completed Continue to offer Grief and Loss workshops resources and support Support group and workshops with W.C. • Investigate Seniors Centre without Walls Town Funeral Home program to serve isolated seniors
Page 126 of 378 for widows and widowers in the Whitby Ongoing Community Grief and Loss community. workshops through the Age-Friendly Network Agenda Item # 6.5
Area of Focus Time Line Status Accomplished Future Action Items
• 4.2.4 Continue to Ongoing Completed WSS plans and hosts meetings of Durham Continue to participate in Durham Region communicate and Region Older Adult Centres on a regular meetings and be a member of the Older partner with other basis Adult Centres Association of Ontario seniors centres in Staff and Committee of Council are actively Durham Region and with involved with the Older Adult Centres the Older Adult Centres’ Association of Ontario (OACAO) and attend Association of Ontario. their Annual Conference Regular meetings with Durham Region Centres and involvement in OACAO bi- annually 4.2.5 Expand the 2014/2015 Completed Although the Whitby Seniors Advisory mandate of the Seniors Committee dissolved in 2015, one of their Advisory Committee to initiatives (Mayors Senior Volunteer Award) advocate for Age continues through the work of the Seniors Friendly best practices. Committee of Council The Seniors Committee of Council is knowledgeable about and supports Age- friendly Communities best practices and the membership of Whitby in the World Health Organization’s Global Network of Age- Friendly Communities Continued support of Age-Friendly Community best practices in Whitby and of the development of a Whitby Age-Friendly Page 127 of 378 Communities Action Plan (2017) Agenda Item # 6.5 Area of Focus Time Line Status Accomplished Future Action Items
• 4.2.6 Partner with the 2016/2017 Completed Identified Age-Friendly Business objectives in Continue to work on Age-Friendly Business Whitby Chamber of the Age-Friendly Whitby Action Plan (2017) ideas through the Age-Friendly Whitby Commerce to create an Partnered with Chamber to create an Age- Network annual business award Friendly Business Guide, articles for for businesses that are business and Age-Friendly Business 101 age-friendly. Presentations
The Seniors Committee of Council and Staff Services 2016/2017 Completed reviewed the van service and determined 5.2.1 Analyze the that the service would continue since it is benefits and costs of the volunteer run and the Whitby Hydro current van service and donation covers the direct costs associated investigate with the service transportation options to The purchase of a new van to replace the assist seniors in current one was completed in 2016 accessing programs. Transportation service to programs for qualified members who require accessible transportation is done through Durham Region Specialized Services and/or local accessible taxis Implementation and regular review of new accessible transportation service with Durham Region Specialized Transit and local Page 128 of 378 taxi companies (2015) Regular review of customer service within Agenda Item # 6.5 the van program and compilation of statistics Implementation of new van rider fee of $2.00 when new van is introduced (2015/2016) Area of Focus Time Line Status Accomplished Future Action Items
5.2.2 Conduct a meal 2014/2015 Completed Regular meetings with caterer to discuss services evaluation to meal service input from seniors analyze the satisfaction Meal Services Evaluation completed in Fall of cafeteria operations at 2015. WSAC.
5.2.3 Analyze the 2014/2015 Completed The Seniors Committee of Council reviewed activities of the volunteer the operations of the café and determined run Kozy Korner that the café will run as long as it generates fundraising café fundraising revenue and provides a viable volunteer experience. Annual monitoring of the operation of the café and the volunteer opportunities it provides 5.2.4 Improve customer 2014/2015 Completed Customer Service staff and volunteer training service to seniors at the occurred in 2014 front desks of facilities. 2015 WSS staff training for dealing with Clients with Dementia and Wandering 2015 WSS Staff training through CPI training tools – an online customer service training resource
5.2.5 Develop an 2016/2017 In Progress; Updated and clarified parameters surrounding the Town’s Windrow Clearing Page 129 of 378 awareness campaign Snow Angels Service which will be reviewed annually
that encourages program to Agenda Item # 6.5 neighbourhood residents launch Fall Snow Angel campaign details planned to assist older adults in 2018 snow and leaf removal. Area of Focus Time Line Status Accomplished Future Action Items
• 5.2.6 Commit to 2014/2015 Completed The Town of Whitby was accepted to the Continue to pursue annual membership in Whitby’s diverse older World Health Organization’s Global Network the World Health Organization’s Global adult population by of Age-Friendly Communities in December Network of Age-Friendly Communities considering membership 2014 in the World Health Seniors’ Services received funding through Organizations Global the Ontario Seniors Secretariat to assist with Network of Age Friendly the development of a Age-Friendly Whitby Cities. Action Plan. Community Consultations and the development of an Age-Friendly Whitby Action Plan occurred from 2015 – 2017 and the Plan was adopted by Council in 2017
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Town of Whitby Staff Report whitby.civicweb.net
Report Title: 2018 Arena Ice/Floor, Sports Fields and Parks User Fees and Facility Rental Fees
Report to: Operations Committee Submitted by: Peter LeBel, Commissioner of Date of meeting: March 5, 2018 Community and Marketing Services
Report Number: CMS 08-18 Acknowledged by M. Gaskell, Chief Administrative Officer Department(s) Responsible: For additional information, contact: Community and Marketing Services Department John Romano, Manager of Facilities, ext 4321. Sandra Laird, Supervisor of Marketing and Programs ext. 7111
1. Recommendation: 1. That Council approve the proposed user fees for Ice, Floor, Sports Fields, Parks, Halls and Facility Rental Fees as outlined in Community and Marketing Services Department Report CMS 08-18 (Attachment 1 – Ice, Floor, Sports Fields, Parks User Fees and Attachment 2 – 2018 Halls and Facility Rental Fees); 2. That the effective period for the proposed User Fees and Rental Fees be approved as follows: a. Ice, Floor, Sports Fields, Parks User Fees: April 1, 2018 to March 31, 2019; b. Halls and Facility Rental Fees: April 1, 2019 to March 31, 2020; 3. That the Clerk be directed to include the proposed Fees as Schedule F – Community and Marketing Services Fees – Ice, Floor, Sports Fields and Parks User Fees and Schedule G – Community and Marketing Services Fees – Halls and Facility Rental Fees, forming part of By-law 7220-17
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(Consolidated Fees and Charges By-law) as amended, with the effective dates listed. 2. Highlights: Staff is proposing a 2% increase on user fees for Ice, Floor, Sports Fields, Parks, Halls and Facility Rental Fees.
The proposed user fees increase is included in the 2018 Operating Budget. 3. Background: The Municipal Act 2001 requires all fees and charges be set through a by-law. Council has adopted a user fee approach for the majority of parks and recreation programs and services, and Staff review user fees and charges on an annual basis and report to Council accordingly. 4. Discussion: User fees and facility rental fees are required to maintain or reduce, where possible, the current level of subsidy by the general taxpayer. It is important to ensure that user fees allow for the partial recovery of costs associated with the delivery of services and programs, and for the ongoing maintenance of the facilities and equipment operated by the municipality. As in past years, the Town will experience cost increases in 2018 for higher wages, utility costs, equipment costs, and building repair and maintenance. In general, the Town of Whitby user fees tend to be at the higher end when compared to neighbouring municipalities in Durham Region. Ice and floor user fees are strategically set to attract potential rental opportunities during the non-prime hours. Declining participation rates would negatively affect the Town’s financial position and result in the need for a higher level of subsidy provided by the general taxpayer. A balance must be struck between which user fee increases should be passed on to the users of parks and recreation services and programs and which costs should be covered by the general taxpayer. The Community and Marketing Services Department endeavours to maintain fiscal responsibility and accountability to taxpayers In determining user fees, staff also analyzed the marketplace, which included a comparison to the other waterfront municipalities in Durham Region. Staff consulted with Oshawa, Ajax, Clarington and Pickering to analyze fees from those communities in relation to those applied in Whitby. Neighbouring municipalities are reporting fees will, on average, increase similar to the rate of inflation, although not all categories will be increased (see charts below).
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While staff compare user fees to the local municipalities in the region, it is not always adequate to suggest Whitby’s fees are too high or low since neighbouring municipalities have different cost recovery objectives and user fee policies. The Municipal Price Index (MPI) is estimated to be 2.5% based on the projected 2018 Budget. The rate of inflation for recreational facilities is 3.9% due in part to high utilities consumption, equipment repairs, administration and maintenance required to operate the facilities. Utilities represent 30% of the operating expense for the combined arena facilities. The Facilities 2018 Budget reflects a 4.3% increase in utilities (hydro, gas and water). All user fees presented to residents/customers exclude applicable taxes (specifically the Harmonized Sales Tax - HST). The following comments are provided for the ice, floor, sports fields and parks user fees, and hall and facility rental fees for each section within the Community and Marketing Services Department. Ice User Fees Staff consulted with the other Durham Region Lakeshore Municipalities and determined that the following ice user fee increases are being proposed: Oshawa: 3.5% - effective April 1, 2018 Ajax: 2.75%–2.8% dependent on category/rounding-effective September 10, 2018 Pickering: Not available at the time of this report. Clarington: 1.8%–2.0% on adult rentals - effective September 1, 2017 and 0.86% - 1.4% on youth ice rentals – effective September 1, 2017. Rates effective for September 1, 2018 will increase again by 1.9%-2.4% on adult rentals and 0.02%- 1.2% on youth ice rentals. Staff is recommending a 2.0% increase to all ice user fees. Participation in ice sports across the Province has generally been in decline for a number of years. While Whitby’s participation rates remain relatively stable during the prime time hours, declining participation has been noted in Pickering, Oshawa and Ajax. This decline can be attributed to a variety of factors ranging from changing community demographics, increased awareness of the risk of injury related to ice sports, increasing number of alternate activity choices, and increasing costs for equipment and registration fees. The increasing cost is often cited to be one of the main barriers to participation in ice sports. There is a surplus of prime time ice available in the Region. The Whitby Minor Hockey Association and the Whitby Girls Hockey Association currently purchase 20 hours/week and 8 hours/week respectively from other municipal and private arenas in Ajax and Oshawa.
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Whitby’s ice user organizations have been informed that Staff is reviewing the ice user fees and that a report would be presented to the Operations Committee on March 5, 2018. The following charts illustrate the proposed ice user fees charged by the Town of Whitby as compared to those fees proposed by the surrounding municipal and private ice facilities. Rate Category 1: Ice – Whitby Minor Sport Organization - Prime Time Ice rentals between 5:00 p.m. and 11:00 p.m. Monday to Friday and from 6:00 a.m. until 11:00 p.m. on Saturday and Sunday
This fee was increased in 2017 by 3.5%
Municipal or Private Ice 2017 Proposed Surcharge HST Total Facility Base Increase Fee
Canlan (private) $222.79 $11.14 n/a $30.41 $264.34
Whitby $164.48 $3.29 $22.12 $24.69 $214.58
Oshawa $152.46 $5.34 $25.00 $23.76 $206.56
Campus Ice (private) $177.45 $5.34 n/a $23.76 $206.56
Whitby (Luther Vipond) $164.48 $3.29 $13.27 $23.54 $204.58
Pickering $178.23 n/a n/a $23.17 $201.40
Ajax $172.00 $5.00 n/a $23.01 $200.00
Clarington $166.57 $1.43 n/a $21.84 $189.84
Rate Category 2: Ice – Whitby Minor Sport Organization - Non-Prime Ice rentals before 5:00 p.m. and after 11:00 p.m. Monday to Friday, and after 11:00 p.m. on Saturday and Sunday
This fee was increased in 2017 by 3.5%
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These non-prime time periods see the lowest utilization rate in every facility across the Region
Municipal or Private Ice 2017 Proposed Surcharge HST Total Facility Base Increase Fee
Canlan (private) $165.00 n/a n/a $21.45 $186.45
Pickering $132.51 n/a n/a $17.23 $149.74
Whitby $102.31 $2.05 $22.12 $16.44 $142.92
Campus Ice (private) $120.00 $4.08 n/a $16.13 $140.21
Oshawa $119.88 $4.20 n/a $16.13 $140.21
Whitby (Luther Vipond) $102.31 $2.05 $13.27 $15.29 $132.92
Clarington $112.45 $1.55 n/a $14.82 $128.82
Ajax $108.00 $3.00 n/a $14.43 $125.43
Rate Category 3: Ice – Prime Time Ice rentals between 5:00 p.m. and 11:00 p.m. Monday to Friday and from 6:00 a.m. until 11:00 p.m. on Saturday and Sunday
This fee was increased in 2017 by 3.5%
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Municipal or Private Ice 2017 Proposed Surcharge HST Total Facility Base Increase Fee
Whitby $217.86 $4.36 $22.12 $31.76 $276.10
Canlan (private) $229.47 $11.14 n/a $30.41 $264.34
Oshawa $199.07 $6.97 $25.00 $30.04 $261.08
Campus Ice (private) $224.08 $6.96 n/a $30.04 $261.08
Ajax $222.00 $7.00 n/a $29.77 $258.77
Clarington $205.85 $4.15 n/a $27.30 $237.30
Pickering $214.39 n/a n/a $27.87 $242.26
Rate Category 4: Ice – Non-Prime Time Ice rentals before 5:00 p.m. and after 11:00 p.m. Monday to Friday, and Saturday and Sundays after 11:00 p.m.
This fee was increased in 2017 by 3.5%.
These non-prime time periods see the lowest utilization rate in every facility across the Region
Municipal or Private Ice 2017 Proposed Surcharge HST Total Facility Base Increase Fee
Canlan (private) $165.00 n/a n/a $21.45 $186.45
Clarington $155.08 $2.92 n/a $20.54 $178.54
Ajax $151.00 $5.00 n/a $20.28 $176.28
Pickering $157.71 n/a n/a $20.50 $178.21
Oshawa $150.47 $5.27 n/a $20.25 $175.99
Campus Ice (private) $150.47 $5.27 n/a $20.25 $175.99
Whitby $115.52 $2.31 $22.12 $18.19 $158.14
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Whitby School Ice User Fees The Town has historically offered Whitby schools in Durham Region School Boards low cost access to recreational skating opportunities. The ice rentals must be part of the school curriculum and must be scheduled during regular school hours. The times are administered on a first-come, first-serve basis throughout the academic year. The ice times promote the use of Town ice facilities during non-prime hours and provide an opportunity to encourage physical activity such as skating and hockey. Under a reciprocal agreement with the School Boards, the Town of Whitby offers each Whitby school three (3) hours of complimentary ice and a reduced rate for additional non-prime ice rentals in exchange for the use of school facilities for the Town’s Community Connection’s recreation, leisure and special interest programs. Staff is recommending that the Whitby DDSB and DDCSB schools continue to be offered the Whitby School Ice User Fee and that the 2.0% increase be applied accordingly. The 2018 Whitby School Ice Fee would be $17.18 per hour plus the applicable ice surcharge and 13% HST. Floor User Fees Staff is recommending a 2.0% increase to all of the floor user fees. The prime time floor user fees charged by the Town of Whitby for both the Minor Sports Organizations and Adult Sports Organizations remain among the highest of the waterfront municipalities primarily as a result of the inclusion of a surcharge fee. Although some surrounding municipalities have followed Whitby’s lead by introducing an ice surcharge to offset the capital maintenance and growth requirements, Whitby is the only municipality in the Region that also applies a surcharge to the floor user fees on a proportional basis. Staff consulted with the other Durham Region lakeshore municipalities and determined that the following floor user fee increases are being proposed: Oshawa: 3.5% - effective April 1, 2018 Ajax: 2.66%- 2.98% dependent on category/rounding - effective April 1, 2018 Pickering: Not available at the time of this report. Clarington: 3% on adult rentals and 1.6% on youth floor rentals effective September 1, 2018 The following charts illustrate the proposed floor user fees to be charged by the Town of Whitby compared to those fees proposed by the surrounding municipalities.
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Rate Category 1: Floor - Whitby Minor Sport Organization - Prime Time Floor rentals between 5:00 p.m. and 11:00 p.m. Monday to Friday and from 6:00 a.m. until 11:00 p.m. on Saturday and Sunday
This fee was increased in 2017 by 3.5%
Municipality Base Proposed Surcharge HST Total Fee Increase
Whitby $76.00 $1.52 $7.96 $11.11 $96.59
Pickering $81.19 n/a n/a $10.55 $91.74
Ajax $77.00 $2.00 n/a $10.27 $89.27
Oshawa $75.84 $2.65 n/a $10.20 $88.69
Clarington $69.89 $1.11 n/a $9.23 $80.23
Rate Category 2: Floor – Whitby Minor Sport Organization - Non-Prime Time Floor rentals before 5:00 p.m. and after 11:00 p.m. Monday to Friday, and Saturday and Sundays after 11:00 p.m.
This fee was increased in 2017 by 3.5%.
Whitby is the only municipality in the Region to offer this reduced fee
Municipality Base Proposed Surcharge HST Total Fee Increase
Whitby $45.38 $0.91 $7.96 $7.05 $61.30
Rate Category 3: Floor - Prime Time Floor rentals between 5:00 p.m. and 11:00 p.m. Monday to Friday and from 6:00 a.m. until 11:00 p.m. on Saturday and Sunday
This fee was increased in 2017 by 3.5%.
Municipality Base Proposed Surcharge HST Total Fee Increase
Whitby $97.90 $1.96 $7.96 $14.02 $121.84
Oshawa $83.81 $2.93 n/a $11.28 $98.02
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Report CMS 08-18 Operations Committee Page 9 of 11
Municipality Base Proposed Surcharge HST Total Fee Increase
Ajax $84.00 $2.50 n/a $11.25 $97.75
Pickering $86.07 n/a n/a $11.19 $97.26
Clarington $82.53 $2.47 n/a $11.05 $96.05
Rate Category 4: Floor - Non-Prime Time Floor rentals before 5:00 p.m. and after 11:00 p.m. Monday to Friday, and Saturday and Sundays after 11:00 p.m.
This fee was increased in 2017 by 3.5%.
Whitby is the only municipality in the Region to offer this reduced fee
Municipality Base Proposed Surcharge HST Total Fee Increase
Whitby $59.03 $1.18 $7.96 $8.86 $77.03
Special Event Floor User Fees Staff is recommending that the 2.0% fee increase also be applied to the Special Event/Show/Performance fee. This increase would also apply to the separate set-up, break-down and clean-up rental fees. These events are generally private or commercial ventures. Sports Fields and Lighting Staff is recommending that the 2.0% fee increase be applied to the regular rental fee for ball diamonds, soccer fields and lacrosse field permitted times. The Whitby Minor Sport Organization field user fees for ball diamonds, soccer fields and lacrosse fields were approved by Council in June 2017 through Report CMS 35-17. The 2018 Whitby Minor Sport Organization Field Fee will be $4.00 per hour plus 13% HST. The proposed 2% increase would not apply to the Minor Sports Organizations. Staff is also recommending the lighting fee for ball diamonds and soccer fields be increased by 3.4% to account for anticipated hydro cost increases. Lighting fees are charged to all users on an hourly basis and apply to evening permits where illuminated facilities are involved. Tennis Court User Fee Staff is recommending the Tennis Court - Instructional user fee be increased by 2.0%. The 28 tennis courts in Whitby are available to the general public on a first-come first-
Page 139 of 378 Agenda Item # 6.6
Report CMS 08-18 Operations Committee Page 10 of 11 serve basis free of charge. The tennis courts are available once the nets are installed in April until October. This fee was introduced in 2017 in response to a number of complaints of tennis instructors monopolizing courts. Tennis instructors were previously taking advantage of the free public court time and charging players for private tennis lessons. The 2018 Whitby Tennis Court – Instructional Fee would be $10.20 per hour plus 13% HST. A lighting fee is also applied for lit courts, similar to other lit outdoor facilities. Staff is recommending the Tennis Court Lighting fee be increased by 3.4% to offset hydro cost increases. Outdoor Lacrosse Box Staff is recommending the outdoor lacrosse box regular user fees at Peel Park and Willow Park be increased by 2.0%.
Staff is also recommending the Whitby Minor Sport Organizations user fee at Peel Park be increased by 2.0%. In 2014 after substantial renovations, which included a new lighting system, were completed to the Peel lacrosse box, a new fee was approved for Whitby Minor Sport Organizations at Peel Park only. There is no fee charged to Whitby Minor Sport Organizations for the use of the Willow Park lacrosse box. The Outdoor Lacrosse Box Fee was last increased in 2017 by 3.5%.
Staff is recommending that the lighting fees associated with the Peel Park lacrosse box be increased by 3.4% to offset hydro cost increases. The Peel Park lacrosse box provides a viable lower cost option for Whitby’s Minor Sports Organizations and other floor users as compared to using an arena floor both during the day and evening hours.
Aquatics Facility Rentals Staff is recommending the aquatic facility rental user fees be increased by 2.0%. This proposed adjustment aligns with the increases neighbouring municipalities are taking on their aquatic facility rental rates. Halls and Meeting Rooms, Gazebo, Picnic Shelter, Celebration Square and General Park Permits Halls and meeting rooms, Celebration Square, gazebos and picnic shelters and general parks rental fees are approved for the following year to respond to the longer term scheduling needs of special event clients. The fees are currently approved through March 31, 2019. Staff is recommending that halls, rooms, gazebo, picnic shelters and general parks rental fees be increased by 2.0% from April 1, 2019 until March 31, 2020 in order to offset the increased cost of operating the facilities. These fees were last increased by 3.5% in 2017. In November 2016, the CMS Report 66-16 was approved removing the 7.5% catering surcharge to encourage individuals and groups to permit Town halls and meeting facilities for their business and social gatherings. Staff is recommending a 2.0% rate increase for the Avalon Lounge in 2018. Rates for this facility increased by 3.5% in 2017.
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Report CMS 08-18 Operations Committee Page 11 of 11
5. Financial Considerations: The 2% increase has been incorporated in the 2018 Operating Budget. The combined proposed user fee increases resulted in a 2018 projected revenue gain (April – December) of $53,000 on ice and floor rentals. Staff cannot accurately predict whether the proposed user fee increases would impact participation or rental activity. Where a particular service, program or facility user fee is proposed to increase, those areas are determined to be of less risk in terms of impacting user participation. Staff will continue to identify areas for increased revenue and/or initiatives to deliver services at an affordable cost to enable increased participation and rental activity. User fees have not generally kept pace with the municipal inflation rate. In that regard, taxpayers subsidize the operations. The proposed user fees approach requires both the user and the general taxpayer to cover some of the increases associated with the provision of recreation services. Subject to Council approval to the proposed fees, the users would pay approximately 76% of the arenas’ operating costs, while the taxpayer would pay approximately 24%. 6. Communication and Public Engagement: Ice and Floor user organizations have been informed that Staff are reviewing the fees and that a report would be presented to the Operations Committee. 7. Input from Departments/Sources: The Corporate Services Department has provided a projected 2018 Municipal Price Index rate of 2.5%. The Consumer Price Index is projected to be 2.0%. 8. Strategic Priorities: The recommendations contained are consistent with the Town of Whitby Council 2014 – 2018 Goals: 3. To continue the Whitby tradition of responsible financial management and respect for taxpayers; and to understand the importance of affordability to a healthy, balanced community. 9. Attachments: Attachment 1 – Ice, Floor, Sports Field, Parks User Fees Attachment 2 – 2018 Halls and Facility Rental Fees Attachment 3 – Draft Amended By-law XXXX-18: Schedule F and G
Page 141 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 1 – Ice, Floor, Sports Field and Parks User Fees
Fee Fee (Excluding HST (Including Fee Title Fee Basis Taxes) Applicable Taxes, if applicable)
Park User Fees
Ball Diamond – Whitby Minor Yes $4.52 Per Hour Sports Organization $4.00
Ball Diamond $29.23 Yes $33.03 Per Hour
Soccer Pitch – Whitby Minor Yes $4.52 Per Hour Sports Organization $4.00
Soccer Pitch $24.23 Yes $27.38 Per Hour
Lacrosse Field – Whitby Yes $4.52 Per Hour Minor Sports Organization $4.00 Peel Lacrosse Box – Whitby Yes $21.90 Per Hour Minor Sports Organization $19.38 Willow Lacrosse Box – Whitby Minor Sports $0.00 Organization
Peel Lacrosse Box $29.33 Yes $33.14 Per Hour
Willow Lacrosse Box $19.38 Yes $21.90 Per Hour
Ball Diamond Lighting $15.64 Yes $17.67 Per Hour
Soccer Pitch Lighting $18.25 Yes $20.62 Per Hour
Peel Lacrosse Box Lighting $12.61 Yes $14.25 Per Hour
Tennis Court Rental – WTC $2.00 Yes $2.26 Per Hour
Tennis Court Lighting $12.61 Yes $14.25 Per Hour
Tennis Court User Fee – Yes $11.53 Per Hour Instructional $10.20
Page 142 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 1 – Ice, Floor, Sports Field and Parks User Fees
Fee Fee (Excluding HST (Including Fee Title Fee Basis Taxes) Applicable Taxes, if applicable)
Arena Ice Rentals
Whitby Minor Sports $167.77 Yes $189.58 Per Hour Organizations – Prime Time
Whitby Minor Sports Yes $117.92 Per Hour Organizations – Non-Prime $104.36 Time
Prime Time $222.22 Yes $251.11 Per Hour
Non-Prime Time $117.83 Yes $133.15 Per Hour
Ice Rental Surcharge $22.12 Yes $25.00 Per Hour
LVMA Ice Rental Surcharge $13.27 Yes $15.00 Per Hour – Whitby Minor Sports
DDSB /DCDSB Whitby $17.18 Yes $19.41 Per Hour Schools – School Hours
Arena Floor Rentals
Whitby Minor Sports $77.52 Yes $87.60 Per Hour Organizations – Prime Time
Whitby Minor Sports
Organizations – Non-Prime Yes $52.31 Per Hour $46.29 Time
Prime Time $99.86 Yes $112.84 Per Hour
Non-Prime Time $60.21 Yes $68.04 Per Hour
Floor Rental Surcharge $7.96 No $9.00 Per Hour
Page 143 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 1 – Ice, Floor, Sports Field and Parks User Fees
Fee Fee (Excluding HST (Including Fee Title Fee Basis Taxes) Applicable Taxes, if applicable)
Arena Floor Rentals
Daily Rental Rate – 12 Hours $1,468.97 Yes $1,659.94 Per 12 Hours
Hourly Set-up Fee $116.87 Yes $132.06 Per Hour
Hourly Break Down Fee $116.87 Yes $132.06 Per Hour
Special $1,910.96 Yes $2,159.39 Per Day Event/Show/Performance
Hourly Fee - Applied for $116.87 Yes $132.06 Per Hour additional clean up
Aquatic Rental Rates
Swim Team Rate $80.61 Yes $91.09 Per Hour
Page 144 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 2 – Halls and Facility Rental Fees
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Brooklin Community Centre
Sunday to Thursday $329.07 $335.65 $400.55 $408.56 $266.66 $271.99 Over 4 Hours
Friday and Saturday $409.64 $417.83 $478.85 $488.43 $333.61 $340.28 After 4pm
Upper Meeting Hourly Up to 4 Hour Maximum $40.85 $41.67 $43.12 $43.98 $32.91 $33.57 With 3 Hour Minimum
Lower Meeting Hourly Up to 4 Hour Maximum $23.15 $23.61 $27.78 $28.34 $19.29 $19.68 With 3 Hour Minimum
New Years $782.97 $798.63 $924.80 $943.30 $666.08 $679.40
Brooklin Community Centre and Library – Board Room/Optimist Meeting Room
Hourly Meeting Rate $35.45 $36.16 $41.71 $42.54 $27.66 $28.21
Daily Rental Rate $255.22 $260.32 $300.25 $306.26 $199.06 $203.04
Brooklin Community Centre and Library – Craft Room
Hourly Meeting Rate $45.57 $46.48 $53.61 $54.68 $35.54 $36.25
Daily Rental Rate $291.67 $297.50 $343.14 $350.00 $227.50 $232.05
Fees do not include Taxes, Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Page 145 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 2 – Halls and Facility Rental Fees
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Brooklin Community Centre and Library – Gymnasium
Full Gym Hourly $63.20 $64.46 $74.34 $75.83 $49.30 $50.29
Half Gym Hourly $36.45 $37.18 $42.89 $43.75 $28.44 $29.01
Equipment Rental/ use $18.23 $18.59 $21.45 $21.88 $14.21 $14.49
Set up/Clean Up Fee $35.74 $36.45 $35.74 $36.45 $35.74 $36.45
Brooklin Community Centre and Library – Multi-Purpose Room
Sunday to Thursday $734.24 $748.92 $863.81 $881.09 $572.71 $584.16
Friday and Saturday $962.10 $981.34 $1,131.88 $1,154.52 $750.45 $765.46
Meeting Hourly $81.02 $82.64 $95.32 $97.23 $63.20 $64.46
Daily Rental Rate $506.37 $516.50 $610.03 $622.23 $394.97 $402.87 Mon-Fri - 5 Hour Rate
New Years $1,468.47 $1,497.94 $1,727.62 $1,762.17 $1,145.40 $1,168.31
Brooklin Community Centre and Library – Seniors Room
Hourly Meeting Rate $57.87 $59.03 $60.15 $61.35 $54.45 $55.54
Daily Rental Rate $403.98 $412.06 $411.90 $420.14 $374.46 $381.95
Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Page 146 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 2 – Halls and Facility Rental Fees
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Celebration Square
Any Day $505.46 $515.57 $591.39 $603.22 $432.02 $440.66
Any Day – Commercial $515.57 $525.88
Centennial – Regal Room
Sunday to Thursday $162.27 $165.52 $189.50 $193.29 $128.23 $130.79 Meeting Hourly
Sunday to Thursday $464.10 $473.38 $545.80 $556.72 $360.84 $368.06 5 Hours to 7 Hour Rate
Sunday to Thursday $795.43 $811.34 $932.74 $951.39 $621.83 $634.27 8 Hour and Over Rate
Friday and Saturday $1,082.52 $1,104.17 $1,273.16 $1,298.62 $839.69 $856.48
New Years $2,178.66 $2,222.23 $2,546.32 $2,597.25 $1,707.75 $1,741.91
Centennial – Meeting Rooms
Reynolds / McKay $30.64 $31.25 $35.18 $35.88 $26.28 $26.81 Rooms – Hourly
Prep/Room 103 $28.36 $28.93 $32.91 $33.57 $23.83 $24.31 (Hourly)
Gould Room – Hourly $57.87 $59.03 $60.14 $61.34 $54.46 $55.55
Attersley Rm - Hourly $57.87 $59.03 $60.14 $61.34 $54.46 $55.55
Attersley Room Daily $403.97 $412.05 $411.90 $420.14 $374.46 $381.95 8 Hours and Over Rate
Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Page 147 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 2 – Halls and Facility Rental Fees
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Centennial – Theatre Stage
Friday to Saturday $625.24 $637.74 $657.01 $670.15 $596.38 $608.31 8 Hours and Over Rate
Sunday to Thursday $402.84 $410.90 $413.92 $422.20 $376.29 $383.82 8 hours and Over Rate
Theatre - Wedding $313.19 $319.45 $313.19 $319.45 $313.19 $319.45 Spec. w/Regal Room
Cullen Central Park – Special Events Centre
Monday to Friday $477.27 $486.82 $559.64 $570.83 $373.09 $380.55 Evening – 5pm–10 pm
Saturday and Sunday $649.51 $662.50 $763.89 $779.17 $503.82 $513.90 All Day Rental
Gazebo and Picnic Shelters
Daily Rate $92.60 $94.45 $99.85 $101.85 $92.60 $94.45
General Park Permit
Daily Rate $46.52 $47.45 $51.18 $52.20 $46.52 $47.45
Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Page 148 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 2 – Halls and Facility Rental Fees
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Heydenshore Pavilion
Sunday to Thursday $757.99 $773.15 $888.49 $906.26 $592.32 $604.17 Over 6 Hours Rate Friday and Saturday $1,028.23 $1,048.79 $1,213.02 $1,237.28 $799.97 $815.97 Over 5 Hour Rate Meeting Hourly $154.32 $157.41 $180.42 $184.03 $122.55 $125.00 4 Hour Maximum
New Years $2,075.41 $2,116.92 $2,424.90 $2,473.40 $1,626.06 $1,658.58
Sunday to Thursday $442.54 $451.39 $519.70 $530.09 $343.82 $350.70 Up to 5 Hour Rate
Iroquois Park Sports Centre – Whitney Hall
Sunday to Thursday $428.94 $437.52 $441.41 $450.24 $391.48 $399.31 8 Hour and Over Rate
Friday and Saturday $736.44 $751.17 $908.92 $927.10 $683.10 $696.76 8 Hour and Over Rate
Meeting Hourly $55.61 $56.72 $56.74 $57.87 $52.20 $53.24
New Years $1,470.63 $1,500.04 $1,515.99 $1,546.31 $1,345.79 $1,372.71
Iroquois Park Sports Centre – Meeting Rooms
Upper Mezzanine – Large Meeting Room $29.77 $30.37 $34.54 $35.23 $27.42 $27.97 Hourly
Upper Mezzanine – Small Meeting Room $26.09 $26.61 $29.53 $30.12 $23.82 $24.30 Hourly
AOP Pool Board Room $28.78 $29.36 $32.10 $32.74 $23.25 $23.72 Hourly
Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Page 149 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 2 – Halls and Facility Rental Fees
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
McKinney Centre
Dryland Training Room $348.52 $355.49 $355.90 $363.02 $312.25 $318.50 5 Hour and Over Rate
Dryland Training Room $54.45 $55.54 $55.61 $56.72 $48.79 $49.77 Hourly
Upper Meeting Room $181.57 $185.20 $210.56 $214.77 $167.01 $170.35 5 Hour and Over Rate
Upper Meeting Room $28.37 $28.94 $32.91 $33.57 $26.10 $26.62 Hourly
McKinney Room $167.01 $170.35 $188.88 $192.66 $152.54 $155.59 5 Hour and Over Rate
McKinney Room $26.10 $26.62 $29.52 $30.11 $23.83 $24.31 Hourly
Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Page 150 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 2 – Halls and Facility Rental Fees
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Seniors’ Centre - 801 Brock Street South
Boardroom $20.43 $20.84 N/A N/A $19.20 $19.58
Boardroom Premium $31.21 $31.83 N/A N/A $29.33 $29.92
Classroom $31.21 $31.83 N/A N/A $29.33 $29.92
Classroom Premium $39.43 $40.22 N/A N/A $37.06 $37.80
Craft Room $31.21 $31.83 N/A N/A $29.33 $29.92
Craft Room Premium $39.43 $40.22 N/A N/A $37.06 $37.80
Dining Room $59.01 $60.19 N/A N/A $55.47 $56.58
Lower Activity Room $41.71 $42.54 N/A N/A $39.20 $39.98
Lower Activity Room $59.01 $60.19 N/A N/A $55.47 $56.58 Premium
Multi-Purpose Room $41.71 $42.54 N/A N/A $39.20 $39.98
Multi-Purpose Room $59.01 $60.19 N/A N/A $55.47 $56.58 Premium
Upper Activity Room $888.49 $906.26 $1,070.81 $1,092.23 $664.94 $678.24 8 Hours
Upper Activity Room $1,399.97 $1,427.97 $1,696.47 $1,730.40 $1,077.99 $1,099.55 All Day
Upper Activity Room $373.04 $380.50 N/A N/A N/A N/A Members Rate
Upper Activity Without Dining Area - Hourly $107.23 $109.37 N/A N/A $100.80 $102.82
Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Page 151 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 2 – Halls and Facility Rental Fees
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Aquatics Rental Facilities
CRC Lrg/Sm and Slide $208.78 $212.96 $252.22 $257.26 $175.89 $179.41 1-30
CRC Lrg/Sm and Slide $243.96 $248.84 $294.71 $300.60 $201.98 $206.02 31-125
CRC Lrg/Sm and Slide $271.20 $276.62 $327.61 $334.16 $233.75 $238.43 126-250
CRC Lrg/Sm and Slide $304.10 $310.18 $367.37 $374.72 $259.85 $265.05 251-294
Large Pool Only or $146.38 $149.31 $176.83 $180.37 $116.88 $119.22 Small Pool 1-30
Large Pool Only or $171.34 $174.77 $206.99 $211.13 $147.51 $150.46 Small Pool 31-125
Large Pool Only or $201.98 $206.02 $244.00 $248.88 $178.15 $181.71 Small Pool 126-250
Slide $34.04 $34.72 $41.12 $41.94 $34.04 $34.72
Viewing Area 1-30 $31.78 $32.42 $38.38 $39.15 $31.78 $32.42
AOP Prime Time $122.55 $125.00 $148.04 $151.00 $100.99 $103.01 1-30
AOP Prime Time $155.46 $158.57 $187.80 $191.56 $132.76 $135.42 31-125
AOP Prime Time $181.55 $185.18 $219.33 $223.72 $163.40 $166.67 126-192
Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Page 152 of 378 Agenda Item # 6.6
CMS 08-18 Attachment 2 – Halls and Facility Rental Fees
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Marina Rental Facilities
Sunday to Thursday $557.35 $568.50 $569.43 $580.82 $504.15 $514.23 Up to 8 Hours
Friday and Saturday $951.47 $970.50 $1,172.71 $1,196.16 $882.55 $900.20 Up to 8 Hours
Weddings – Day $1,520.89 $1,551.31 $1,832.81 $1,869.47 $1,380.66 $1,408.27 Up to 16 Hours
Meetings Hourly $68.92 $70.30 $72.54 $73.99 $64.08 $65.36 3 Hour Maximum
Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Page 153 of 378 Agenda Item # 6.6
Town of Whitby By-law # xxxx-18
Amend the Fees and Charges By-law Being a By-law to amend the Fees and Charges By-law # 7220-17. Whereas the Council of The Corporation of the Town of Whitby considered Staff Report CMS 08-18 at its meeting on March 19, 2018; and, And whereas the Council of The Corporation of the Town of Whitby deems it necessary to attach Schedule F and Schedule G to the Fees and Charges By-law; Ice, Floor, Sports Field and Parks User Fees, and Halls and Facility Rental Fees. Now therefore be it resolved that the Council of The Corporation of the Town of Whitby hereby enacts as follows:
1. General 1.1. That Schedules F and G, Community and Marketing Services Fees, of By- law # 7220-17 be repealed and replaced with Schedule F and G attached hereto and forming part thereof; 1.2. That Section 1.1 and 2.1 of By-law # 7220-17 be amended to include the revised wording for the following schedules as outlined below:
Schedule F – Community and Marketing Services Department Fees – Ice, Floor, Sports Field and Parks 2. Repeal of Existing By-law 2.1. That by-laws 7253-17 be repealed in accordance with the effective dates included in Schedule F and G of this by-law. 3. Effective Date 3.1. The provisions of Schedule F to this by-law shall come into force and take effect on April 1, 2018. 3.2. The provisions of Schedule G to this by-law shall come into force and take effect on April 1, 2018..
By-law read and passed this 19th day of March, 2018.
Don Mitchell, Mayor
Page 154 of 378 Agenda Item # 6.6
Christopher Harris, Town Clerk
By-law Name: Amend Fees and Charges By-law By-law # xxxx-18 Page 2 of 13
Page 155 of 378 Agenda Item # 6.6
Schedule F To By-law Number 7220-17 Community and Marketing Services Department Fees – Ice, Floor, Sports Field and Parks Definitions 1. Regular Rental Rates are applied to all other rentals which do not qualify for the Minor Sport Organization Rates.
2. Whitby Minor Sport Organization Rates are applied to rentals for youth activities of Whitby based not-for-profit organizations.
3. Non-Prime Time Fees are applied to rentals between Monday and Friday from 11:00 p.m. to 5:00 p.m., and Saturday and Sunday from 11:00 p.m. to 6:00 a.m.
4. Person includes a corporation and the heirs, executors, administrators or other legal representatives of a person to whom the context can apply according to the law.
5. Prime Time Fees are applied to rentals between Monday and Friday from 5:00 p.m. to 11:00 p.m., and Saturday and Sunday from 6:00 a.m. to 11:00 p.m.
Fee Fee (Excluding HST (Including Fee Title Fee Basis Taxes) Applicable Taxes, if applicable) Park User Fees
Ball Diamond – Whitby Minor Yes $4.52 Per Hour Sports Organization $4.00
Ball Diamond $29.23 Yes $33.03 Per Hour Soccer Pitch – Whitby Minor Yes $4.52 Per Hour Sports Organization $4.00
Soccer Pitch $24.23 Yes $27.38 Per Hour Lacrosse Field – Whitby Yes $4.52 Per Hour Minor Sports Organization $4.00 Peel Lacrosse Box – Whitby Yes $21.90 Per Hour Minor Sports Organization $19.38 Willow Lacrosse Box – Whitby Minor Sports $0.00 Organization
By-law Name: Amend Fees and Charges By-law By-law # xxxx-18 Page 3 of 13
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Fee Fee (Excluding HST (Including Fee Title Fee Basis Taxes) Applicable Taxes, if applicable)
Peel Lacrosse Box $29.33 Yes $33.14 Per Hour
Willow Lacrosse Box $19.38 Yes $21.90 Per Hour
Ball Diamond Lighting $15.64 Yes $17.67 Per Hour
Soccer Pitch Lighting $18.25 Yes $20.62 Per Hour
Peel Lacrosse Box Lighting $12.61 Yes $14.25 Per Hour
Tennis Court Rental – WTC $2.00 Yes $2.26 Per Hour
Tennis Court Lighting $12.61 Yes $14.25 Per Hour
Tennis Court User Fee – Yes $11.53 Per Hour Instructional $10.20
Arena Ice Rentals
Whitby Minor Sports $167.77 Yes $189.58 Per Hour Organizations – Prime Time
Whitby Minor Sports Yes $117.92 Per Hour Organizations – Non-Prime $104.36 Time
Prime Time $222.22 Yes $251.11 Per Hour
Non-Prime Time $117.83 Yes $133.15 Per Hour
Ice Rental Surcharge $22.12 Yes $25.00 Per Hour
LVMA Ice Rental Surcharge $13.27 Yes $15.00 Per Hour – Whitby Minor Sports
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Fee Fee (Excluding HST (Including Fee Title Fee Basis Taxes) Applicable Taxes, if applicable)
DDSB /DCDSB Whitby $17.18 Yes $19.41 Per Hour Schools – School Hours
Arena Floor Rentals
Whitby Minor Sports $77.52 Yes $87.60 Per Hour Organizations – Prime Time
Whitby Minor Sports
Organizations – Non-Prime Yes $52.31 Per Hour $46.29 Time
Prime Time $99.86 Yes $112.84 Per Hour
Non-Prime Time $60.21 Yes $68.04 Per Hour
Floor Rental Surcharge $7.96 No $9.00 Per Hour
Arena Floor Rentals
Daily Rental Rate – 12 Hours $1,468.97 Yes $1,659.94 Per 12 Hours
Hourly Set-up Fee $116.87 Yes $132.06 Per Hour
Hourly Break Down Fee $116.87 Yes $132.06 Per Hour
Special $1,910.96 Yes $2,159.39 Per Day Event/Show/Performance
Hourly Fee - Applied for $116.87 Yes $132.06 Per Hour additional clean up
Aquatic Rental Rates
Swim Team Rate $80.61 Yes $91.09 Per Hour
By-law Name: Amend Fees and Charges By-law By-law # xxxx-18 Page 5 of 13
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Schedule G To By-law Number 7220-17 Community and Marketing Services Department Fees – Halls and Facility Rentals
Definitions 1. Community Group means a Whitby not-for-profit organization or volunteer community organization.
2. Non-resident means an individual that resides outside of the Town of Whitby.
3. Person includes a corporation and the heirs, executors, administrators or other legal representatives of a person to whom the context can apply according to the law.
4. Resident means an individual that resides within the Town of Whitby. Fees do not include Taxes or insurance. 2018 Fees effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Brooklin Community Centre
Sunday to Thursday $329.07 $335.65 $400.55 $408.56 $266.66 $271.99 Over 4 Hours
Friday and Saturday $409.64 $417.83 $478.85 $488.43 $333.61 $340.28 After 4pm
Upper Meeting Hourly Up to 4 Hour Maximum $40.85 $41.67 $43.12 $43.98 $32.91 $33.57 With 3 Hour Minimum
Lower Meeting Hourly Up to 4 Hour Maximum $23.15 $23.61 $27.78 $28.34 $19.29 $19.68 With 3 Hour Minimum
New Years $782.97 $798.63 $924.80 $943.30 $666.08 $679.40
By-law Name: Amend Fees and Charges By-law By-law # xxxx-18 Page 6 of 13
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Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Brooklin Community Centre and Library – Board Room/Optimist Meeting Room
Hourly Meeting Rate $35.45 $36.16 $41.71 $42.54 $27.66 $28.21
Daily Rental Rate $255.22 $260.32 $300.25 $306.26 $199.06 $203.04
Brooklin Community Centre and Library – Craft Room
Hourly Meeting Rate $45.57 $46.48 $53.61 $54.68 $35.54 $36.25
Daily Rental Rate $291.67 $297.50 $343.14 $350.00 $227.50 $232.05
Brooklin Community Centre and Library – Gymnasium
Full Gym Hourly $63.20 $64.46 $74.34 $75.83 $49.30 $50.29
Half Gym Hourly $36.45 $37.18 $42.89 $43.75 $28.44 $29.01
Equipment Rental/ use $18.23 $18.59 $21.45 $21.88 $14.21 $14.49
Set up/Clean Up Fee $35.74 $36.45 $35.74 $36.45 $35.74 $36.45
Brooklin Community Centre and Library – Multi-Purpose Room
Sunday to Thursday $734.24 $748.92 $863.81 $881.09 $572.71 $584.16
Friday and Saturday $962.10 $981.34 $1,131.88 $1,154.52 $750.45 $765.46
Meeting Hourly $81.02 $82.64 $95.32 $97.23 $63.20 $64.46
Daily Rental Rate $506.37 $516.50 $610.03 $622.23 $394.97 $402.87 Mon-Fri - 5 Hour Rate
New Years $1,468.47 $1,497.94 $1,727.62 $1,762.17 $1,145.40 $1,168.31
By-law Name: Amend Fees and Charges By-law By-law # xxxx-18 Page 7 of 13
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Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Brooklin Community Centre and Library – Seniors Room
Hourly Meeting Rate $57.87 $59.03 $60.15 $61.35 $54.45 $55.54
Daily Rental Rate $403.98 $412.06 $411.90 $420.14 $374.46 $381.95
Celebration Square
Any Day $505.46 $515.57 $591.39 $603.22 $432.02 $440.66
Any Day – Commercial $515.57 $525.88
Centennial – Regal Room
Sunday to Thursday $162.27 $165.52 $189.50 $193.29 $128.23 $130.79 Meeting Hourly
Sunday to Thursday $464.10 $473.38 $545.80 $556.72 $360.84 $368.06 5 Hours to 7 Hour Rate
Sunday to Thursday $795.43 $811.34 $932.74 $951.39 $621.83 $634.27 8 Hour and Over Rate
Friday and Saturday $1,082.52 $1,104.17 $1,273.16 $1,298.62 $839.69 $856.48
New Years $2,178.66 $2,222.23 $2,546.32 $2,597.25 $1,707.75 $1,741.91
Centennial – Meeting Rooms
Reynolds / McKay $30.64 $31.25 $35.18 $35.88 $26.28 $26.81 Rooms – Hourly
By-law Name: Amend Fees and Charges By-law By-law # xxxx-18 Page 8 of 13
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Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Prep/Room 103 $28.36 $28.93 $32.91 $33.57 $23.83 $24.31 (Hourly)
Gould Room – Hourly $57.87 $59.03 $60.14 $61.34 $54.46 $55.55
Attersley Room - $57.87 $59.03 $60.14 $61.34 $54.46 $55.55 Hourly
Attersley Room Daily $403.97 $412.05 $411.90 $420.14 $374.46 $381.95 8 Hours and Over Rate
Centennial – Theatre Stage
Friday to Saturday $625.24 $637.74 $657.01 $670.15 $596.38 $608.31 8 Hours and Over Rate
Sunday to Thursday $402.84 $410.90 $413.92 $422.20 $376.29 $383.82 8 hours and Over Rate
Theatre - Wedding $313.19 $319.45 $313.19 $319.45 $313.19 $319.45 Spec. w/Regal Room
Cullen Central Park – Special Events Centre
Monday to Friday $477.27 $486.82 $559.64 $570.83 $373.09 $380.55 Evening – 5pm–10 pm
Saturday and Sunday $649.51 $662.50 $763.89 $779.17 $503.82 $513.90 All Day Rental
Gazebo and Picnic Shelters
Daily Rate $92.60 $94.45 $99.85 $101.85 $92.60 $94.45
General Park Permit
Daily Rate $46.52 $47.45 $51.18 $52.20 $46.52 $47.45
By-law Name: Amend Fees and Charges By-law By-law # xxxx-18 Page 9 of 13
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Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Heydenshore Pavilion
Sunday to Thursday $757.99 $773.15 $888.49 $906.26 $592.32 $604.17 Over 6 Hours Rate Sunday to Thursday $442.54 $451.39 $519.70 $530.09 $343.82 $350.70 Up to 5 Hour Rate Friday and Saturday $1,028.23 $1,048.79 $1,213.02 $1,237.28 $799.97 $815.97 Over 5 Hour Rate Meeting Hourly $154.32 $157.41 $180.42 $184.03 $122.55 $125.00 4 Hour Maximum
New Years $2,075.41 $2,116.92 $2,424.90 $2,473.40 $1,626.06 $1,658.58
Iroquois Park Sports Centre – Whitney Hall
Sunday to Thursday $428.94 $437.52 $441.41 $450.24 $391.48 $399.31 8 Hour and Over Rate
Friday and Saturday $736.44 $751.17 $908.92 $927.10 $683.10 $696.76 8 Hour and Over Rate
Meeting Hourly $55.61 $56.72 $56.74 $57.87 $52.20 $53.24
New Years $1,470.63 $1,500.04 $1,515.99 $1,546.31 $1,345.79 $1,372.71
Iroquois Park Sports Centre – Meeting Rooms
Upper Mezzanine – Large Meeting Room $29.77 $30.37 $34.54 $35.23 $27.42 $27.97 Hourly
Upper Mezzanine – Small Meeting Room $26.09 $26.61 $29.53 $30.12 $23.82 $24.30 Hourly
AOP Pool Board Room $28.78 $29.36 $32.10 $32.74 $23.25 $23.72 Hourly
By-law Name: Amend Fees and Charges By-law By-law # xxxx-18 Page 10 of 13
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Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
McKinney Centre
Dryland Training Room $348.52 $355.49 $355.90 $363.02 $312.25 $318.50 5 Hour and Over Rate
Dryland Training Room $54.45 $55.54 $55.61 $56.72 $48.79 $49.77 Hourly
Upper Meeting Room $181.57 $185.20 $210.56 $214.77 $167.01 $170.35 5 Hour and Over Rate
Upper Meeting Room $28.37 $28.94 $32.91 $33.57 $26.10 $26.62 Hourly
McKinney Room $167.01 $170.35 $188.88 $192.66 $152.54 $155.59 5 Hour and Over Rate
McKinney Room $26.10 $26.62 $29.52 $30.11 $23.83 $24.31 Hourly
Seniors’ Centre - 801 Brock Street South
Boardroom $20.43 $20.84 N/A N/A $19.20 $19.58
Boardroom Premium $31.21 $31.83 N/A N/A $29.33 $29.92
Classroom $31.21 $31.83 N/A N/A $29.33 $29.92
Classroom Premium $39.43 $40.22 N/A N/A $37.06 $37.80
Craft Room $31.21 $31.83 N/A N/A $29.33 $29.92
Craft Room Premium $39.43 $40.22 N/A N/A $37.06 $37.80
Dining Room $59.01 $60.19 N/A N/A $55.47 $56.58
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Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Lower Activity Room $41.71 $42.54 N/A N/A $39.20 $39.98
Lower Activity Room $59.01 $60.19 N/A N/A $55.47 $56.58 Premium
Multi-Purpose Room $41.71 $42.54 N/A N/A $39.20 $39.98
Multi-Purpose Room $59.01 $60.19 N/A N/A $55.47 $56.58 Premium
Upper Activity Room $888.49 $906.26 $1,070.81 $1,092.23 $664.94 $678.24 8 Hours
Upper Activity Room $1,399.97 $1,427.97 $1,696.47 $1,730.40 $1,077.99 $1,099.55 All Day
Upper Activity Room $373.04 $380.50 N/A N/A N/A N/A Members Rate
Upper Activity Without $107.23 $109.37 N/A N/A $100.80 $102.82 Dining Area - Hourly
Aquatics Rental Facilities
CRC Lrg/Sm and Slide $208.78 $212.96 $252.22 $257.26 $175.89 $179.41 1-30
CRC Lrg/Sm and Slide $243.96 $248.84 $294.71 $300.60 $201.98 $206.02 31-125
CRC Lrg/Sm and Slide $271.20 $276.62 $327. 61 $334.16 $233.75 $238.43 126-250
CRC Lrg/Sm and Slide $304.10 $310.18 $367.37 $374.72 $259.85 $265.05 251-294
Large Pool Only or $146.38 $149.31 $176.83 $180.37 $116.88 $119.22 Small Pool 1-30
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Fees do not include Taxes or Insurance. 2018 Fees Effective April 1, 2018 to March 31, 2019 2019 Fees Effective April 1, 2019 until such time as Council may amend
Community Group Resident Fees Non-Resident Fees Fees
Services 2018 2019 2018 2019 2018 2019
Large Pool Only or $171.34 $174.77 $206.99 $211.13 $147.51 $150.46 Small Pool 31-125
Large Pool Only or $201.98 $206.02 $244.00 $248.88 $178.15 $181.71 Small Pool 126-250
Slide $34.04 $34.72 $41.12 $41.94 $34.04 $34.72
Viewing Area 1-30 $31.78 $32.42 $38.38 $39.15 $31.78 $32.42
AOP Prime Time $122.55 $125.00 $148.04 $151.00 $100.99 $103.01 1-30
AOP Prime Time $155.46 $158.57 $187.80 $191.56 $132.76 $135.42 31-125
AOP Prime Time $181.55 $185.18 $219.33 $223.72 $163.40 $166.67 126-192
Marina Rental Facilities
Sunday to Thursday $557.35 $568.50 $569.43 $580.82 $504.15 $514.23 Up to 8 Hours
Friday and Saturday $951.47 $970.50 $1,172.71 $1,196.16 $882.55 $900.20 Up to 8 Hours
Weddings – Day $1,520.89 $1,551.31 $1,832.81 $1,869.47 $1,380.66 $1,408.27 Up to 16 Hours
Meetings Hourly $68.92 $70.30 $72.54 $73.99 $64.08 $65.36 3 Hour Maximum
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Town of Whitby Staff Report whitby.civicweb.net
Report Title: Age-Friendly Whitby Action Plan Implementation Update
Report to: Operations Committee Submitted by: Peter LeBel, Commissioner of Date of meeting: March 5, 2018 Community and Marketing Services
Report Number: CMS 09-18 Acknowledged by M. Gaskell, Chief Administrative Officer Department(s) Responsible: Community and Marketing Services For additional information, contact: Department Sarah Klein, Manager of Recreation ext. 4338 Kim Evans, Supervisor of Seniors’ Services ext. 6114
1. Recommendation: 1. That Community and Marketing Services Report CMS 09-18 regarding the progress to date on the implementation of the Age-Friendly Whitby Action Plan be received as information. 2. Highlights: • Council approved the Age-Friendly Whitby Action Plan in May 2017 and since this time, the Age-Friendly Whitby Network has been working to implement action items outlined in the Plan.
• The Network is now providing an update on the progress of the action items achieved to date (see Attachment No. 1). 3. Background: As the population of seniors is growing at a faster rate than ever before, it is important the Town prepares for this demographic shift and reviews the strengths and gaps of the various Age-Friendly aspects within the Town.
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Report CMS 09-18 Operations Committee Page 2 of 6
The development of the Age-Friendly Action Plan provides the proactive approach to ensure Whitby remains the Community of Choice for Seniors. A temporary Age-Friendly Whitby Coordinator was hired to oversee the development of an Age-Friendly Whitby Network and begin implementing action items. 4. Discussion: Since Council approved the Age-Friendly Whitby Action Plan, staff and the Age- Friendly Whitby Network committed to reporting annually to Council regarding the progress of the implementation of the Action Plan. Some of the actions are led by the Age-Friendly Whitby Network, some by Town Staff in various Departments and some by community organizations. The following highlights the progress made in the past 9 months:
Age-Friendly Whitby Coordinator • An Age-Friendly Whitby Coordinator was hired for a six month contract position in 2017 and a six month contract position in 2018 with the funding for the position ending in June 2018. This position was funded utilizing Seniors’ Committee of Council operating budget and Seniors’ reserve funds.
Age-Friendly Whitby Network • An Age-Friendly Whitby Network was developed to oversee the implementation of the plan. Members of the Network were selected based upon the projects to be focused on in the immediate time frame; • Network members include staff, seniors and community partners who chose to focus on three Working Groups – the Business Working Group, the Advocacy Working Group and the Workshop Education Working Group; • The Network is supported by Town staff including the Supervisor of Seniors’ Services and the Age-Friendly Coordinator who facilitates Network and Working Group meetings.
Outdoor Spaces and Buildings • A new Community Garden Program Policy was adopted by Council and implemented in May 2017, establishing guidelines for the development and operation of Community Gardens in Whitby; • As outlined in the Whitby Cycling & Leisure Trails Plan, more cycling path connections have been built and planned in the 2018 Capital Budget; • The Town received a Bronze Level Bicycle Friendly Community designation in 2017;
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Report CMS 09-18 Operations Committee Page 3 of 6
• As part of Seniors’ Pedestrian Safety education, the Age-Friendly Network is hosting a presentation in May 2018 called “You and the Road”. This presentation covers topics such as pedestrian and vehicle safety as well as proper use of scooters, bicycles and wheelchairs on roads.
Transportation • Community Care Durham partnered with Whitby Seniors’ Services to promote their Community Volunteer Driving program at the Centre; • Durham Region Transit launched their new toolkit called “The Durham Region Travel Guide” to assist residents with planning their travel on transit; • Representatives from the Town of Whitby Active Transportation and Safe Roads Advisory Committee are hosting a Cycling Safety Workshop at the Seniors’ Activity Centre in March 2018. Road rules and regulations, bike maintenance and plans for cycling lanes will be discussed.
Housing • The Advocacy Working Group sent a letter to both the current MP and MPP to highlight three main topics that the provincial and federal governments impact for seniors: transportation, housing and health care. Both the MP and MPP met with the group to review existing and possible future legislation that could make a difference in these areas; • In February 2018, the Age-Friendly Whitby Network and the Town of Whitby Accessibility Advisory Committee partnered to host a focus group with a local housing developer to gather feedback on the type of housing needed for seniors and people with disabilities; • In fall of 2017, the Workshop Working Group partnered with Home Modification Canada to host an educational workshop for seniors on how to modify their homes in order to age in place; • In March 2017, Whitby Village Seniors Apartments located on Mary Street in Whitby held the Grand Opening of their Community Room. The renovation of this room was partially funded by a $5,000 grant from the Mayor’s Community Development Fund.
Social Participation • Community events promoting diversity and inclusion were available for Seniors through a number of events and programs offered by the Ethno-cultural and Diversity Advisory Committee including: How to in Ten with the Whitby Library, Colours and Cultures of Brooklin Block Party, Heritage Day, and Celebration Square Activities;
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Report CMS 09-18 Operations Committee Page 4 of 6
• The Age-Friendly Whitby Network has started hosting a new program called Men’s Breakfast Out. This program invites men 55+ out for breakfast with a featured guest speaker. This will be offered quarterly throughout the year.
Respect and Social Isolation • Through a Seniors’ Community Grant, staff partnered with the Alzheimer’s Society of Durham Region to train recreation staff on Senior, Youth and Dementia Friendly customer service; • The Age-Friendly Network and the Chamber of Commerce partnered to produce an Age-Friendly Business checklist and Age-Friendly 101 presentations; • A Fraud and Elder Abuse Workshop is being held in March 2018 in partnership with Durham Region Police Services and the Seniors’ Elder Abuse Awareness team.
Civic Participation • Various organizations in the Whitby Community were invited to set up a table at the Seniors’ Activity Centre to promote their volunteer opportunities.
Community Support and Health Services • The Workshop Working Group offered a seminar on Grief, Depression and Loss in Fall of 2017; • The Age-Friendly Whitby Network and the Alzheimer’s Society of Durham Region are hosting an impactful performance about living with dementia at the Courthouse Theatre in March 2018.
Emergency Preparedness • Staff from Whitby Fire and Emergency Services (WFES) held an information booth at the Seniors’ Centre in Fall 2017; • The Seniors’ Elder Abuse Awareness Team has partnered with WFES to do training with fire staff on the basic signs of elder abuse in April 2018.
Age-Friendly Whitby Next Steps • The Town of Whitby will continue to implement the action items within the Age- Friendly Whitby Action Plan and will continue to apply for membership in the World Health Organization’s Global Network of Age-Friendly Communities annually; • Seniors and community members will continue to be included in the Age-Friendly Whitby Network as more action items are identified and community partners engaged;
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Report CMS 09-18 Operations Committee Page 5 of 6
• Funding opportunities will continue to be sought to help fund implementation as well as to fund the Age-Friendly Coordinator; • Staff will continue to support the Region of Durham with their Age-Friendly Plan and be an active member on the newly formed Durham Council on Aging. 5. Financial Considerations: The budget implication of the Age-Friendly Action Plan is mainly the time investment of staff, volunteer and community partners to implement the identified action items. Permanent funding for the Age-Friendly Coordinator is a priority in order to implement the Age-Friendly Action Plan. Staff applied for sustainable funding through the Ministry of Seniors Affairs, Seniors Active Living Centres Grant, which would partially cover the costs of this position and are waiting to hear if the Town has been successful in this grant application. Staff will continue to seek out funding opportunities and will present a request for full funding of this position in the 2019 Operating Budget. As implementation plans are created, partnerships will be formed and priorities selected. At that time, resources, including financial, will be determined by the responsible parties. Town of Whitby items requiring funds will be presented to Council for approval through the annual budget process. 6. Communication and Public Engagement: When the Age-Friendly Whitby Action Plan was approved by Council it was made available on the Town of Whitby website, at the Whitby Seniors’ Activity Centre, the Brooklin Community Centre and Library and other Whitby recreation and community centres. It was shared with the Seniors’ Committee of Council, seniors and community partners. Updates on the progress of the implementation of the Age-Friendly Whitby Action Plan has been ongoing with the Age-Friendly Whitby Network, the Seniors’ Committee of Council and Seniors’ Staff. 7. Input from Departments/Sources: Staff from Municipal Departments and staff and volunteers from community organizations have been consulted throughout the Action Plan update. 8. Strategic Priorities: The recommendations contained within this report are consistent with the Town Whitby Council 2014-2018 Goals: 7. To remain the community of choice for families and become the community of choice for seniors and job creators; and to focus on new growth around the principles of strong, walkable and complete neighbourhoods that offer mobility choices.
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Report CMS 09-18 Operations Committee Page 6 of 6
9. Attachments: Attachment 1 - The Age-Friendly Whitby Action Plan Implementation Update
Page 172 of 378 CMS 09-18 Attachment 1
Age-Friendly Whitby Action Plan
Implementation Update
March 2018 Page 173 of 378 Agenda Item # 6.7
Outdoor Spaces and Buildings The outside environment and public buildings have a major impact on the mobility, independence, and quality of life of older people and affect their ability to age in place. The recurring themes in communities around the world are quality of life, access and safety.1 Goal 1: Public spaces are comfortable with many places for people to sit, rest and enjoy their surroundings.
Objectives Timeline Initial Stakeholders Progress To Date
1.1 Establish a new community garden policy for Completed Community Groups Implemented a new Community Garden Policy and additional space so that more neighbourhoods Town of Whitby Parks Procedure establishing guidelines for the development and can take part and benefit from this positive Development operation of Community Gardens (Adopted May 2017). community initiative. Town of Whitby Public Two new sites for community gardens have been Works proposed (Nichol Ave/Glen Hill Drive). Report Number: #CMS 26-17.
1.2 Continue to improve, create and expand Completed Town of Whitby Parks Created two shade sail projects at Brooklin Optimist Park shade areas in parks especially where people sit Development and Willow Park and shade sunscreen coverings over the and congregate. Town of Whitby Public player benches at IPSC ball diamonds. Works Report Number: #CMS 28-16.
1.3 Increase benches/places to sit for residents in Ongoing Town of Whitby Parks Increasing benches along the waterfront trail over the next parks and downtown areas so that there are more Development 6 years, along with rest areas (Waterfront Parks and Open places for people to rest. Town of Whitby Planning Space Master Plan). Page 174 of 378 and Development Agenda Item # 6.7 Town of Whitby Public Works
1 World Health Organization. (2007). Global Age-Friendly Cities: A Guide.
Goal 2: Public spaces, business areas and community events are easily accessed by all residents.
Objectives Timeline Initial Stakeholders Progress To Date
2.1 Increase accessibility to and within downtown Medium Age-Friendly Whitby Network Panel discussion with Chamber of Commerce regarding businesses so that people with disabilities and Term Proposed Whitby Business AODA compliance and modifications to customer service physical challenges can better access downtown Improvement Area that would improve access to downtown businesses. areas. Town of Whitby Accessibility Advisory Committee Whitby Chamber of Commerce
2.2 Encourage neighbourhoods and downtown Medium Age-Friendly Whitby Network No progress. business associations to conduct walkability Term Proposed Business audits of their particular environment using Improvement Area questionnaires developed by older adults and people with disabilities. Town of Whitby Accessibility Advisory Committee Whitby Chamber of Commerce
2.3 Improve accessibility at community events to Medium Town of Whitby Accessibility The Corporate Communications Department identified increase participation by all residents. Term Advisory Committee three areas to focus on in our town events: way finding Town of Whitby Events and signage, accessibility and active Transportation. Page 175 of 378 Division These were presented to Council - Report CAO #18-17. Town of Whitby Public For example: Agenda Item # 6.7 Works Canada Day looking at how to have the site more accessible from the entrance and how people can move around easily. Having additional accessible parking available
Objectives Timeline Initial Stakeholders Progress To Date and/drop off zones at an event site. Shuttle busses are on our list for larger events to move people to the site. Mobi-matts. Goal 3: Seniors navigate throughout the community with ease on roads, paths and walkways.
Objectives Timeline Initial Stakeholders Progress to Date
3.1 Continue to identify and improve connectivity Completed Town of Whitby Active Added more cycling path connections. of sidewalks, trails and pathways between Transportation and Safe Connecting waterfront trails to Cullen Park & Heber Down. neighbourhoods creating a more pedestrian and Roads Committee bicycle-friendly town. Upcoming in North Brooklin – planning trails and parks for Town of Whitby Parks connectivity within the community. Development (Cycling & Leisure Trails Plan). Town of Whitby Public Works West Whitby Trails Plan included in approved subdivision plans.
3.2 Improve access for bicycles, scooters and Completed Town of Whitby Accessibility Town of Whitby received Bronze Level Bicycle Friendly walking in public areas through bicycle lanes and Advisory Committee Community designation in 2017. This means Whitby has wider sidewalks, where possible. Town of Whitby Active created more safe places to ride and provided education and programs to encourage cycling. Transportation and Safe
Page 176 of 378 Roads Committee Implemented Bicycle Visitor Information Centre’s at the following Town Facilities:
Town of Whitby Parks Agenda Item # 6.7 Development Brooklin Community Centre & Library Town of Whitby Public Iroquois Park Works Port Whitby Marina Whitby Civic Recreation Complex
Objectives Timeline Initial Stakeholders Progress to Date Whitby Municipal Building. These Centres have met specific criteria such as having access to a secure bike lock up area, washrooms, rest areas and water and local cycling information (maps, routes etc.) The Town of Whitby Accessibility Advisory Committee regularly reviews and comments on trails and sidewalks to suggest accessibility improvements; The Town of Whitby Accessibility Advisory Committee also provides notice of areas of concern to the Town. Bicycle shelters established at Civic Recreation Complex, Whitby Public Library and Brooklin Community Centre & Library.
3.3 Continue to implement recommendations from Ongoing Town of Whitby Active This is ongoing. the Whitby Cycling and Leisure Trails Plan and Transportation and Safe the Active Transportation Plan to improve cycling Roads Committee access to neighbourhoods, businesses, the Town of Whitby Parks waterfront and rural areas. Development Town of Whitby Public Works Page 177 of 378 3.4 Improve snow clearing of sidewalks and Short Term Town of Whitby By-law By-law Services responds to complaints about ice and pedestrian walkways in downtown areas to Services snow covered sidewalks. By-law Officers respond to these Agenda Item # 6.7 increase mobility and access for all. Town of Whitby Public complaints quickly and provide property Works owners/businesses with 24 hours to remove snow and ice. If the owner/business does not comply, Operations staff clears the sidewalk and the owner/business is invoiced for
Objectives Timeline Initial Stakeholders Progress to Date the costs. Public Works continue to use a treated salt in the downtown areas. The coloured salt allows for a quick identification that salt has been applied.
3.5 Increase wayfinding design and signage to Medium Town of Whitby Accessibility RFP to be issued in 2018. help better guide the public. Term Advisory Committee Town of Whitby Parks Development Town of Whitby Planning and Development
3.6 Identify obstacles, such as tree branches, that Completed Town of Whitby Public Public Works continue to cut branches if they interfere with obstruct the reading of road signs by drivers and Works signs and they are identified through our road patrol have them removed. program.
Goal 4: Seniors feel safe travelling on Whitby trails, paths and streets.
Objectives Timeline Initial Stakeholders Progress To Date
4.1 Encourage Durham Regional Police Services Medium Durham Regional Police Annual meeting with Durham Regional Police Services to assign more police officers along bicycle and Term Services occurs in Spring 2018.
Page 178 of 378 foot paths to increase their presence and feeling
of safety in these areas. Agenda Item # 6.7
Objectives Timeline Initial Stakeholders Progress To Date
4.2 Investigate crosswalk times at busy Medium Town of Whitby No progress. intersections where older adults live and walk. Term Accessibility Advisory Committee Age-Friendly Whitby Network Region of Durham Works
4.3 Develop a Seniors’ Pedestrian Safety Completed Age-Friendly Whitby Offering “The Accident Awareness Program” as a free campaign to increase the safety of older adults Network workshop at the Whitby Seniors’ Activity Centre. The on streets and at traffic crossings. Region of Durham Works Program presented is called “You and the Road”. A 1 hour presentation followed by a discussion. It covers topics Town of Whitby Public such as pedestrian safety while walking along streets, Works correct use of crosswalks, vehicle and pedestrian safety.
Page 179 of 378 Agenda Item # 6.7
Transportation Accessible and affordable transportation options are key factors influencing mobility, active aging, and the ability to age in place. Available, affordable, and accessible means of transportation are necessary to support the mobility, activity and participation of older adults.2 Goal 5: Seniors have access to a range of appropriate transportation services that are affordable and accessible.
Objectives Timeline Initial Stakeholders Progress To Date
5.1 Advocate for more accessible taxis to be Short Term Age-Friendly Whitby Network The Town of Whitby Accessibility Advisory Committee provided in Whitby to meet demand. Town of Whitby Accessibility requested a review of the number of on-demand accessible taxis be included in the 2017 accessibility plan – Clerks Advisory Committee Department conducted a review and met with Accessibility Office of the Town Clerk Advisory Committee to discuss and collect comments. Discovered in part of review, that taxi companies require 24 hour notice for on-demand service.
5.2 Promote the need for more volunteer Completed Age-Friendly Whitby Network Community Care Durham promoted their volunteer driver drivers for older adults who need Community Groups positions for older adults at the Whitby Senior’s Activity transportation to medical appointments, Centre through the Age-Friendly Volunteer Campaign. Page 180 of 378 groceries, errands and events. Service Clubs Agenda Item # 6.7
5.3 Advocate for better specialized transit Short Term Age-Friendly Whitby Network No progress.
2 World Health Organization. (2007). Global Age-Friendly Cities: A Guide.
Objectives Timeline Initial Stakeholders Progress To Date services at Durham Region Transit to meet Accessibility Advisory demand. Committee Durham Region Transit
5.4 Improve winter maintenance of bus stops Medium Durham Region Transit No progress. to provide better access for bus riders. Term
Goal 6: Seniors are made aware of transportation options and are educated about how to access them.
Objectives Timeline Initial Stakeholders Progress To Date
6.1 Increase education to older adults on how Completed Durham Region Transit Durham Region Transit – Launched a Durham Region to access transit and specialized services. Town of Whitby Accessibility Transit Travel Guide (2017). It is a toolkit to assist with Advisory Committee planning travel on Durham Transit. How to apply for Specialized Services and what information is required is Town of Whitby Seniors’ laid out in the pamphlet as well as a trip planning Services worksheet to help plan a trip for specialized transit.
6.2 Educate seniors about bicycle and scooter Short Term Age-Friendly Whitby Network Offering “The Accident Awareness Program” as a free protocols on roads. Town of Whitby Active workshop at the Whitby Seniors’ Activity Centre. The Transportation and Safe Program presented is called “You and the Road”. A 1 hour presentation followed by a discussion. It covers topics such Roads Advisory Committee as pedestrian safety while walking along streets, correct Page 181 of 378 Town of Whitby Seniors’ use of crosswalks, pedestrian safety and scooter and
Services wheelchair safety. Agenda Item # 6.7
6.3 Develop a cycling workshop geared to Completed Town of Whitby Active Age-Friendly Network – Workshop Series older adults to review cycling safety and Transportation and Safe In March, Representatives from the Town of Whitby Active bicycle maintenance. Roads Advisory Committee Transportation and Safe Roads Committee will be Town of Whitby Seniors’ discussing cycling, focusing on topics such cycling , rules
Objectives Timeline Initial Stakeholders Progress To Date Services and regulations on the road, maintenance with live demonstrations and what the future of Whitby looks like for cyclers
Goal 7: The transportation needs of seniors are met by local businesses and organizations.
Objectives Timeline Initial Stakeholders Progress To Date
7.1 Recommend training for local taxi and Medium Age-Friendly Whitby Network Durham Council on Aging identified the same goal in their transit drivers on the unique customer service Term Durham Region Transit work-plan. Age-Friendly Whitby will be partnering with the needs of seniors and how to better serve them. Durham Council on Aging to implement and support the Town of Whitby Accessibility objective. Advisory Committee
7.2 Encourage businesses to provide Medium Age-Friendly Whitby Network No progress. transportation services for older adults to their Term location or provide delivery of their Businesses product/service to the homes of older adults.
Page 182 of 378 Agenda Item # 6.7
Housing Quality of housing is essential to safety and well-being and becomes a major decision for older adults. Accessible and adaptable homes are crucial to independence and overall quality of life. Many questions arise. Will seniors age in place and make modifications and downsize or move into a seniors’ residence? Factors such as safe living environments, proximity to services and family supports are essential considerations.3 Goal 8: There are a range of suitable and affordable housing options available to seniors.
Objectives Timeline Initial Stakeholders Progress To Date
8.1 Encourage the Provincial and Federal Completed Age-Friendly Whitby Network The Advocacy Working Group prepared a letter for local Governments to make available: Whitby MP and MPP to highlight the objectives. Federal Government more Long-Term Care housing in Province of Ontario The Advocacy Working Group met with MPP Lorne Coe in Durham Region; December, 2017 to receive an update. A meeting with MP more funding for Home Support Region of Durham Celina Caesar-Chavannes took place in January 2018. Services to keep seniors in their homes The Advocacy Group is working on summarizing the longer; discussions. more affordable housing options in The newly released National Housing Strategy launched in Whitby for seniors with low to moderate November 2017 aligns with the objectives. Page 183 of 378 income; and
better low-income seniors’ programs to Agenda Item # 6.7 assist seniors with their Hydro bills.
3 World Health Organization. (2007). Global Age-Friendly Cities: A Guide.
Objectives Timeline Initial Stakeholders Progress To Date
8.2 Advocate to housing developers about the Ongoing Age-Friendly Whitby Network The Age-Friendly Network and the Accessibility Advisory need to build homes suitable for people to live Town of Whitby Planning and Committee hosted a focus group with a local developer to in for their entire life span Development discuss barrier free units housing units. Feedback was given on the housing needs for seniors in Whitby.
8.3 Advocate to increase the number of rental Ongoing Age-Friendly Whitby Network No progress. units for seniors in Whitby and Brooklin Town of Whitby Planning and (subsidized and non-subsidized). Development
8.4 Encourage the establishment of retirement Ongoing Town of Whitby Planning and V!VA Retirement Community establishing a new retirement homes in Whitby that offer a variety of housing Development home in the Whitby Shores area. Report # PL 36-16. for low, medium and high-income seniors.
Goal 9: Seniors have access to supports in order to help them maintain their homes and age in place.
Objectives Timeline Initial Stakeholders Progress To Date
9.1 Increase awareness of financial supports Short Term Age-Friendly Whitby Network No progress. available to fund home adaptations such as Region of Durham Social the Ontario Renovates Program for Services Homeowners. Town of Whitby Seniors’ Services Page 184 of 378
9.2 Increase education about seniors’ Completed Age-Friendly Whitby Network Age-Friendly Workshop Series hosted an educational Agenda Item # 6.7 assistance programs (property tax relief Town of Whitby Seniors’ workshop on modifying your home to age in place. program, accessing mobility aids, income tax Services Whitby Seniors’ Activity Centre offers Income Tax help programs). Programs
Objectives Timeline Initial Stakeholders Progress To Date
9.3 Engage business community in developing Short Term Businesses Local business, Seniors Lifestyle Magazine sponsored a list of organizations that assist people with Whitby Chamber of Commerce Caregiving Seminar at the Seniors’ Activity Centre. They home maintenance services. offer news, information, and resources for seniors aged Community Groups 50+ and those with aging parents and loved ones.
9.4 Encourage landlords to install adaptations Short Term Age-Friendly Whitby Network No progress. (grab bars, modified door handles, etc.) in Town of Whitby Accessibility older housing units upon request at little or no Advisory Committee cost to the tenant.
Goal 10: Seniors have opportunities to make community and social connections in the neighbourhoods in which they live.
Objectives Timeline Initial Stakeholders Progress To Date
10.1 Organize a program that supports local Medium Town of Whitby Community No progress. neighbourhoods with how-to resources that Term and Marketing Services encourage community development including Town of Whitby Parks how to run neighbourhood events, adopting a Development park, litter campaigns and neighbourhood safety audits.
Page 185 of 378 10.2 Encourage apartment owners to create Medium Age-Friendly Whitby Network Whitby Village Seniors received $5,000 grant from the common space and opportunities for Term Mayors Community Development Fund to a fully Durham Region Housing Agenda Item # 6.7 information sharing such as apartment bulletin accessible tenant activity room. Equipment and furnishings boards and lounge areas that will foster a Private Sector were also purchased to support programs and services sense of community within buildings. offered to residents. Grand opening of the Community Room March 3, 2017.
Social Participation Social participation is strongly connected to good health and well-being. It depends on affordability, accessibility, safety and integration with other age groups.4 Goal 11: Seniors have access to a variety of social and recreational activities that are inclusive and welcoming.
Objectives Timeline Initial Stakeholders Progress To Date
11.1 Enhance cultural components at Completed Community Groups EDAC participated in the following community events through an information booth with interactive activities on community events by including a variety of Town of Whitby Ethno-cultural cultural performances, experiences and food the Committee and diversity within the Whitby community: and Diversity Advisory How to in 10, Colours and Cultures of Brooklin Block Party, options as well as the integration of cultural Committee groups. Heritage Day.
EDAC offered two diversity forums on the topics of Gender Identity and Expression and Syrian Refugees, hosted a citizenship ceremony on Canada Day and a newcomer bus tour for new residents to learn about the programs, services and facilities in their community.
Page 186 of 378
EDAC also hosted Culture in the Square performances Agenda Item # 6.7 Tuesday nights in June Offered a Whitby cultural passport for residents to explore and learn about their community and cultural groups
4 World Health Organization. (2007). Global Age-Friendly Cities: A Guide.
Objectives Timeline Initial Stakeholders Progress To Date presented at EDAC meetings in order to determine how to collaborate on community initiatives. 11.2 Promote the Age-Friendly amenities of Short Term Age-Friendly Whitby Network No progress. current facilities and events within the Town Town of Whitby Accessibility and the community-at-large. Advisory Committee Town of Whitby Seniors’ Services
11.3 Explore possible intergenerational Medium Town of Whitby Seniors’ No progress. programs with local educational institutions. Term Services
11.4 Develop more recreational and social Completed Age-Friendly Whitby Network The Age-Friendly Whitby Network has initiated Men’s opportunities for men within the community. Town of Whitby Seniors’ Breakfast Out with volunteer and staff support. Men sign up Services and participate in breakfast with a speaker. The first one in November was a success and the Network will continue to host 3-4 a year.
Goal 12: Activities are well-planned and accessible for all ages and abilities.
Objectives Timeline Initial Stakeholders Progress To Date
12.1 Examine ways to include and encourage Long Term Age-Friendly Whitby Network A 2018 Grant Application was submitted to create a Page 187 of 378 isolated seniors to participate in community Community Groups Senior’s Centre without Walls to reach isolated seniors.
programs, services and events. Agenda Item # 6.7 Town of Whitby Seniors’ Services
12.2 Examine alternate transportation options Medium Durham Region Transit No progress. for seniors to get to Town events. Term Town of Whitby Events
Objectives Timeline Initial Stakeholders Progress To Date Division Town of Whitby Seniors’ Services
12.3 Educate community event planners on Short Term Age-Friendly Whitby Network Provincial guideline provided to Town event staff for use in the Accessible Event guidelines produced by Town of Whitby Accessibility the development of Town event standards; the Accessibility for Ontarians with Disabilities Advisory Committee Will be improving access to Provincial documents through Act. the Accessibility page of the Town website in 2018.
Page 188 of 378 Agenda Item # 6.7 Respect and Social Inclusion The behaviour and attitudes by the public towards older adults is an important feature of Age-Friendly Communities. Positive attitudes help older adults feel valued, respected and safe in their communities. It is imperative for the community to be helpful and respectful with seniors who wish to age in place.5 Goal 13: Customer service needs of seniors are recognized, respected and valued.
Objectives Timeline Initial Stakeholders Progress To Date
13.1 Educate Town staff, community Completed Alzheimer Society of Durham Through a grant, the Town of Whitby and Alzheimer’s organizations and businesses about the Region Society of Durham Region offered customer service specific customer service needs of older Town of Whitby Accessibility training for Dementia Friendly/Youth Friendly/Age-Friendly. adults. Advisory Committee All recreation staff was trained. Town of Whitby Seniors’ The Age-Friendly Network and Chamber of Commerce Services created an Age-Friendly Business Checklist as a reference for local business. Staff attended the Chamber of Whitby Chamber of Commerce Commerce Business Summit in 2017. Distributed 100 Age- Friendly Business Checklists to local businesses
13.2 Develop an Age-Friendly Business Guide Completed Age-Friendly Whitby Network The Age-Friendly Network along with the Chamber of and tool kit that provides information to Alzheimer Society of Durham Commerce developed an Age-Friendly Business Checklist. businesses on how to create environments Region The Alzheimer’s Society of Durham Region has begun that are accessible and comfortable for older training local Whitby businesses on Dementia Friendly
Page 189 of 378 Town of Whitby Accessibility adults. Business. Advisory Committee Agenda Item # 6.7 Town of Whitby Seniors’ Services
5 World Health Organization. (2007). Global Age-Friendly Cities: A Guide.
Objectives Timeline Initial Stakeholders Progress To Date Whitby Chamber of Commerce
13.3 Develop an Age-Friendly Business Award Short Term Accessibility Advisory To be discussed in 2018. that recognizes businesses that are accessible Committee and comfortable for older adults. Age-Friendly Whitby Network Alzheimer Society of Durham Region Whitby Chamber of Commerce Town of Whitby Seniors’ Services
13.4 Develop Age-Friendly Business Completed Accessibility Advisory Staff presented to the Chamber of Commerce Lunch and Education sessions to share resources and Committee Learn on Age-Friendly Business, (December 2017). 12 Age-Friendly aspects of business. Age-Friendly Whitby Network Business owners were in attendance. Alzheimer Society of Durham Region Town of Whitby Seniors’ Services Whitby Chamber of Commerce
Page 190 of 378
Agenda Item # 6.7
Goal 14: Seniors are given opportunities to learn about local services and community supports that help them feel included and valued.
Objectives Timeline Initial Stakeholders Progress To Date
14.1 Develop a Doors Open Seniors event Completed Age-Friendly Network Services for Seniors Tour was offered in October 2017. focusing on services and facilities that serve Town of Whitby Seniors’ The Tour was a self-driven tour of the services available older adults. Services for seniors in Whitby. It included the following organizations; Abilities Centre, Community Care, Station Gallery, Whitby Curling Club, Whitby Lawn Bowling, Whitby Public Library, Lynde House, WSAC, BCC&L, and a variety of retirement residences.
14.2 Work with the community to develop a Medium Community Groups No progress. program that matches immigrant/newcomer Term seniors with other Whitby residents.
14.3 Encourage the continued development of Completed Durham Regional Police Town of Whitby Seniors Elder Abuse Awareness offers elder abuse awareness and education Services educational seminars to local community groups. opportunities within Whitby. Town of Whitby Seniors’ The Age-Friendly Workshop Working Group, is offering a Services Fraud and Elder Abuse awareness in partnership with Sgt. Sheri Tate from the Durham Regional Police Services and our Elder Abuse Awareness Team (March 2018) Page 191 of 378 14.4 Increase support of the LGBTQ community Medium Community Groups No progress. Agenda Item # 6.7 within the seniors’ population through education Term Town of Whitby Seniors’ opportunities. Services
Civic Participation and Employment Older adults remain valued members of their communities upon retirement. An Age-Friendly Community provides options for older adults to continue contributing through paid employment and volunteer opportunities.6 Goal 15: Seniors are valued as employees and volunteers.
Objectives Timeline Initial Stakeholders Progress To Date
15.1 Encourage employment fairs focused on Completed Age-Friendly Whitby Network As part of the Age-Friendly Seniors Workshop Series, a adults aged 55+ and the skills they have to Businesses Volunteer and Employment campaign was offered in the offer. month of February, 2018. 5 organizations including, Ontario Community Groups Shores, Business Advisory Centre Durham, Lynde House, Community Care Durham and Victorian Order of Nurses will showcase their resources and volunteers opportunities at a display table at the Whitby Seniors’ Activity Centre.
15.2 Promote volunteerism to utilize the skills Completed Community Groups As part of the Age-Friendly Seniors Workshop Series a of retirees and enhance support of services Town of Whitby Seniors’ Volunteer and Employment campaign was offered in the and programs in the community. Services month of February, 2018; 5 organizations including, Ontario Shores, Business Advisory Centre of Durham, Lynde Page 192 of 378 House, Community Care Durham and Victorian Order of Nurses will have the opportunity to showcase resources Agenda Item # 6.7 and volunteers opportunities at a display table at the Whitby Seniors’ Activity Centre.
6 World Health Organization. (2007). Global Age-Friendly Cities: A Guide.
Communication and Information Staying connected and getting timely, practical information is vital to active aging and is especially important for seniors who choose to age in place. Having access to relevant information that is easily available to older adults is a priority of an Age-Friendly Community.7
Goal 16: Media, organizations and businesses meet the communication needs of all older adults.
Objectives Timeline Initial Stakeholders Progress To Date
16.1 Inform leaders of organizations and Short Term Age-Friendly Whitby Network Will be improving access to Provincial documents and media about clear print accessibility Canadian Hearing Society organizational guides through the Accessibility page of the guidelines for reading and understanding Town website in 2018. print materials, as well as optimal ways to Canadian National Institute for communicate with people who are hearing the Blind impaired. Town of Whitby Accessibility Advisory Committee Town of Whitby Seniors’ Services
16.2 Better communicate the availability of Completed Town of Whitby Ethno-cultural Each Town of Whitby facility has signage indicating that they translation services at Town of Whitby and Diversity Committee provide translation services. facilities. Town of Whitby Recreation T The Town of Whitby website can also be translated into the and Facilities following languages using Google translate: Page 193 of 378 Arabic, Chinese, Filipino, French, Hindi, Persian, Spanish, Agenda Item # 6.7 Tamil and Urdu.
7 World Health Organization. (2007). Global Age-Friendly Cities: A Guide.
Goal 17: Seniors can easily access information they need.
Objectives Timeline Initial Stakeholders Progress To Date
17.1 Promote service information Short Term 211 Ontario No progress. directories, such as Ontario’s information Age-Friendly Whitby Network line 211, through the development of a community awareness campaign targeted at Town of Whitby Seniors’ older adults. Services
17.2 Advocate for the creation of 311 (a Medium Age-Friendly Whitby Network No progress. phone number that residents can call to get Term Town of Whitby information about Town of Whitby programs and services).
Page 194 of 378 Agenda Item # 6.7
Community Support and Health Services Health and community support services are imperative to maintaining health and independence in the community. Older adults are concerned that there is sufficient, good quality, appropriate and accessible care available in the community in which they live. 8
Goal 18: Health care services are available, accessible and timely in order to help seniors remain in their community.
Objectives Timeline Initial Stakeholders Progress To Date
18.1 Encourage the Provincial and Federal Completed Age-Friendly Whitby Network The Advocacy Working Group wrote letters to MPP Lorne Governments to facilitate the following: Federal Government Coe and MP Celina Caesar-Chavannes to highlight the 18.1 objectives. A meeting was set to review the Provide more general practitioners, Province of Ontario objectives. specialists, on-call doctors or nurse practitioners; Create a local hospital; Create a residential hospice; Improve support for home care services; Work with hospitals to reduce parking fees for seniors; Advocate for eye/dental care financial coverage; Page 195 of 378 Reduce wait times in emergency rooms;
Reduce wait list for OHIP funded Agenda Item # 6.7 physiotherapists and occupational therapists; Better and easier sharing of patient
8 World Health Organization. (2007). Global Age-Friendly Cities: A Guide.
Objectives Timeline Initial Stakeholders Progress To Date health care records; and Improve funding for mental health supports.
18.2 Consider building a therapeutic warm Completed Town of Whitby The Town’s 2014 Sports Facility Strategy includes the water pool in Whitby to help people with health recommendation for a new multi-use facility that could conditions such as arthritis. include a pool and walking track.
Goal 19: Community support services are inclusive and responsive in meeting the needs of seniors.
Objectives Timeline Initial Stakeholders Progress To Date
19.1 Increase support in the community for Completed Businesses As part of the Age-Friendly Workshop Series a free grief, depression and loss for older adults. Community Groups seminar on Grief, Depression and Loss was offered. Town of Whitby Seniors’ Services
19.2 Increase dementia education and Completed Alzheimer Society of Durham The Age-Friendly Workshop Series will be hosting a supports in the community to support families Region Dementia Education Vignette put on by Act 2 Studio Works and those affected. Town of Whitby Seniors’ “I’m Still Here!” The Alzheimer’s Society of Durham Region Services will be present to answer any questions on dementia following the short play (March 2018). Page 196 of 378 19.3 Provide education sessions for families Medium Businesses The Age-Friendly Workshop Series hosted a Caregiver Agenda Item # 6.7 on how to support aging family members Term Community Groups Support workshop in partnership with Community Care including living arrangements, transportation, Durham and Seniors’ Lifestyle Magazine. services for seniors, etc. Town of Whitby Seniors’ Services Community Care Durham spoke about services they offer as well as caregiver burnout, self-care and other community supports available.
Objectives Timeline Initial Stakeholders Progress To Date Seniors Lifestyle Magazine spoke about the journey of caregiving and how to understand and embrace the process.
Emergency Preparedness The challenges and concerns of older adults need to be addressed by emergency programs and planners. Programs and policies to raise awareness about older people in emergencies need to be in place. Factors that particularly affect older people in emergencies should be highlighted, especially noting mobility and health-related concerns.9 Goal 20: In the event of an emergency, seniors are informed and well-prepared.
Objectives Timeline Initial Stakeholders Progress to Date
20.1 Inform seniors about potential evacuation Completed Region of Durham In partnership with the Whitby Fire and Emergency centres for neighbourhoods in Whitby so that Town of Whitby Fire and Services an information and resource table was provided residents know where to go in an emergency at the Whitby Seniors’ Activity Centre. Emergency Services evacuation.
20.2 Develop and implement a coordinated Ongoing Region of Durham No progress. emergency preparedness campaign for older Town of Whitby Fire and Page 197 of 378 adults with emergency management services, Emergency Services
including consideration for those with Agenda Item # 6.7 dependencies: lifts, aids, personal support Town of Whitby Seniors’ workers. Services
9 American Red Cross. (2009). Disaster Preparedness for Seniors by Seniors.
Objectives Timeline Initial Stakeholders Progress to Date
20.3 Create a section on the Town website Medium Town of Whitby Corporate No progress. dedicated to emergency preparedness with Term Communications links to helpful sites. An information page Town of Whitby Fire and dedicated to Seniors’ Fire Safety Tips should Emergency Services be created.
Goal 21: Frail seniors are supported by the community during an emergency.
Objectives Timeline Initial Stakeholders Progress To Date
21.1 Encourage family members and Medium Age-Friendly Whitby Network No progress. neighbours to identify and support frail and Term Durham Regional Police disabled older adults in their community. Services Region of Durham Paramedic Services Town of Whitby Fire and Emergency Services Town of Whitby Seniors’ Services
Page 198 of 378
Agenda Item # 6.7
Age-Friendly Whitby Next Steps An Age-Friendly World enables people of all ages to actively participate in community activities and treats everyone with respect regardless of their age.10
Goal 22: Age-Friendly Whitby initiatives continue to be developed, implemented and sustained.
Objectives Timeline Initial Stakeholders Progress To Date
22.1 Continue to participate in membership of Completed Age-Friendly Whitby Network Renewed membership in December of 2017 for the year of the World Health Organization’s Global Network Town of Whitby Seniors’ 2018. of Age-Friendly Cities and Communities. Services
22.2 Form an Age-Friendly Whitby Network to Completed Businesses that Serve An Age-Friendly Network was formed September 2017. implement, monitor and evaluate the progress Seniors The Network consists of Town Staff, Seniors and of this action plan and to ensure the work Community Groups community organizations. The Age-Friendly Network will continues. meet bi-monthly and oversee the Working Groups Service Clubs progress. Three working groups were created to focus on Town of Whitby Seniors’ Age-Friendly Business, Age-Friendly Workshops and Services Advocacy.
22.3 Hire an Age-Friendly Whitby Coordinator Ongoing Town of Whitby Hired a temporary full-time Age-Friendly Coordinator until to lead the Age-Friendly Whitby Network, help June 2018. Page 199 of 378 implement and sustain Age-Friendly Whitby
initiatives through partnership development and Agenda Item # 6.7 networking.
10 World Health Organization. (2007).Towards an Age-Friendly World.
Objectives Timeline Initial Stakeholders Progress To Date
22.4 Receive financial support, as identified in Ongoing Town of Whitby The Seniors Committee of Council allocated budget annual budgets, from the Town of Whitby to towards a full-time temporary position for 6 months in 2017 implement and sustain Age-Friendly Whitby and 6 months in 2018. initiatives identified in this plan.
22.5 Monitor the progress of Town of Whitby Short Term Town of Whitby Seniors’ Update presented to Council in March 2018. action items through an annual report to Town Services of Whitby Council.
22.6 Continue to support the Region of Durham Completed Age-Friendly Whitby Network Age-Friendly Durham has created a Council on Aging and with their Age-Friendly Durham initiative. Town of Whitby Seniors’ the Town of Whitby Seniors’ Services Supervisor sits on Services their Council which meets quarterly every year.
Goal 23: Age-Friendly Whitby progress is promoted and regularly communicated to residents.
Objectives Timeline Initial Stakeholders Progress To Date
23.1 Promote the Age-Friendly Whitby Action Completed Age-Friendly Whitby Network The Age-Friendly Action Plan was launched in June 2017 Plan throughout the Whitby community for Seniors Month. Town of Whitby Community including an Action Plan Launch event. and Marketing Services The Action Plan continues to be promoted throughout the Town of Whitby Corporate implementation of the Plan. Communications Page 200 of 378
23.2 Develop and implement a communication Short Term Age-Friendly Whitby Network No progress. Agenda Item # 6.7 strategy to raise awareness about the Age- Town of Whitby Community Friendly Whitby Action Plan and engage internal and Marketing Services and external stakeholders regarding the importance of Whitby as an Age-Friendly Town of Whitby Corporate
Objectives Timeline Initial Stakeholders Progress To Date Community. Communications
Page 201 of 378 Agenda Item # 6.7 Agenda Item # 6.8
Town of Whitby Staff Report whitby.civicweb.net
Report Title: 2013 - 2018 Recreation and Leisure Services Youth Strategy Update
Report to: Operations Committee Submitted by: Peter LeBel, Commissioner of Date of meeting: March 5, 2018 Community and Marketing Services
Report Number: CMS 10-18 Acknowledged by M. Gaskell, Chief Administrative Officer Department(s) Responsible: Community and Marketing Services For additional information, contact: Department Sarah Klein, Manager of Recreation ext.4338 John Watkins, Supervisor of Community Development and Youth/Children’s Services ext. 6504
1. Recommendation: 1. That Community and Marketing Services Report CMS 10-18 regarding the progress to date on the 2013-2018 Recreation and Leisure Services Youth Strategy be received as information; 2. That Council approve the development of a 2019 – 2023 Recreation and Leisure Services Youth Strategy to guide the priorities and work plans of the Youth Services Section of the Parks and Recreation Division for the next five years; and, 3. That staff report back with a draft Recreation and Leisure Services Youth Strategy in Q2 of 2019 for Council’s consideration. 2. Highlights: • Staff are providing a progress update of the 2013-2018 Recreation and Leisure Services Youth Strategy (Attachment No. 1 2013-2018 Recreation and Leisure Service Youth Strategy Accomplishments to Date).
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• Staff are seeking approval to begin the development of a 2019 – 2023 Recreation and Leisure Services Youth Strategy. Community engagement and consultation would take place in 2018 and a draft strategy would be presented to Council for approval in 2019.
• The new Strategy would include consultation with the Whitby Youth Council, Youth in the Whitby community, other Committees of Council, community partners and agencies who serve Whitby Youth. 3. Background: Long term strategies are important to the municipality as they provide focus, help to prioritize financial resources, and provide direction to move from planning to action in order to achieve Council’s vision and goals. In order to continue to asses the needs of Youth and be proactive in addressing these needs, Staff have implemented the strategies and objectives outlined in the 2013 – 2018 Recreation and Leisure Services Youth Strategy. The Youth Strategy provides a proactive approach to ensure Whitby remains a Platinum Level Youth Friendly Community. The Town of Whitby was designated a Platinum Youth Friendly Community in 2011 and again in 2015. Recognition is awarded for a five-year period, after which communities must reapply for recognition. The Town of Whitby will have the Platinum Level Youth Friendly designation until 2020. 4. Discussion: As noted in Attachment No. 1, the majority of the recommendations within the Youth Strategy have been completed or are ongoing. Staff have scheduled future action items to be reviewed by December 2018 and implementation of some of the recommendations may be carried over into the next Youth Strategy. The following highlights some of the accomplishments within the six objectives.
Communication • Adoption of social media policy for the Town of Whitby (July 2015). • Youth Events on Town of Whitby Facebook Page. • Creation of a Youth Division Twitter account and Instagram account in 2015; currently there are 333 followers on the Youth Twitter account and 181 on the Youth Instagram account. • Established a community youth board in 75% of Whitby elementary and secondary schools and youth related school announcements in 50% of Whitby elementary and secondary schools. • Youth Event flyers and communications are sent monthly to all community centres. Youth Council Development
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• Thorough recruitment to ensure that each of the 10 high schools in Whitby have representation on the Whitby Youth Council. • Created a Youth Leader in Training Program in 2017. Two sessions were offered in the summer of 2017 and 24 youth registered to participate in the program. • Established sub-committees within the Whitby Youth Council to complete projects and tasks. • Presentations at Town Council from the Whitby Youth Council and community partners. Youth Programs and Events Enhancements • Offered inclusion services through camp programs since 2014 with 60 to 80 participants annually using this program. • In 2016, Youth Room hours of operation were adjusted based on the analysis of participation. • White Oaks Youth Connection Program is operating throughout the school year (2016 to 2018), offering activities 3 nights a week for approximately 25 participants each night. • Survey completed in 2017 that provided feedback for future programming and events for the Henry Street Youth Room. • Canadian Tire Jumpstart Day provided to Playground Program and other camp participants (September 2015). • Recognized as a Platinum Level Youth Friendly Community in 2015. Positive Youth Development and Training • Youth Services staff participated in Parks and Recreation Positive Youth Development training. • PFLAG training completed for all Youth Staff in 2017. • Town of Whitby events are promoted for Youth to volunteer on the Town of Whitby website. • Communications sent to schools regularly to promote volunteer opportunities. Community Development • Established a formal Whitby Youth Partnership network that meets quarterly (June 2013). • Attend Whitby Principals meetings for each School Board in order to provide updates on youth programs and services in community. • Member of the Durham District School Board Youth Hub Committee to develop and plan youth space in schools. Facilities • Mapping of Youth Room participants’ residence in 2015 to identify distance travelled to access both youth rooms - gap identified need for youth room in South Whitby. • Community Organization Survey completed in relation to Youth Friendly Community Recognition (2015).
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• South Youth Room at Henry Street High School opened in October 2017. 5. Financial Considerations: The budget implications of the Recreation and Leisure Services Youth Strategy are mainly the investment of staff time to assist with completing the identified action items and achieving the measurable accomplishments. Many of the recommended actions were completed through the Whitby Youth Council, community partnerships and those with a budget impact such as the Henry Street Youth Room were presented to Council as a part of the budget process for approval. The 2019 – 2023 Recreation and Leisure Services Youth Strategy would be developed internally by staff and the Whitby Youth Council and therefore would have no capital cost for a consultant. Costs associated with completing a survey and hosting focus groups would be covered within the current Youth operating budget. An allocation to print the final Strategy document would be included for Council’s consideration in the proposed 2019 operating budget. 6. Communication and Public Engagement: Since the 2013-2018 Recreation and Leisure Services Youth Strategy was approved by Council, it was made available on the Town of Whitby website and shared with the partnering organizations. Update on the progress of the implementation of the Youth Strategy has been ongoing with the Whitby Youth Council, community partners and staff. In order to assess the recreation and leisure services needs of youth within the community over the next five years, extensive public consultation would be undertaken. Subject to Council approval to proceed with the development of the Strategy, a number of facilitated discussions, feedback sessions and consultation with youth, community agencies and others that support or work with youth in the community would be conducted. 7. Input from Departments/Sources: Staff from the Community and Marketing Services Department worked closely with the Whitby Youth Council, municipal and community partners outlined in the Strategy to implement the recommendations. 8. Strategic Priorities: The recommendations contained within this report are consistent with the Town Whitby Council 2014-2018 Goals: 1. To enhance the transparency and accessibility of Town Hall and support effective public consultation and engagement.
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7. To remain the community of choice for families and become the community of choice for seniors and job creators. 9. Attachments: Attachment No. 1 - 2013-2018 Recreation and Leisure Service Youth Strategy Accomplishments to Date
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2013-2018 Recreation and Leisure Services Youth Strategy Accomplishments to Date Area of Focus Status Accomplished Future/Ongoing Action Items Established a youth e-newsletter group • Communication Complete Development of a youth with over 500 active email addresses communication plan to focus on 1.2.1 Introduce new Delivery of a monthly e-newsletter to social media and branding of Youth methods of youth room members Services and programs communication to Development of whitby.ca/youth engage youth, including Implementation of an online youth the development of age survey (April 2015) with 1,450 youth appropriate technology responses. tools such as web-based Completed a Youth Survey to plan and newsletters, calendars coordinate activities at the Henry St and surveys and a youth- Youth Room specific website • 1.2.2 Introduce the use of Complete Adoption of social media policy for the Continue to increase youth social media including Town of Whitby (July 2015) followers on social media Facebook, Twitter and Youth Events on Town of Whitby • Focus on the Youth Instagram YouTube Facebook Page account as the main outlet to Creation of a Youth Division Twitter promote and share information account and Instagram account in 2015 40% increase from 2015 to 2016 in the Page 207 of 378 number of followers on Youth Social
Media accounts Agenda Item # 6.8 2017 there are currently 333 followers on the Youth Twitter account and 181 on the Youth Instagram account
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CMS 10-18 Attachment 1
Area of Focus Status Accomplished Future/Ongoing Action Items • 1.2.3 Continue to use Ongoing Newspaper ads and media releases are Establishment of youth column with traditional forms of done for Youth Community events and local newspapers and publishing of communication initiatives including Whitby Idol, Youth a monthly article (newspaper ads, media Fair, Art Attack and Celebrating Youth • Adult Champions to be recognized releases, The Whitby Awards in 2018 Perspective, Activity Whitby Perspective article to promote • Communication plan to regularly Guides, posters) to reach the Town of Whitby’s Youth Friendly promote youth initiatives on the parents, adult champions Community Application in 2016 Town of Whitby newsletter and in and youth who are not media outlets engaged in technology • 1.2.4 Continue to Complete Implementation of online Youth Survey Continue to promote the fact that promote the Platinum regarding Youth Friendly Community Whitby is a Platinum Level Youth Youth Friendly recognition (April 2015) Friendly Community using broader, Community recognition Promotion and discussion of Youth innovative methods throughout the broader Friendly Community recognition at • Research Playworks new online community using new Youth Council Meetings (ongoing) registration application and and innovative Community survey sent to community selection criteria to prepare for communications methods partners regarding Youth Friendly future applications and mediums Community recognition. Nearly 50 submissions for community organizations were submitted and used to build the foundation of the 2015 Youth Friendly Communities application Establishment of a community youth • Page 208 of 378 1.2.5 Reach out and Ongoing Continue partnership with schools board in 75% of Whitby elementary and and look into utilizing new
increase awareness of Agenda Item # 6.8 the Whitby Youth Council secondary schools and youth related communication methods such as and Town of Whitby school announcements in 50% of Remind to reach parents through youth programs through Whitby elementary and secondary text messaging in 2018 enhanced partnerships schools • Promote Youth Room programs with the Durham District After School Program Grant 2013-2016 and activities at local feeder schools
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CMS 10-18 Attachment 1
Area of Focus Status Accomplished Future/Ongoing Action Items School Boards received and implemented in two surrounding youth rooms schools. From 2016 to present the Boys and Girls Club of Durham continue to offer programs at these two locations Member of the Henry St Youth Hub collaborative to develop youth initiatives • 1.2.6 Utilize the Town’s Ongoing Youth events and initiatives are Create rink board advertising for facilities to enhance promoted on screens at Iroquois Park Youth programs in 2018 awareness of youth Sports Centre and Brooklin Community programs and the Youth Centre and Library Council, such as through Youth Event flyers and communications a rink board campaign are sent monthly to all community and other methods centres Thorough recruitment to ensure that • Youth Council Complete Promote the Youth Council at high each of the 10 high schools in Whitby Development schools to ensure it is reflective of have representation on the Whitby the community and represents the 2.2.1 Review the current Youth Council needs of youth structure of the Whitby • Continue to recruit participants in Youth Council, to ensure the Youth Leader in Training it meets and reflects the program to become active members changing demographics on the Whitby Youth Council of the Town of Whitby • 2.2.2 Introduce a Junior Complete Engaged youth in Grades 7 & 8 in the Offer the Youth Leader in Training Page 209 of 378 Whitby Youth Council Whitby Youth Council using Youth program for 2 weeks in the summer
comprised of Grade 7 Symposium/Jr. Youth Council resulting of 2018 Agenda Item # 6.8 and 8 youth in 10 new Youth Council members Created a Youth Leader in Training program in 2017 to replace the Youth Symposium; two sessions were offered in the summer of 2017 and 24 youth
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CMS 10-18 Attachment 1
Area of Focus Status Accomplished Future/Ongoing Action Items registered to participate in the program • 2.2.3 Develop sub- Complete Establishment of sub-committees within Develop sub-committees as needed committees within the the Whitby Youth Council to complete to provide youth leadership Youth Council to projects and tasks (Oct 2014) opportunities and operate the Youth accomplish specific Council effectively projects • 2.2.4 Investigate the Complete Investigate action items that the Whitby Continue to provide Youth Council establishment of specific Youth Council expressed an interest in members specific roles and duties roles and duties within championing – Resulted in introduction to align with their interests and the Youth Council of Art Attack Event and presentations at strengths Council • 2.2.5 Continue to Complete Created opportunities to enhance the Involve the Youth Council with increase awareness of youth profile and youth focused Town events including Earth Day, the Whitby Youth Council activities at existing Town of Whitby Canada Day, Heritage Day and through its presence at events (2014) Harvest Festival in 2018 Town special events and Regular presentations at Town Council at annual Council from the Whitby Youth Council and presentations community partners Established regular meetings with the • Youth Programs and Ongoing Creation of inclusion support Ethno-cultural and Diversity Advisory Events Enhancements services for youth in all municipal Committee to understand the changing programming in 2018 3.2.1 Create a program cultural and diversity needs of the • Implement the Youth Programs development plan that community and to collaborate together
Page 210 of 378 work plan to improve and enhance ensures services for a to offer youth programs and events to existing programming broad range of youth celebrate diversity; this resulting in • Continue to work with Community Agenda Item # 6.8 populations that offering a Worldfest Whitby event in organizations through the Whitby addresses identified 2014 and introducing a diversity Youth Network and Henry Street gaps, including but not category in the Art Attack program in Youth Hub collaborative to ensure limited to youth with 2015 services address and reach a broad special needs, ethnically Offered inclusion services through
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CMS 10-18 Attachment 1
Area of Focus Status Accomplished Future/Ongoing Action Items and culturally diverse camp programs with 60 to 80 range of youth populations and after participants annually school opportunities Open the Henry Street Youth room and developed programs and activities with community partners to address identified gaps • 3.2.2. Develop evaluation Ongoing Programming and events best practices Where possible, offer programs tools that will ensure review in order to make requested as a result of the youth constant review of all recommendations for the modifications survey results including rugby, services, events and of current programs and event offerings basketball, soccer, football, paintball, programs in order to or recommendations for expansion of visual arts, dance and music provide high quality current services (March 2014). Resulted • Program Evaluation tool to be opportunities for youth in the introduction of free registered developed in 2018 to review existing participation youth programs in Youth Rooms programs 2015 Recognized as a Platinum Level Youth Friendly Community In 2016, the Youth Room hours of operation were adjusted based on the analysis of participation After School Program Grant Received • 3.2.3 Continue to pursue Ongoing Community Connection to support government and private 2013-2016 ongoing programming and youth sector grant opportunities White Oaks Youth Connection Program program opportunities in the Fall is operating throughout the school year 2018 (2016 to 2018) which offers activities 3
Page 211 of 378 nights a week for approximately 25 participants each night • Agenda Item # 6.8 3.2.4 Complete a full Complete Completed youth event review in 2014 Youth room work plan in place for audit of current youth to make recommendations for the 2018 events and make modification and expansion of event • Liaise with other municipalities by recommendations for offerings; this resulted in Art Attack participating on the DDSB Youth being introduced in 2014 and future youth events Hub committee
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CMS 10-18 Attachment 1
Area of Focus Status Accomplished Future/Ongoing Action Items based on feedback and modifications to Youth Week events • Continue to be an active member of best practices from other including Youth Fair the Playworks Youth Friendly municipalities Survey in 2017 for recommendations for Communities review committee future programming and events at the Henry Street Youth Room • 3.2.5 Pursue Ongoing Developed and delivered Free Youth Create a directory of Youth development of Programs at the Centennial Building programs offered by community enhanced new Promoted and highlighted community organizations on the Whitby Youth “neighbourhood” based programs through the Whitby Youth page on the website in 2018 programs to address the Network • Complete analysis of programs youth needs and Community Connection secured and offered and participation levels of recreation opportunities established youth space at White Oaks youth living in priority throughout the and partnered with the Boys and Girls neighbourhoods and develop community Club of Durham to deliver youth strategy and actions to address gaps programs three nights a week, a daily school walking program to West Lynde Public School and camp programs during the summer months Canadian Tire Jumpstart Day provided 3.2.6 Continue to Ongoing • Partner with AAARD on initiatives to to Playground Program and other camp promote the Canadian address access to recreation for low participants Tire Jumpstart and Town income youth Access Program to allow • Support Community Connection to youth from low-income develop youth activities in the families to participate in community space in the White Oaks Page 212 of 378 sport and leisure and community
programs Agenda Item # 6.8 Developed Counsellor in Training • 3.2.7 Promote youth Ongoing Develop a youth volunteer database volunteer development Program at Whitby Camps for ages 13- by including a listing of volunteer through Town special 17 with approximately 180 participants opportunities in the community in events and camps register for the CIT program annually 2018
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CMS 10-18 Attachment 1
Area of Focus Status Accomplished Future/Ongoing Action Items Youth Services staff participated in • Positive Youth Ongoing Have all youth staff and 75% of non- Parks and Recreation Positive Youth Development and youth recreation staff complete the Development training Training Youth Friendly Champion workshop PFLAG training for all Youth Staff 4.2.1 Ensure that completed in 2017 management policies, general practices and training reflect Positive Youth Development • 4.2.2 Work with Ongoing Town of Whitby events are promoted for Enhance online tools to promote community partners to Youth to volunteer on the Town of youth volunteer opportunities by define the role of the Whitby website 2018 Department as a conduit Communications sent to schools for youth volunteerism, regularly to promote volunteer including event opportunities volunteers, forty hours of Community partners with the Whitby volunteer work and long Youth Network offer volunteer term volunteer opportunities for youth development opportunities • 4.2.3 Commit to Ongoing Identify adult youth champions in the Develop a means of recognizing the informing and including community using online Youth Survey adult youth champions in 2018 community partners and Formally connect the adult youth Page 213 of 378 other adult Youth champions with the Whitby Youth
Friendly Champions Council Agenda Item # 6.8 about the importance of Positive Youth Development and the opportunity to work together, recognize and
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CMS 10-18 Attachment 1
Area of Focus Status Accomplished Future/Ongoing Action Items engage more adults Establishment of a formal Whitby Youth • Community Ongoing Increase programs and services Partnership network that meets Development offered for Whitby youth in the areas quarterly (June 2013) of rugby, basketball, soccer, football, 5.2.1 Formalize a youth Attend Whitby Principals meetings for paintball, visual arts, dance and partnership network, each School Board in order to provide music inclusive of current and updates on youth programs and • Share Youth-Friendly Communities potential partners, to services in the community twice per database of organizations and formally connect youth year include as a directory on the Town of service providers in order Formalized relationships with all school Whitby Youth page to utilize resources to Principals, and schedule regular identify and address gaps meetings (ongoing) in youth recreation Member of the Durham District School services and Board Youth Hub Committee to develop engagement and plan youth space in schools • 5.2.2 Consider To be Members of local Youth Health Formalize a group of social services reinforcing relationships addressed organizations and the Whitby Chamber agencies to submit a proposal to the with non-traditional of Commerce are currently involved Central East Local Health Integration with the Whitby Youth Network to partners to address Network and other funding partners address needs and investigate new broader gaps in youth to pursue a Whitby based opportunities for services for youth services and community Community Health Centre by 2018 building, including, but • In partnership with the Whitby not limited to, the Chamber of Commerce and Spark Centre, consider developing a Youth Page 214 of 378 Business Sector and Social Service providers. Friendly Business Recognition Agenda Item # 6.8 These programs may Program and Youth Entrepreneur include after school Award in the Fall of 2018 initiatives and • Implement and advertise the Youth investigation of a Whitby Friendly Business Recognition based Youth Community Program and formally recognize 5
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Area of Focus Status Accomplished Future/Ongoing Action Items Health Centre business’ annually moving forward Installation of scanners in youth rooms • Facilities Ongoing Make recommendations for future in order to better track attendance and programming locations based on 6.2.1 Continue to monitor usage (December 2013) analysis demographics, resident Mapping completed of 2015 Youth patterns and youth needs Room Scans to identify distance for the development of travelled to access both youth rooms - facilities and programs gap identified in South Whitby across the Town • 6.2.2 Consider the Complete South Youth Room at Henry Street High Full monthly schedule to be set with establishment of a youth school opened in October 2017 community partners as of March room in South Whitby 2018 • 6.2.3 Consider the Ongoing Communicated the results of the most Ongoing support projects related to prioritization for the commonly requested facilities and the building of youth friendly spaces development of future amenities with the appropriate divisions • Ensure significant youth facilities identified within the corporation engagement for the Cullen Central through youth feedback Park Master Plan, Memorial Park including but not limited Master Plan and North Whitby to aquatic facilities, leash Sports Complex free dog parks, skate parks and a performing arts centre within the
Page 215 of 378 municipal capital budget/plan Agenda Item # 6.8 Community Organization Survey in • 6.2.4 Investigate and Complete Henry Street Youth Hub develop relationships regard to Youth Friendly Community collaborative to use findings from the with community providers Recognition (2015) survey to establish and develop that may address In 2017 survey with the DDSB to programs and activities as identified identify needs and interests in planning
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Area of Focus Status Accomplished Future/Ongoing Action Items identified facility requests the activities in the Henry Street Youth from the youth survey Room • 6.2.5 Develop practices Ongoing The Whitby Youth Council is consulted Formalize opportunities for Whitby that reinforce regularly for various Town of Whitby Youth Council designates on other involvement of youth in initiatives and by other Committees of Committees of Council in 2018 the planning stages of Council capital projects, service Whitby Youth Council designate changes and/or on members appointed to the Whitby Advisory Committees Sustainability Advisory Committee and the Ethno-cultural and Diversity Advisory Committee
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Agenda Item # 6.9
Town of Whitby Staff Report whitby.civicweb.net
Report Title: Brooklin Memorial Park Master Plan
Report to: Operations Committee Submitted by: Peter LeBel, Commissioner of Date of meeting: March 5, 2018 Community and Marketing Services
Report Number: CMS 11-18 Acknowledged by M. Gaskell, Chief Administrative Officer Department(s) Responsible: Community and Marketing Services For additional information, contact: Department Matt Powers, Manager of Parks, Long Range Planning and Culture, ext. 7415
1. Recommendation: 1. That Community and Marketing Services Report CMS 11-18 regarding the Brooklin Memorial Park Master Plan be received; and, 2. That item MD 4152 pertaining to the Brooklin Memorial Park be lifted from the Operations Committee New and Unfinished Business list. 2. Highlights: • The Parks Division of the Community and Marketing Services Department is providing an update to Council on the proposed process, issues and opportunities surrounding the redevelopment of Brooklin Memorial Park.
• The development of concept plans, timing of public consultation, eventual approval of Council to the proposed master plan, detailed design and tendering, park and facility construction, and the associated capital budgets need to be aligned.
• Directly related projects that would impact the redevelopment of Brooklin Memorial Park include the Luther Vipond Memorial Arena re-purposing, the siting of the future North Whitby Sports Complex, and the operations of the Brooklin Spring Fair.
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• That the Brooklin Memorial Park master plan concept(s) development, and stakeholder and community engagement, commence in 2019 subject to Capital Budget approval with the objective to secure Council endorsement of the park master plan by Q4 2019, with park redevelopment in 2020. 3. Background: Brooklin Memorial Park is classified as a district park within the Town’s hierarchy of parks, located on Winchester Road East. However, the park is 10.5 hectares in size, which would be twice as large as standard district parks. There is a large open space section within the park located on the west side, and the park is also home to Luther Vipond Memorial Arena. Currently the park consists of a lit softball diamond, playground area, tennis courts, skate park features, washrooms and large un-programmed field surrounded by an oval track. Trail connections to the Brooklin Lions Trail provide access to the storm pond area and valley areas at the south end of the property. There are plans to extend the trail system to the south (under Highway 407) and east of the park in 2018. District parks are intended to serve the recreational needs in a community area or series of neighbourhoods with outdoor recreational opportunities. Opportunities would include illuminated sports fields and possibly a fieldhouse, tennis and other multi-sport ball courts, playgrounds, splash pad, shade structure, parking and landscaped and passive recreational areas. The Town’s Official Plan requires that park master plans be prepared to guide the long term development of municipal parks. Since the late 1980’s and the impact of rapid residential growth in the Brooklin area there has been additional pressure to provide parks and recreational needs at both a town wide and local neighbourhood level. In 1986, the Town’s Culture and Recreation Master Plan identified a need to carry out a detailed long range comprehensive planning study for Brooklin Memorial Park. The 2006 Culture, Parks, Recreation and Open Space Plan also identified the need to address potential recreational uses at Brooklin Memorial Park. The Council endorsed Sports Field Strategy recommended the Town construct a multi-use sports centre at Brooklin Memorial Park, commencing planning and design in 2019, construction in 2020 with a 2022 opening. This project timing coincides with the capital forecast. The new facility is proposed to house two ice pads, indoor aquatics centre, indoor track and other community and program space. Luther Vipond Memorial Arena is located within the property and subject to a proposed re-purpose and design study in 2020. While still structurally sound it is nearing its end of life cycle as an arena complex due to the age of the ice plant. Since 1921, Brooklin Memorial Park has been the location of the Brooklin Spring Fair. The annual Spring Fair represents a community tradition, 107 years in 2018 and a major use of the park over four days each spring in early June. The
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ongoing needs of the Fair would need to be addressed within the park master plan. 4. Discussion: As noted by the extensive background above, Brooklin Memorial Park serves many uses and various recreational functions of the community. The largest challenge for re-developing the park has been the uncertainty of where a new multi-use sports facility would be constructed for the north area of Whitby. While the Sports Field Strategy recommended Brooklin Memorial Park for locating a new multi-use sports facility, there are issues at the site. Access to the proposed multi-use North Whitby Sports Complex from Winchester Road East is viewed as a concern due to the volume of traffic that the road currently handles during peak commuter hours. Primary access from St. Thomas Street would not be the best solution due to the impact to the residential neighbourhoods as the new sports complex is expected to attract upwards of 1.5 million visits annually. The impact on the existing park site of the large building (2 full size rinks and an aquatics centre) and associated parking would potentially eliminate many other park related amenities and opportunities. Maintaining Luther Vipond Memorial Arena also complicates the site. An alternative site for the North Whitby Sports Complex that could be easily accessed by the Town’s expanding development and population would be a better option for the town, while permitting the Memorial Park site to be used for outdoor recreation activities. Staff is looking at an alternative site for the multi-use sports facility which would open up other recreational opportunities for Brooklin Memorial Park and Luther Vipond Memorial Arena. The Brooklin Spring Fair is an important community event within the Town. To date, the use of the park by the Fair for four days in early June has limited the potential and development of the full park site. Parks Staff would work with the Fair Board to determine the opportunities within the master park design that would support the Fair Board, but also the needs of the Town as the population of Brooklin and the Town grow overall. Brooklin Memorial Park is not centrally located within Brooklin, especially when the community grows further to the north and west. That said, the park can have both a local and town wide impact in the provision of recreational facilities and services. 5. Financial Considerations: The Parks Capital Budget provides funding in 2019 and 2020 for the re- development of Brooklin Memorial Park. There is $2,813,000 in the budget plus an additional $66,000 for tennis lighting. An amount of $300,000 is in 2023 for
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playground retrofit and accessibility enhancements. $90,000 is available in 2020 for the development of the master plan and it would be recommended as part of the 2019 Capital Budget process that this allocation be advanced to 2019. This funding would provide for the renewal of existing park related facilities such as playground equipment, tennis courts, ball diamond, skate park and washrooms. It would also address any new recreational opportunities identified through Community Open Houses and public engagement with stakeholders such as sports users groups and the Brooklin Spring Fair Board. If there was going to be broader park amenities included/added into the redevelopment, then the capital budget may need to be expanded. The Brooklin Memorial Park master plan process is recommended as a 2019 project. Subject to approval to move forward as part of the 2019 budget process, concepts would be developed, and stakeholders would be consulted early on as part of the concept development phase. The public engagement would include presentation of concepts and input would be sought so other design considerations could be developed and incorporated where feasible. It would be an iterative process. Parks Staff would bring forward a recommended master plan for Council endorsement in Q4, 2019 with construction to commence in 2020, based on the Capital Budget approval process. The redevelopment of Brooklin Memorial Park would be funded from development charges and the parks maintenance reserve. 6. Communication and Public Engagement: Parks Staff would conduct an extensive public consultation process to receive input from residents, stakeholders, community groups and inter-departmental staff. Community Open Houses would be utilized to engage residents. Social media tools and the use of the Town’s website would provide updates and important dates in the planning and design process. Specific meetings would be scheduled with stakeholders including sport users groups and the Brooklin Spring Fair board. 7. Input from Departments/Sources: Other Departments within the Town would be included in the park design process and consulted especially related to operating and capital budgets, including the Public Works Department. 8. Strategic Priorities: The recommendations contained within the Brooklin Memorial Park Plan Report are consistent with the Town of Whitby Council 2014 – 2018 Goals: 3. To continue the Whitby tradition of responsible financial management and respect for taxpayers; and to understand the importance of affordability to a healthy, balanced community.
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7. To remain the community of choice for families and become the community of choice for seniors and job creators; and to focus new growth around the principles of strong, walkable and complete neighbourhoods that offer mobility choices. 9. Attachments: Attachment 1 - Brooklin Memorial Park location map
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CMS 11-18 Attachment 1
Winchester Rd E
1:3,200
Northland Ave
Brooklin Memorial Park Tremount St
Duggan Ave St Thomas St Thomas St
Napier Ct Burroughs Ave
Highway 407
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Town of Whitby Staff Report whitby.civicweb.net
Report Title: Additional Appointment of Member of Whitby Seniors’ Services to the Town of Whitby Seniors’ Committee of Council
Report to: Operations Committee Submitted by: Peter LeBel, Commissioner of Date of meeting: March 5, 2018 Community and Marketing Services
Report Number: CMS 12-18 Acknowledged by M. Gaskell, Chief Administrative Officer Department(s) Responsible: Community and Marketing Services For additional information, contact: Department Sarah Klein, Manager of Recreation ext. 4338 Kim Evans, Supervisor of Seniors’ Services ext. 6114
1. Recommendation: 1. That Council approve and appoint the following additional member, Moya Bugelli, to the Town of Whitby Seniors’ Committee of Council for a period of one year ending December 31, 2018. 2. Highlights: • A newly appointed Seniors’ Committee of Council member resigned before the 2018 term began due to personal obligations. Seniors’ Services member, Moya Bugelli, is being recommended by the Seniors’ Committee of Council to take her place through committee appointment. Ms. Bugelli would have to participate in the Seniors’ Committee of Council Membership elections in November 2018, should she wish to stay on the Committee for any future terms. 3. Background:
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Council annually approves and appoints members elected from Whitby Seniors’ Services to the Town of Whitby Seniors’ Committee of Council. The term of the Committee of Council is one year and ends on December 31, 2018. 4. Discussion: As per By-law No. 5578-05 the Whitby Seniors’ Committee of Council, in consultation with the Commissioner of Community and Marketing Services, the Manager of Recreation and the Supervisor of Seniors’ Services, provides advice and assistance to Council regarding the various seniors services and programs offered by the Town of Whitby, including but not limited to, social and leisure drop in programs, dances, transportation, choir, fundraisers, summer student programs and special events. 5. Financial Considerations: The 2017 operating budget to support Whitby Seniors’ Services is $728,079. The Seniors’ Committee of Council 2017 contribution to Seniors’ operations was budgeted at $20,790. 6. Communication and Public Engagement: This new appointment will be communicated to the Whitby Seniors’ Services membership through printed material posted through the program areas, in the ‘Seniors in Motion’ Newsletter and on the Town’s website. Each year an event is organized for the membership to meet the newly appointment Seniors’ Committee of Council. Minutes from each meeting of the Seniors’ Committee of Council are posted monthly in the Whitby Seniors’ Activity Centre and Brooklin Community Centre and Library. A copy of the meeting minutes are also provided by the Clerk. 7. Input from Departments/Sources: Not Applicable 8. Strategic Priorities: The recommendations contained within this report are consistent with the Town of Whitby Council 2014 – 2018 Goals: 1. To enhance the transparency and accessibility of Town Hall and support effective public consultation and engagement. 7. To remain the community of choice for families and become the community of choice for seniors and job creators; and to focus new growth around the principles of strong, walkable and complete neighbourhoods that offer mobility choices. 9. Attachments: Not Applicable
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Town of Whitby Staff Report whitby.civicweb.net
Report Title: Corporate Information Technology Strategic Plan
Report to: Operations Committee Submitted by: Ken Nix, Commissioner of Corporate Date of meeting: March 5, 2018 Services
Report Number: CS 11-18 Acknowledged by M. Gaskell, Chief Administrative Officer Department(s) Responsible: For additional information, contact: Corporate Services Department Office of the Chief Administrative Officer Dan Munns, Manager of Technology of Innovation, ext 2328
1. Recommendation: 1. That Council endorse the Corporate Information Technology Strategic Plan (CITSP); 2. That Council approve the risk management initiatives listed in the CITSP requiring an additional budget of $565,000 to be funded from the Insurance Reserve Fund as per Council Resolution # 381-17; 3. That, notwithstanding the Purchasing Policy, in order to achieve the transformation and standardization of the technology platform, that the CAO and the Commissioner of Corporate Services/Treasurer be authorized to enter into any ancillary agreements for the purchase of goods, services and solutions to expedite the completion of the CITSP projects; with standardization being reported to Council annually; 4. That the CAO and Treasurer be authorized to engage a consultant through a public process to assist with the development of a report that identifies the funds, tasks and benefits required for the future Enterprise Resource Planning (ERP) solution project; and, 5. That Council authorizes the Treasurer to commit all technology related tax based funding released through the budget monitoring policy to fund future CITSP projects.
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2. Highlights: • Technology is critical to the delivery of the majority of services being delivered by the Town of Whitby
• The CITSP has been designed to create a robust, secure and sustainable corporate technology framework that supports the current and future corporate strategic goals and enhances the delivery of electronic services to the community
• Various operational and standardization changes have been recommended in order to focus the corporate technology investment into higher value activities
• Additional investments will be required to modernize and maintain the required technologies that will be used for various electronic service delivery processes. 3. Background: The 2016 Service Delivery Review (SDR) project recommended that a Corporate Information Technology Strategic Plan (CITSP) project be undertaken. Perry Group Consulting Limited was engaged as a result of a public Request for Proposal (RFP) process. Ben Perry was the lead on this project and has significant experience in building IT Strategic Plans, GIS Strategies and Digital Strategies for over 40 municipalities, including many of the Town’s municipal comparators selected by Council in the Service Delivery Review project. A three stage process was used for this engagement: 1. Discovery Stage - the consultant collected information via workshops, surveys, group discussions and by conducting technology infrastructure, business systems and operational assessments. The information and assessment data collected was then consolidated into a list of corporate technology strengths, challenges, opportunities and risks and reviewed with IT and the Senior Leadership Team. 2. Strategize Stage - Mr. Perry facilitated a workshop with the Senior Leadership Team to assist them in the creation of a corporate technology vision and to gather input on the proposed technology governance and technology project prioritization models. Workshops with staff were used to validate the findings from the Discovery Stage and these groups were involved in creating a list of options to address the identified gaps. This information, along with broad industry best practices, was used as a basis to develop recommendations within the CITSP. At the end of this Strategize Stage, Council was provided an overview of the findings of the Discovery and Strategize stages and major technology initiatives that the Town will need to face in the future as the transition towards an electronic services delivery model occurs.
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3. Plan Stage - The consultant worked closely with Matt Gaskell, CAO; Ken Nix, Commissioner of Corporate Services and Dan Munns, Manager of Technology and Innovation Division to review the list of recommendations in order to ensure that the overall strategy meets the internal expectations and capacity of the organization. These discussions included a review of project dependencies, related high-level financial and staffing requirements. The attached CITSP report identifies a strategic path forward that the Town can follow to achieve the vision and service delivery standards identified by the Corporation. 4. Discussion: All levels of government within Canada are moving towards the digitalization of business processes. The Association of Municipalities Ontario (AMO) recently published a paper entitled “Towards digital transformation and opportunities for Ontario’s Municipal Governments” that speaks to the opportunities and benefits of implementing a digital technology platform. Various municipalities have started their digital transformation and are realizing various secondary benefits such as streamlining of internal business processes and the creation of a more agile organization that can quickly meet public needs through improved workflow processes, enhancement of service delivery options and the creation of longer term cost avoidance. The CITSP report provides Whitby with a strategy of how to undertake a digital transformation. The report goes into depth on the operational, technological and financial changes that are required as part of this staged approach. These strategic changes are designed to position Whitby’s technology platform for the future delivery of digital services to the Whitby community. The CITSP recommends the Town transition from divisional-focused technology to a corporate-focused technology architecture. This will ensure that resources address the highest technology investments priorities. The strategy identifies the gaps within the current technology platform that require immediate attention. Implementing digital services will require changes to the core infrastructure and business systems layers as the first steps in this strategy. The stepped approach enables the corporation to take a progressive, disciplined and planned step forward in the redesign of the Town’s technology platform. The transition roadmap is based on these recommendations which have been grouped into three phases: 1. Build the conditions for successfully managing and coordinating the technology program
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2. Implement a range of standardized secure foundational infrastructure technologies to ensure robust and reliable technology services for staff and customers 3. Plan for a number of major business system initiatives that will support the digitization of business processes in preparation for digital service delivery Plan Highlights Phase 1: Identifies numerous governance processes, technology related policies and operational changes designed to improve corporate coordination, planning and implementation of technology projects. These proposed changes will fundamentally impact the way technology is identified, procured, implemented and managed. They are also designed to position the Technology and Innovation division as a business partner. This governed, yet agile approach will enable business needs to be essential drivers for new technology investment and changes to the technology environment. This approach has been leveraged by various comparator municipalities and has created the following corporate benefits: • Better execution of projects • Leads to the creation of a robust, secure and agile technology platform • Creates resource capacity that can be used for innovation Phase 2: Identifies the need to modernize the infrastructure layer and related components. The infrastructure layer is the foundation for the entire technology environment and must be designed to support the delivery of digital services in a robust, sustainable and secure manner. The major Phase 2 projects within this strategy include: • Implementation of a new Corporate telephone and voicemail system • Supporting infrastructure for new telephone and voicemail system • Additional network storage capacity • Enhanced Wi-Fi infrastructure • Expansion of the Town’s fibre optic network • Implementation of a new application delivery tool • Upgrades to networking and switching equipment • Implementation of a disaster recovery plan and related technology • Asset replacement to modernize computing hardware and devices The CITSP includes additional projects that are designed to mitigate corporate risks which were identified by recent risk assessment and the insurers for the Durham Municipal Insurance Pool. The Insurance Reserve Fund will be leveraged to augment the approved budget to complete these risk mitigation projects. The use of these funds is compliant with Council resolution # 381-17. The risk management initiatives will require an additional budget of $565,000 and include: • Implementation of comprehensive network monitoring solutions
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• Implementation of an Internet Protocol management solution • New backup solution • Various security related enhancements • Additional software licensing It is expected that there will be a requirement to standardize on various types of technologies in order to maximize system interoperability, integration and overall security of these foundational core technologies. The use of standardized technologies and the ability to complete these transformational changes quickly have been identified as critical factors to minimize the service delivery impacts that occur during system outages. Staff is recommending that the CAO and Treasurer be delegated authority to standardize technology as required using a competitive process where applicable to ensure that the best interests of the Town are taken into consideration. Staff will report annually to Council advising them of any standardization decisions that have been made. Considering the limited timeframe for reporting to Council in 2018 and the importance of mitigating the impacts of the proposed changes, staff is recommending that the CAO and Treasurer be authorized to approve the award of the required technologies and services in the Phase 1, Phase 2 and Phase 3a that fall within the 3-year plan subject to budget approval and using a competitive process where applicable. It is expected that the intent of the Purchasing Policy will be followed where possible to ensure the best interests of the Town are taken into consideration. Resource limitations in both the Technology and Innovation Services division and the user departments may impact the timing of the projects identified. The Technology Transformation Team (T3) is a governance committee, chaired by the CAO who will be involved in the oversight of all large technology investment and will be responsible for setting the priority for these transformative technology projects. Phase 3a and 3b: Prioritizes the need for modernization of the Town’s core business systems. These recommendations focus on the reduction of the number of the Town’s business systems and emphasizes the importance of standardizing and investing in fewer, more corporately focused, secure core business systems that can be integrated with one another to enable electronic service delivery. Whitby’s community is increasingly expecting digital services as a means to complete their interactions and increase engagement with the Town. In many cases, digital business processes provide an easier means of conducting business transactions with the Town, allowing the resident to find information and request services outside of the normal business hours. To successfully implement these types of services, a complete redesign of the Town’s infrastructure and business system layers will be necessary. The majority of the Town’s current business systems are at or nearing end of life status. The corporation has received exceptional value from these investments
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by extending the life of these solutions through the ongoing maintenance efforts of Technology and Innovation Services staff. However, their age, the inability to secure these solutions from current threats and their limited electronic service functionality reinforces the justification to replace these solutions. The Corporation delayed the replacement of core business systems until an Information Technology strategic plan had been adopted by Council. This plan will guide future technology investment decisions that meet newly established the technology standards, security requirements and system interoperability protocols. The fact that the majority of core business solutions are scheduled for retirement within the next 3 years creates a unique strategic opportunity to redesign and replace critical infrastructure technologies. By following the recommended approach outlined in the CITSP, the Town can move forward in a structured, disciplined manner that will transform our service delivery capability. Phase 3 has been broken into two parts; 3a and 3b which are based on the Town’s ability to execute these projects. Projects were evaluated on their complexity, foundational infrastructure requirements and the availability of resources. Phase 3a major projects include: • Enhancement to the AMANDA solution • Additional server, database and application software licenses • New Corporate Website • Expansion of Geographical Information Systems (GIS) services and tools • Maintenance of current installed business solutions • Replacement of the Automatic Vehicle Location (AVL) solution. Phase 3b projects are significantly more complex, resource heavy, multi-year projects that will require substantial additional capital and operating funds to complete. Additional research and planning is required prior to starting these projects. Phase 3b projects include: • Implementation of a new financial solution (Enterprise Resource Planning solution) • Implementation of a new work and asset management solution • Implementation of a new customer relationship management solution • Implementation of a new electronic content management solution The first Phase 3b project priority is to work on the Enterprise Resource Planning project. The existing financial systems are at end of life and need to be addressed. The Town plans to engage a consultant to help the Town undertake a needs assessment and identify alternatives available, define a scope of work, and implementation strategy for this project, identify resources required, the magnitude of both the capital and ongoing operating costs, and opportunities for
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improvement. This will enable Council to better understand the impacts of moving forward with this initiative. The other Phase 3b projects will be reviewed by the newly established Technology Transformation Team (T3) governance committee who will determine the priorities and timelines for these projects. Benefits The CITSP is designed to provide the following corporate benefits: - Demonstrates that the Town is investing in people and technology to transform the organization towards being a leading municipal entity that provides reliable, sustainable and quality services to our residents - Readies the corporation for the upcoming community growth impacts - Helps mitigate various known corporate risks - Creates a customer focused service delivery approach and aids in the creation and innovation of services - Establishes more formal processes related to project intake, project ranking, project execution and change management that will ensure the Town is focusing on the right technologies in order to match resource availability and maximize the return on investment for technology projects - Creates efficiencies, reducing process duplication through application integration 5. Financial Considerations: The growing community, changing demographics, increased security concerns, age of the current implemented technologies and resident service delivery expectations are outpacing the Town’s ability to implement and maintain electronic service functionality with the existing technologies and resources. The CITSP will require additional investment of funds to procure, operate and maintain these new technologies. The majority of the core infrastructure and business solutions are at or past end of life status and are in need of replacement. The Town cannot continue to rely on the existing systems, as ongoing use of these technologies will increase corporate risk, reduce staff productivity, delay the release of various electronic service options and force allocation of staff resources towards the ongoing support and maintenance of these technologies. The Technology industry is shifting towards cloud based subscription services. This will force the Town to change their funding model from Capital to Operating for many future technology purchases. This unavoidable industry trend is expected to put additional pressure on the operating budgets in future years. The report has identified a three-phased approach on how to proceed with the Town’s digital transformation. Phase 1 and 2 projects can be implemented in parallel. Phase 3a projects can be implemented within the three year timeframe and require minimal technology infrastructure changes. Phase 3b projects require significant technology infrastructure changes to support these new solutions.
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Capital Financial Impacts Phase 1: The 3-year budget forecast includes all anticipated capital funds required to complete the Phase 1 projects. Phase 2: The 3-year budget forecast includes all anticipated capital funds required to complete Phase 2 projects except for $565,000 of risk mitigation projects that will be funded from the Insurance Reserve Fund. Phase 3a: The 3-year budget forecast includes all anticipated capital funds required to complete Phase 3a projects. Phase 3b: Many of the Phase 3b projects will be identified and brought forward to Council in future budgets for their consideration. The first and highest priority Phase 3b project that falls within the 3-year strategic plan is the replacement of the Town’s financial solution. This is a large capital, multi-year project that will establish the core financial solution for the Town. The replacement of the Town’s financial solution will enable the Corporation to create additional efficiencies in business processes and provide needed information for decision making at all levels of the organization. Funds for hiring a consultant have been approved by Council in the 2017 budget. The Town plans to engage a consulting firm to assist with the completion of a needs assessment which will help to identify available options, define a scope of work, and implementation strategy for the ERP. This engagement will also help to identify the success factors for this type of project including the required resources along with the capital and operating funding impacts. This information is required prior to bringing a report to Council on the options available and implementation plan for a new ERP. In order to facilitate future CITSP projects, Staff is requesting that any technology related tax based funding released be committed for future CITSP projects which would be reviewed and approved as per budget process and monitoring policies. Operating Financial Impacts The identified capital investments in the CITSP will create the need for additional operating funds to license, support and maintain these investments. These operating costs are unavoidable after the initial capital investments have occurred. The anticipated annualized operating impact for the budgeted Phase 1, Phase 2 and Phase 3a projects will be $395,000 for 2018 projects, $328,000 for 2019 projects and $246,500 for 2020 projects. The increase in operating funds will ensure that the new technologies can be correctly implemented, maintained and licensed. The required additional operating funds will be included in future operating budgets. The estimated operating impacts for either the Phase 3b projects or the shift towards cloud based subscription services cannot be accurately determined until a decision on types of solutions has been made. These impacts will be identified to Council in future budgets.
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The first of the 3b projects will be the implementation of a new Enterprise Resource Planning solution. The remainder of the Phase 3b projects will be prioritized by T3 committee and funds to complete these 3b projects will be identified in future budgets. Additional positions needed to begin the transformation of the Town’s technology foundation have been included in the 2018 budget. As the Town progresses into the 2019 and 2020 scheduled projects, additional resources (internal positions and contractors) will be required for completion of these critical projects. These resources will be included in future budget forecasts for Council consideration. 6. Communication and Public Engagement: The Service Delivery Review project (report CAO 10-16) communicated to the Public the intention to proceed with the creation of a Corporation Information Technology Strategic Plan. It also identified that technology underpins many of the service delivery functions and will be essential in completing many of the identified SDR projects. The Service Delivery Review findings were published on the Town’s website and communicated through various social media channels. Internal staff was notified at various points during the project, including a kick-off communication from the CAO that highlighted the importance and expected outcomes for this project. Periodic updates were provided to staff at various times through internal communication channels. 7. Input from Departments/Sources: Internal staff, Senior Leadership Team and Council were engaged at various points within this project and asked to provide input and feedback into the creation of the CITSP. Various methods were used for collecting user feedback, including user surveys, departmental workshops, staff presentations and the use of an all staff open house that ran on November 21, 2017. Each of these processes was used to clarify and validate the findings and recommendations found within the final CITSP report. The Manager of Technology and Innovation has received many positive comments and support for this plan from staff. 8. Strategic Priorities: The Corporate Information Technology Strategic Plan aligns with the following Council goals: 1. To build a strong, respectful Council team with a positive, shared vision and four-year action plan; to ensure all municipal affairs are conducted with professionalism and integrity; and to enhance the transparency and accessibility of Town Hall and support effective public consultation and engagement
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2. To make workplace morale a priority by building a collaborative and creative work environment that engages the abilities of all staff members to solve problems, accomplish new things and deliver the best outcomes to residents 3. To continue the Whitby tradition of responsible financial management and respect for taxpayers; and to understand the importance of affordability to a healthy, balanced community 4. To ensure Whitby is clearly seen by all stakeholders to be business- and investment-friendly and supportive; and to strive to continuously improve the effectiveness and efficiency of service delivery 9. Attachments: Attachment 1: “Corporate Information Technology Strategy Plan” created for the Town of Whitby by Perry Group Consulting Limited
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Corporate Information Technology Strategic Plan
Final Report 1st December 2017
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Executive Summary
Current Situation You may be surprised by how important technology is to the operations of the Town. Technology underpins many of the services that the Town offers – Tax billing, invoice processing, payroll, elections, and building permitting for example all rely upon technology to process large volumes of transactions efficiently. Of course, email, smartphones, mapping and document collaboration are also critical tools.
Without these systems in place, the Town would need many more staff to support existing processes. Technology has undoubtedly helped the Town streamline and automate numerous processes – avoiding significant costs as a result.
However, in reviewing the current environment, it appears that there are still many processes that have not been digitized and that remain predominantly manual. There are many others where processes and systems are siloed or have become out of date and are now inhibiting the Town’s effectiveness. In other situations, departments with specific needs are unaware of solutions available that are in use in other departments.
Because of the siloed systems, and dated processes, the Town is unable to offer end- to-end digital services that make it easy for customers to interact and transact with the Town. Instead, in most cases, customers must come to Town Hall, with paper forms filled or with copies of plans to submit an application or make a request. This doesn’t reflect the modern expectations of customers, nor is this an efficient way for the Town to deliver services.
Put simply, the Town’s technology environment is not enabling efficient business practices or modernized service delivery, and its decentralized governance and management approach is constraining the Town’s ability to fully leverage its technology investments. In particular, the core foundational processes and solutions, those being Financial, HR, Work Management, Permitting and Asset Management, are in need of modernization.
Vision for the Future Technology should enable a modern municipality to transact (pay, book, apply, request) with its citizens online, on their smartphone and tablet, 24x7. It should support and enable increased engagement with citizens. It should help processes be more efficient, reducing the amount of time staff spend processing paper work – allowing them to spend more time working on more value-added activities. It should provide management with the information that is needed to support evidence based decisions – helping to identify optimizations that drive service costs down, improve and to support cost avoidance. It should give Council the insights, performance indicators and long- term projections it needs to provide effective oversight to the administration.
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What’s more, as a Council that is positioning Whitby as an innovation hub (Hi-Hub), the Town must begin to lead by example.
With this in mind, and with new leadership at the Town and with a renewed corporate focus, the CITSP sets a new, long-term vision that represents a direction change, a major shift in the way that the Town intends to do business, and technology is at the centre of it.
Building a tech enabled and tech savvy organization to become a municipal leader in customer centred digital services
A tech savvy Town is one in which technology underpins processes to deliver efficient and effective government services to customers. In the tech savvy town, interacting with the municipality is simple, straightforward and designed around the convenience for customers. With each interaction, customers are offered choices about how to interact with the Town. Each interaction leaves a lasting impression of how efficient and effective the Town is.
This is an ambitious future goal that sets the tone for future technology and corporate strategic work.
To achieve the vision, the Town needs to make a significant change to the way that it thinks about and manages technology. Technology must be positioned as a strategic enabler of the transformation of municipal service delivery.
Key Recommendations The following are the key recommendations made in the CITSP.
First, the town must build the conditions for success for managing and coordinating the technology program. The following recommendations are made:
1. Improving corporate coordination and planning around technology and improving outcomes of business-technology projects a. Introduce a formal IT governance model, with an executive governance group, chaired by the CAO b. Implement policies and processes to improve the rigour by which technology ideas are conceptualized, planned, funded and executed c. Implement project management and portfolio management techniques to improve project outcomes d. Implement key performance indicators to monitor the quality and performance of IT service delivery
2. Elevate the IT function and establish suitable resources to support the Town’s vision a. Elevate the IT Manager to a senior manager position in the organization and retitle the role to Chief Information Officer (CIO)
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b. Implement functional organization changes within IT to establish a stronger IT management team, and well-defined teams with clear responsibilities and accountabilities c. Establish a new Projects and Innovation Team within IT to improve project planning and delivery d. Hire new IT resources – specifically 2 new Business Analysts in 2018 – to help build stronger business relationships between IT and business units and to help translate ideas into realistic and achievable projects e. Augment internal IT and business resources by including contract and backfill staffing costs in capital project requests, f. Increasingly use third-party experts to assist the Town in planning and implementing technologies as part of a hybrid IT service delivery model g. Purchase a research membership to speed decision making
3. Use regular service reviews between business units and IT (to proactively IT service delivery, current and future plans) as one of a number of strategies designed to build stronger relationships between IT and business units
Secondly, the Town must implement a range of foundational technologies to ensure robust and reliable technology services for staff and customers. Some of the most important initiatives include: 1. Application Delivery Solution (Pro Palms) replacement 2. Network upgrades and enhancements 3. Telephone system replacement 4. Town hall renovations, including data centre improvements 5. IT security enhancements 6. Business continuity and disaster recovery planning 7. Implement monitoring tools to proactively improve performance of the Town’s technology environment
A range of IT management practice recommendations have also been made to support improved IT service delivery.
Finally, the Town must move away from building solutions in-house towards implementing fully integrated off the shelf solutions – involving business process redesign, data design and solutions integration. The Town must plan for a number of major business systems initiatives that will support the digitization of business processes in preparation for digital service delivery. 1. New ERP (Finance and HR system) 2. Enhancements to Amanda (Planning, Permitting, Licensing) systems 3. New Work and Asset Management Systems 4. Enterprise Content Management 5. Customer Relationship Management system
Each one of these initiatives are major, transformation projects that will have an institutional impact, that will consume resources in departments and in IT, and that will
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require strong and committed leadership. The ERP is undoubtedly the largest business- technology project that the Town will have ever attempted to date, and a significant financial investment.
It is critical that each of these initiatives achieve stellar outcomes. Strategy must be thought through, they must be well planned, and appropriately resourced. They must be designed with the customer at the centre, applying the Town’s principles of designing processes before selecting technology, and focusing on user experience. Project teams must be empowered to lead change, using proven project and change management practices to manage outcomes.
Financial and Resource Commitment is Critical The strategy identifies capital requirements of over $13 million over three years, and $17 million over five. Operating expenditures will also be expected to increase by $2 - 3 million in the same time frames.
While it is acknowledged that this represents significant investment – there is a clear need for change. It is evident that the current technology environment is inhibiting effective government and the previous management approach has not been effective at keeping up to date, or meeting customer service expectations.
The Town’s investments in technology recommended in this strategy will deliver tools and capabilities for optimizing service delivery and improving productivity, will create the foundations to radically improve the way that citizens interact with the Town – providing faster turnaround, reduced paper use and unnecessary visits to Town Hall. Furthermore, the investments will provide capabilities to management and staff that enable the Town to scale while minimizing staff growth, and will provide the transparency and insights necessary for Council to effectively oversee and effectively govern the operations of the Town.
Implementing the recommendations contained within the CITSP over the next three years will provide the foundations that are necessary to position the Town to become a tech savvy organization, delivering customer centred digital services over the course of future plans.
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Table of Contents
Executive Summary ...... 2 Table of Contents ...... 6 1. Introduction ...... 7 1.1 Importance of Technology to Municipalities ...... 7 1.2 Technology at Whitby ...... 8 1.3 Importance of the CITSP ...... 8 1.4 How the CITSP was Developed ...... 9 2. Findings ...... 11 2.1 Technology Systems ...... 11 2.2 IT Management Practices ...... 16 2.3 Key Issues for the Town to Address ...... 20 3. Future State ...... 22 3.1 The Vision ...... 22 3.2 The Importance of Digitization ...... 25 3.3 Achieving the Vision ...... 26 3.4 The Principles ...... 27 4. Technology Management Framework Recommendations ...... 29 4.1 Technology Governance ...... 29 4.2 Technology Funding ...... 42 4.3 IT Organization ...... 44 4.4 Departmental IT...... 55 4.5 IT Operations ...... 55 5. Major Initiatives ...... 62 5.1 Major Technology Projects ...... 62 5.2 Major Business Solutions ...... 65 6. Implementation Plan and Budget Implications ...... 71 6.1 High Level View...... 71 6.2 Budget Impacts ...... 73 7. Conclusions and Major Recommendations ...... 75 Appendix A – Work Plan ...... 78
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1. Introduction
1.1 Importance of Technology to Municipalities Municipalities are faced with significant challenges to stretch resources to deliver high quality customer service that meets the expectations of the modern citizen, to manage and sustain new and aging assets and in effectively engaging citizens in decisions related to the building of the community.
The Town of Whitby will face several specific pressures as it grows rapidly over the next 10 years.
Some existing practices will not scale. As the Town grows it simply becomes impossible for paper and knowledge-based processes to be effective at coordinating activities and sharing information, across larger teams, more projects and more cases. To scale to support the Town’s growth requires digitized, integrated systems that the Town does not currently have in place.
Growth means increasing complexity. As the Town moves toward intensification and full urbanization, the complexity of the issues the Town deals with will grow. Accordingly, the importance of integrated planning and coordination across departments and agencies will grow. Technology will play an important part in this area.
Pressure on core services. All departments are reliant on core corporate services, HR, Finance, IT, Communications, but HR and Financial processes in particular are critical business processes in discharging their responsibilities. Despite systems implementation, many manual processes related to time and attendance, purchasing and finance inhibit Town departments’ ability to move at the speed they need, while balancing corporate controls. These core services, used by all Town departments, must be efficient, effective and operate in real-time if the Town is to be effective.
Increasingly municipalities across the world and here in Ontario are turning to technology as a means of addressing these challenges, and seeing results: Delivering customer service that meets expectations: With the introduction of technology powered 311 services using CRM systems, online and mobile reporting and tracking of service requests, and the ability to chat online with customer service agents: organizations such as Oshawa, Toronto, Oakville have improved service quality, increased efficiency and responsiveness, while reducing pressures on the back-office – freeing them to focus on service delivery excellence. Stretching scarce resources: By using Asset Planning technologies to more effectively plan and coordinate construction programs, City of Hamilton has reallocated an estimated $6 million funding a year to sustaining critical assets. Doing more with less: by deploying mobile building inspections software and enabling online inspection booking, the City of Hamilton increased productivity of inspectors and was able to reallocate an estimated $360,000 per year in the
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delivery of the building service. Organizations that have implemented work management systems, with mobile capabilities have seen a significant increase in productivity, in some cases seeing crews resolving up to 60% more work orders through supporting technologies. Using data to optimize services: Municipalities are seeing savings using route optimizing technologies used by UPS and FedEx to optimize patrols, inspections, and garbage collection routes Building smart Towns and Cities: municipalities are taking advantage of new technologies, replacing street lights with LED technology achieving significant cost savings, while implementing networks to enable new capabilities such as traffic noise, air pollution monitoring, as well as enabling other IoT sensors across the Town.
These are some examples, but new technology opportunities appear daily, and the speed at which new innovations arrive is accelerating. Municipalities need to be well positioned to evaluate and implement those innovations that can add value. Being a tech savvy organization that can react and embrace new technologies as they become available, to deliver improved and ever more cost-effective services must become a core competency for any high functioning municipal organization.
1.2 Technology at Whitby In many respects, this is an exciting time for Whitby as a number of changes come together to create a good environment to drive technology change.
1. Growing interest at Council regarding the importance of digital service delivery and through Wi-Hub the importance of technology from an economic development perspective. 2. A new tech savvy CAO, with a deep interest in using technology to transform town services. The CAO has stated that “reinventing the Town into a digital first organization where staff and the public are able to utilize and share data effectively, and which promotes and enhances service delivery and public engagement” is a key goal. 3. A renewed focus upon adopting a corporate approach 4. The completion of the Service Delivery Review highlighted the critical importance of technology in underpinning service efficiency and effectiveness. Indeed, it was the SDR that recommended the development of this technology strategy 5. A relatively new IT leader that is ready to challenge the status quo and is a strong advocate for technology and a planned approach
At all levels, it appears the organization is recognizing that technology must be at the heart of the Town’s vision for the future.
1.3 Importance of the CITSP Due to the increasing importance of technology and its role in delivering municipal services, the CITSP is very important. Amongst the myriad of opportunities that the
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Town is bombarded with, the CITSP must help the Town determine its priorities and identify the key initiatives and activities that will support the Town’s goals and objectives.
The strategy will ask and answer important questions that are fundamental to the Town’s future success: Is the Information Technology environment properly managed, maintained, secured, and able to support the needs of the Town? Is the IT service cost effective? What are the Town’s future business needs? Is the technology environment, and our resources and management practices equipped to meet current and future business needs?
It is important to note that this is a corporate information technology strategic plan, not an MIS Division plan. It looks at how the whole corporation can leverage technology to deliver improved services and customer experiences, efficiency and productivity.
With the Town poised for significant physical growth, and with a target of 190,000 population in the next 10 years, the Town is transitioning into a larger municipality. Thus Oakville, Burlington, Richmond Hill and Kitchener, all of which are leaders in various technology fields, should become comparators and targets for the Town’s future state.
1.4 How the CITSP was Developed The project to develop the CITSP was approached in three phases: Discovery, Strategize, Plan.
The Discovery phase kicked off in April 2017, with a set of on-site interviews, meetings, surveys, workshops and assessments involving council members, staff, management and leadership, as well as all IT staff. At the conclusion of the discovery phase initial findings and observations were shared with the Town’s project leads (Daniel Munns and Ken Nix) and reviewed with SMT.
During the Strategize phase we held numerous working sessions with IT management and Town staff to establish important strategic directions. We worked collaboratively with SMT several times through workshops and discussions to define a vision for the Strategy and set the principles that underpin it.
During the Plan phase the strategic directions were translated into a set of costed initiatives, a proposed organization structure was prepared and recommendations developed and reviewed. This final report compiles the results of all three phases and was delivered in mid-November 2017.
In the pursuit of business efficiencies and better value for the Town’s investments in technology, the Town be effective at selecting projects, must execute initiatives to fully achieve the target business outcomes, must operate technology efficiently and with
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appropriate due diligence. Thus, one of the primary goals for the CITSP is to establish the conditions for success with technology.
The timeframe for this plan is three years – covering activities in 2018, 2019 and 2020. A three-year time horizon is a realistic timeframe for technology planning due to the speed of technology change. A subsequent plan will be developed in 2020, which will cover 2021, 2022 and 2023.
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2. Findings
An assessment of the current state was the starting point for developing the strategy. To review the current state, the consulting team looked at various aspects of technology and technology management, including 1) Technology Systems, and 2) IT Management Practices. The following section provides a high-level summary of the results of the findings.
2.1 Technology Systems
2.1.1 Introducing the Municipal Technology Architecture Perry Group’s Municipal Technology Architecture (MTA) is shown in Figure 1 below.
Figure 1: Municipal Technology Architecture This is a conceptual municipal IT model that has been developed and refined by Perry Group in consultation with many municipalities over the past 10 years. The MTA identifies the technologies that a municipality should have in place, and provides a framework for the consulting team to assess a municipality’s technology environment.
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The MTA introduces several key concepts that are important for the Town:
There are 4 main technology layers (labeled in Figure 1 as: infrastructure, business systems, integration, customer facing). Each requires discrete IT skill sets to be managed effectively. For instance, while technology infrastructure management is deeply technical, business systems projects require project and process management, change management and people skills. Web projects need development and UX (User Experience) expertise. An IT organization needs a breadth of skills, across the various layers to effectively manage the complete environment.
The Infrastructure layer is the foundation for the entire technology environment. Infrastructure must be robust and reliable because it provides the foundations for all other layers. Unreliable infrastructure undermines all the technology that sits above it.
Appropriate policies, security, data protection and disaster recovery provisions should be in place to protect the Town’s information assets and meet its legal compliance obligations. Ideally, the IT team should have the tools needed to help manage the environment efficiently. These include a helpdesk request tracking system, systems management solutions, and automation tools (e.g. remote support, patch management, mobile device management) to simplify IT management tasks, increase IT staff productivity and enable employee self- service (e.g. password resets).
A municipality should limit the number of corporate business system platforms it runs to minimise process and information silos. These core systems should be purchased off-the shelf solutions configured to support the Town’s business processes – customization should be avoided. These business systems, or business platforms will provide the foundations for automated and streamlined business processes. They will gather data to drive analytics capabilities and underpin the effective delivery of online services.
Business systems should be integrated allowing for data to be automatically passed between systems (using integration technologies), thus reducing data duplication and errors, and ensuring auditability, whilst enabling data analysis and predictive capabilities.
Customer facing digital solutions should allow customers to easily find information and answers to common questions, to transact with the Town, submitting requests and applications, making payments, and allow the Town to engage with Citizens to seek their input on important decisions. All of these systems must be integrated into back office systems – if processes are not digitized in the back office, they cannot effectively be offered online.
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The IT architecture should build from the bottom up – Infrastructure first, then business systems and so on.
These are some of the basic tenets that underpin a well-designed municipal technology environment.
2.1.2 Assessing the Town’s Technology against the MTA At the conclusion of the Discovery phase, a detailed findings report was prepared and shared with senior management team.
Figure 2 provides a visual summary of the results of the consultant’s assessment.1
Figure 2: MTA Assessment Results Whilst the green components in the diagram identify that there are a number of positives, not least fibre connectivity between Town facilities, new device type availability (e.g. Microsoft surface, iPhone), the investment in some industry leading business systems (e.g. Amanda, Cityworks), the replacement of CLASS and the presence of some online services, there are a number of gaps, risks and areas that require work.
The following section highlights key points in each layer of the MTA.
1 Note the assessment was completed in May, Town IT staff have been working to address some items identified since that time.
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Infrastructure Positive aspects: The Town offers modern device choice options (Surface Pro, iPhones, etc.) Building to building fibre provides highly reliable connectivity – a great foundation for the technology infrastructure
Key Issues: The Application Delivery Solution (Pro Palms) system is unsupported and performance and reliability is not meeting requirements The email system (exchange) is currently running an unsupported system The telecoms system is aged and unsupported The Town is lacking a data storage strategy There is no formalized disaster recovery plan A recent security assessment identified a number of vulnerabilities which must be addressed as a priority: patching, systems updates and other gaps Technology maintenance standards and preventative maintenance activities are being neglected due to resource pressures The technology procurement lifecycle and planning process could be improved
Business Systems Positives: The Town has replaced its recreation systems with a modern cloud based solution The Town has invested in some Tier 1 business solutions that will be good foundations for future development – Amanda, Cityworks, eSolutions, Esri
Key Issues Financial processes are managed across 5 separate, unintegrated systems. The core financial system (mPower) needs to be replaced. The HRIS systems strategy needs to be determined – the Town has implemented ADP for payroll, but the systems capabilities are barely used The Town has no effective Work Management system The Town has no effective Asset Management system The Town’s Document and Records management system needs to be replaced The intranet needs to be updated The Town demonstrates a preponderance for “filling systems gaps” with in-house built MyWhitby solutions – which results in an increasing burden on IT, and the implementation of solutions that miss the opportunity to redesign processes for efficiency
Integration Positives: The Town has established data standards around property records, involving synchronization between Tax, Amanda and GIS systems
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Some reasonable GIS capabilities are in place, with work underway to refresh technology
Key Issues: There is a limited ability for staff to search and discover unstructured content There is no true corporate data reporting / Business Intelligence platform In numerous areas data integrity is compromised through a lack of integration – resulting in data duplication / manual data entry / data manipulation. In some areas (noted by the Internal Controls Audit), this represents a financial control concern. No integration technologies to facilitate systems integrations Limited data standards around employees, customer, GL, assets
Customer Facing Positives: The Town offers some eServices e.g. Marriage License, Special (Waste) Collection Booking, Council Agendas, Parking Ticket payments, First Attendance Booking (parking appeals), Parking Registrations, Mapping
Key Issues: The web environment, including the Content Management System, Surveys and Forms solutions are unsupported and there is a strong requirement for a modernized website The CRM system currently in place (Cityworks) is not widely used or well suited to requirements; inconsistent use – complaints logged in various systems Few truly end-to-end online services available due to limited backend integration (e.g. online parking registrations not linked)
Summary In summary, it is clear that there is significant work needed in all layers of the MTA The infrastructure layer needs immediate attention to address gaps and issues identified both by this assessment and the recent security assessment Many of the core business systems need replacement, or a net new system is required, or existing systems require work to be expanded or optimized There has been very limited progress to date at the integration level, some of this has been inhibited based on departmental concerns about real-time integrations which must be mitigated, and many opportunities for improved data integrity and data processing efficiency exist Major work is needed (and work has already commenced) at the Customer facing level
The situation identified at the point of assessment was indicative of a lack of clear corporate vision for technology, with an unplanned and decentralized approach to technology decision making that has resulted in a complex and expensive environment to operate.
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It is clear that the Town has purchased lots of solutions – often driven by departments. The Town has not been particularly effective at implementing, integrating and fully leveraging those systems – as result of consistently underestimating the effort and costs of implementation and maintenance, not applying effective project and change management practices, missing opportunities to redesign business processes or failing to fully implement solutions.
MIS has focused in many areas on building in-house solutions for business units. This approach too often paves the cow path – digitizing dated ineffective processes – rather than taking the opportunity to redesign processes to be more efficient. While this approach (building rather than buying) fills immediate gaps, it is not sustainable in the long term – the more that you build, the more that must be supported and maintained.
There are clear indicators that the MIS Division has been operating at stretched capacity, not least the observation that important operational maintenance activities are not being completed.
The gaps identified here will challenge and undermine the aspirations that the Town has for delivering modern, efficient and effective digital services. While the desire may be to immediately focus on the customer facing services, a measured, methodical approach, following the guidance of the MTA, would suggest that the Town’s primary focus should be in and around the Infrastructure and Business Systems layers over the next 3 years.
2.2 IT Management Practices
2.2.1 IT Governance IT governance is the broad term given to the groups, processes and methods that are used to make effective technology decisions – how IT decisions are made. Effective IT governance is essential if an organization is to control, coordinate and ultimately derive the best value from its investments in technology.
The figure below identifies the typical structures and processes that should be present in a well-governed IT environment, alongside an assessment of the Town’s current situation.
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Figure 3: Typical Governance Groups and Processes of a high functioning IT organization As can be seen, the Town has, at the point of our assessment, none of the capabilities that should be present for effective IT governance at this time.
This gap in IT governance has meant that the MIS Division cannot be held effectively accountable for the quality of its service.
In practical terms this means that IT priorities have not been sufficiently well defined (and often change depending upon who shouts loudest) and IT investments often address one part of a problem (in a department) – but do not holistically address the business challenge (across the corporation). Policies and standards, which make the technology environment easier to manage have not been established.
IT decision making and purchases have historically happened all over the organization, without appropriate coordination – and this has led to the complex technology environment identified in the previous section. This makes the IT environment more difficult and costly to manage in both the short and long term. It also makes the IT environment less flexible, agile and able to respond to new needs. Fundamentally – the current complexity and gaps in the technology environment is inhibiting, rather than enabling the operations of the Town.
2.2.2 IT Staffing MIS is currently part of the Corporate Services Department. The following MIS organization structure and staffing is in place, with 17.25 FTE.
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Figure 4: Current MIS Organization Structure The Town has long operated with a manager and two-supervisor model. Within the groups some unusual reporting lines are in evidence. Municipalities the size of Whitby would more typically have a four-supervisor / manager structure, with functional areas of the team around Service Desk, Application Services, Infrastructure Services, Project Office.
A number of important role gaps exist within the MIS Division. There are no Business Analysts (to assist in business requirements gathering, solution planning, business process design) or Project Managers (to lead the implementation of significant projects).
Also, while there are staff that carry out some activities in each of these areas, there are no roles focused on security, integration, or IT asset management programs, which we would expect an organization the size of the Town to have in place.
Several resources in MIS (~17% of the total staff) spend a significant portion of their time designing, building, maintaining and supporting custom built applications – namely MyWhitby applications. As noted earlier, developing solutions where commercial off the shelf products are available is not a recommended practice. While there will be a need for some development work moving forward, this should be focused in the digital service delivery space, more than in corporate business solutions.
Although there is no formally defined model around centralized or decentralized IT at the Town, the decision-making model does appear to be more decentralized than would be desired. A number of roles with IT specific functions (typically as a portion of their responsibilities) exist in divisions other than MIS, including: Financial Systems Analyst (Finance) Recreation and Facilities Software Specialist (CMS)
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Various GIS roles - GIS technology is coordinated from IT, with GIS staff located in Planning and Development, Public Works and Community and Marketing Services.
Pursuing a decentralized IT staffing model for Whitby is problematic for a number of reasons: The Town’s technology governance and management maturity is not sufficient (policies and standards have not been defined) to provide a framework for decentralized staff to operate within Departmental management don’t have the skills to provide technical oversight for technical resources outside of MIS, and there are no formal, or dotted line, reporting relationships into MIS for technical staff outside
In larger, well governed, mature organizations a decentralized model can work effectively, but ultimately, in smaller, less mature organizations where IT resources are tight, a centralized model is a more effective way of applying those scarce resources.
Staffing Ratios Typically, in Ontario municipalities, IT staff make up between 1 – 4% of total staffing. Those that invest more in technology tend to be more advanced in their utilization of technology – thus municipalities such as Burlington and Kitchener (and Calgary as a larger example) that devote a higher proportion of staff to technology are further ahead with their technology efforts.
Whitby currently allocates 2.5% of total staffing to IT. This is at the bottom of the Perry Group recommended range which is between 2.5 – 5.0%. A reasonable target for the Town for the future should be between 3 – 3.5%.
It is important to note of course that the number of IT staff should be proportional to the number of total staff – as the number of staff grows the support demands increase. Thus, as the organization grows the Town should expect the MIS Division to grow in parallel with the Town.
2.2.3 IT Service Management Our assessment also identified areas for improvement in the application of best practice processes around IT Service Management (the practice of the delivery of the IT service). Whilst some of the expected practices are in place, there are opportunities for improvement – and some key gaps. The figure below illustrates the results of our assessment.
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Figure 5: ITSM Assessment Findings contrasting SDG with a typical, well managed IT organization Each of the ITSM processes are important capabilities that support the efficient and effective delivery of the IT service. The MIS Division should have these processes in place.
2.3 Key Issues for the Town to Address Based on the IT Assessment conducted in May 2017, the consulting team identified the priority areas of focus for the Town The Town’s IT decision making approach has been too poorly defined and silo’d – the Town must adopt a more corporate, and planned approach to Technology The Town’s technology resource demands outstrip the current resources allocated – the Town must allocate increased funding as well as IT and business staffing to ensure that technology goals can be realized and solutions sustained The Town is not particularly effective at delivering technology enabled business change – the Town must begin to execute projects more effectively, embracing project management and business process design, change management and user acceptance testing practices to improve outcomes Numerous gaps in the digitization of business processes exist – the Town must implement a range of business systems (e.g. ERP, Work Management Systems, CRM) to fill key gaps and digitize core business processes The Town has defaulted to building solutions in-house in too many situations – driven by an unwillingness to fund off-the-shelf solutions, and a view that internal development is ‘free’ or cheaper to the Town. Town should avoid building solutions, purchasing off the shelf solutions where possible and practical (existing solutions should be retired when corporate solutions are implemented) The Town’s technology environment is not as flexible and agile as it needs to be due to existing management practices and outdated technologies – these technologies and practices must be updated to enable security, scalability and flexibility There are opportunities to improve the efficiency of IT service delivery through the adoption of industry best practices There is a lack of clarity around whether the Town should adopt a centralized or decentralized approach to IT resourcing – thus the Town should formalize its
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position and approach to IT management and resourcing, and IT security management functions should be moved into the IT division.
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3. Future State
3.1 The Vision Looking to the future the Town’s SMT developed the following vision for the CITSP. It’s an ambitious statement that projects beyond the timeline of this 3-year strategy to provide a guiding star for future corporate strategic planning, customer service thinking and technology work.
Building a tech enabled and tech savvy organization to become a municipal leader in customer centred digital services
A couple of key concepts are contained within the vision:
3.1.1 A Tech Savvy Town A tech savvy Town is one in which technology underpins the processes to deliver efficient and effective government services to customers. To be tech savvy means becoming an organization that fundamentally recognizes the power of technology and the potential of combining technology and community to build a better place to live and work.
Being tech savvy means anticipating, recognizing, and responding to changes in customer expectations. It means using technology to deliver services in simple, streamlined and accessible ways – via the channels that customers want to interact with (online, face to face, social media, via apps).
Being tech savvy means providing access to information and services to staff and customers anywhere, anytime. It also means that the Town has all the information it needs, and the tools available to analyse that data, in real-time, to support effective decision-making.
3.1.2 Customer Centered Digital Services In the tech savvy town, interacting with the municipality is simple, straightforward and designed around the convenience for customers and staff alike:
On her way to work Mary witnesses a minor car accident. A stop sign has been knocked over. Mary pulls out her smartphone, takes a photo of the scene and uses an app to notify the Town of the problem. The request is received, automatically categorized, located and recorded in the Town’s work management system. The work management system automatically dispatches the request to a crew in the area. The crew receives the request on a laptop in their vehicle. They proceed to the site and repair the stop sign. They close out the work order, track the time taken to fix the problem and input the labour, equipment and inventory used to carry out the repair. Mary immediately receives a notification on her smartphone that the issue has been resolved. On the way home from work, as she passes the scene of the morning’s accident, Mary feels reassured
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that the Town is working hard and smart to keep citizens safe.
In the background integrated technologies, such as telecommmunications, networks, mobile devices and business systems (e.g. Customer Relationship Management (CRM), Work Management, GIS, Finance) are working in concert to allow customer service agents to offer simple access to services, and for work crews in the field to be provided with the information (asset records, maps and drawings) that they need to fulfill the work order. Processes have been designed across departmental lines to make the end-to-end process simple to interact with for customers easy for staff to administer.
Jane has just moved into a new home in the Town. She calls to enquire about setting up her tax payments via direct deposit. The customer service agent directs Jane to the sign up available on the Town’s website, shows her other services that she can access online, and asks “Is there anything else I can help you with?” Jane proceeds to book her youngest child Rachel into swimming lessons, find out where the nearest park with a splash pad is, finds out when her garbage collection day is and where she can pick up a new compost bin, and arranges for a parking exemption for her family (who are visiting from out of town to help with the move), all in the one call.
Enabling customer service agents to be able to handle multiple transactions from different departments doesn’t happen by accident. It must be planned in detail, processes must be designed, and systems implemented and integrated to allow agents to provide answers to commonly asked questions and to route requests to the approriate back office team as needed.
While out on a summer evening stroll, Lucas notices a new development approval sign on a vacant lot near his house. He notes the application number and when he returns home searches the Town’s planning application database. He finds the full details of the planning application, its status and planned timelines, drawings and renderings. The website allows Lucas to setup alerts to be notified of future activity and consultations on this planning application, he can submit his comments and questions about the proposed development online, and he can review comments that his neighbors have also submitted. Lucas feels engaged in a local decision that is important to him and his family.
With each interaction, customers are offered choices about how to interact with the Town. Each interaction leaves a lasting impression of how efficient and effective the Town is.
These are not dreams of a Jetson’s future. Real municipalities are delivering their services in this way today, and they don’t need to be large to do so. For instance, the Town of Newmarket offers a centralized Customer Service Centre which delivers 311- like services and a one-stop-shop for face to face service delivery to its 85,000 residents. Oshawa has adopted a similar model. Citizens in Guelph, Waterloo and Cambridge can submit and track building permits and drawings online. In Oakville
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people can report potholes via smartphone, can search and review planning applications and associated drawings, or they can generate their own tax certificate online. Communities throughout Ontario are using technology in various ways to provide innovative and cost-effective customer service, and Whitby intends to become a leader in this space.
3.1.3 Multi-Channel Service Delivery; Encouraging Digital Adoption The Town will continue to offer all services across all channels – face to face, phone and digital. So, those that don’t wish to use digital channels won’t be forced to.
Nonetheless, it is worth noting that the most recent information available from Statistics Canada for internet penetration in Ontario (from 2013) identified that 84% of households in Ontario had access to Internet. It is reasonable to assume in 2017 that this number is higher. In addition to home based Internet, according to the CRTC over 73% of Canadians had a smartphone in 2015. According to a Media Technology Monitor report in 2016 “74 per cent of people aged 65 and older were using the Internet regularly in 2016”. So, the vast majority of citizens have access to, and likely a willingness to use digital channels offered by the Town.
For the Town, there is a real cost imperative to encouraging the adoption of digital channels. Although there has been limited research in this area in Canada, some studies have examined municipal transaction costs across the primary customer service channels. The table below indicates average costs of local government service delivery modes taken from research in the UK, Norway and Canada.
Estimated Transaction Cost (in CAD)
Service UK Norway Canada
Web $0.14 - 0.27 $0.46 $0.91
Phone $5.02 - 6.01 $6.23
Face to Face $15.28 - 18.66 $12.46 $12.00 - $30.32
Postal $21.45
The results are consistent in their message: digital transaction costs are a fraction of the cost of phone or face to face transactions. Notably from one study in the UK, postal based transactions are the most expensive transactions.
Thus, implementing digital services and encouraging their adoption is an important way for the Town to drive down transaction costs, and deal with scaling as the Town grows rapidly.
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3.2 The Importance of Digitization The Town must digitize its processes to enable efficient and effective service delivery.
To enable the types of integrated service offerings experienced by Mary, Jane and Lucas, the Town must use its business systems to manage services and automate processes. Effective municipalities rely on the combination of people, processes and technology working together in a synchronized way to deliver services to customers.
Collectively, the digitized platform is the set of processes and technologies that work together to enable customers to interact with the Town, and to enable staff at the Town (customer service staff, back office staff or field crews) to manage processes and deliver Town services to its customers.
The term digitized represents a move away from paper-based processes to electronic, online, workflow managed, real-time processes. The term platform represents a common set of shared tools and technologies that connect customers and staff, and link staff that support different parts of processes together.
Figure 6: The Digitized Platform
The digitized platform is centered upon a powerful central core of business systems (e.g. ERP, Customer Relationship Management, Work Management, Permitting, Licensing and Land, Recreation Management) that drive most of the operation of the Town. These core systems connect front office and back office processes that facilitate services to customers, manage interactions with suppliers and enable collaboration with partners.
Systems in use should be common and shared across departments / business units so that tasks initiated by one department can be allocated to other departments, such as a
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change in a permit application status (in Building) triggering the processing of a pre- approved payment (in Finance).
It is the full digitization of processes that is critical to becoming an efficient, tech savvy town that can deliver end-to-end customer centred digital services.
When processes are digitized and managed electronically, all transaction processing, workflows, notifications, quality checks and validations can be carried out online, so they can happen anywhere (in the office, at a worksite, in a truck at the side of the road, or at home).
Offline steps (manual interventions such as checking a paper file, or getting a physical signature) are reduced or eliminated when all of the processing is handled online. The online chain provides complete visibility of the process throughout the organization. Systems manage the routing and workflow of the processes, including escalating items to senior staff when exceptions are encountered or performance falls below defined levels of service.
Digitization allows the Town to track its own processes, to share information between staff, to track important management metrics that contribute to improved process effectiveness.
In the planning application example provided earlier, Lucas can only find information about the planning application in his neighbourhood if that process has been digitized. If the information is out of date, is stored in a spreadsheet, or worse is still stored in a paper file on the planner’s desk, then Lucas will not be able to get to the information that he needs.
Digitization also makes it easy to add new services, such as the introduction of a tree bylaw, because changes can be introduced through already established business systems that already support the online applications process, back office administrative tracking (such as processing payments) and providing data to field crews.
The full digitization of processes and the digitized platform is what makes a tech savvy Town tick, and it is in this area that the Town must focus over the next three years.
3.3 Achieving the Vision As noted earlier the vision is long term, and it will be achieved incrementally, step by step. Achieving it will take patience and a logical, planned, coordinated approach.
The immediate priorities for the Town are to establish the right conditions and frameworks to be successful. A range of recommendations relating to IT Governance, Technology Funding, IT resourcing and
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management practices follow in subsequent sections.
In respect of systems projects, using the MTA as a guide, over the course of the CITSP the focus should be on establishing its foundational digitized platform - the technology infrastructure layer and on implementing core business systems, specifically ERP and Work Management systems. While the Town has already initiated some digital projects around website renewal and online building permitting, full end-to-end digital services cannot be fully realized until back end business processes have been digitized (e.g. ERP, AMANDA and Work Management). A long term digital strategy is planned for 2019 – which will identify the approach and prioritize digital implementation initiatives, with the participation of the community.
3.4 The Principles To guide future technology decision making, SMT also collaboratively developed a set of principles. These are intended to be the lens through which future technology decisions will be made.
The Town will: Adopt a corporately coordinated approach that puts Corporate initiatives first Do IT Projects the right way: Strategize, Plan and then Execute Digitize back office processes first to support the delivery of Digital Services Design business processes (in a customer centric way and to drive efficiencies) before purchasing / implementing Technology – with the goal of avoiding the Whitby Way Prioritize User Experience (UX) to make systems easy to use for staff and citizens Leverage Core Platforms to the full by following the “Reuse before buy, buy before build, build to reuse” adage Avoid customization of solutions to meet Whitby specific requirements, instead adopting industry best practices Utilize current and emerging modern computing paradigms, Mobile, Cloud, Social, Collaboration, Web based, device agnostic, integration capable solutions Evolve into a data driven organization, where data is considered a Corporate Asset and where data is easily accessible, usable and used to provide valuable business insights Be fiscally responsible in its implementation of technology, using business cases, assessing the Total Cost of Ownership, and driving unit costs down over time Be secure while suitably balancing risk and usability Be Open by Default
For each technology initiative that the Town undertakes, the sponsors and stakeholders, and the Town’s leadership should ensure that the approach being followed adheres to the stated principles.
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The following two sections explain the recommended Technology Management Framework and Major Initiatives that are recommended by the CITSP to set the town upon the path toward achieving the vision over the next three years.
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4. Technology Management Framework Recommendations
As stated earlier, one of the primary goals of the CITSP is to create a framework that establishes the conditions for future, ongoing and sustained success with technology. Thus, many of the primary recommendations within the strategy are focused on how to approach technology and how technology is to be managed.
4.1 Technology Governance One of the most important areas of work for the Town is to establish a formalized Technology Governance framework to allocate technology decision making rights appropriately, ensuring that decisions and resources are suitably aligned with corporate goals.
4.1.1 What is Technology Governance? Technology governance is defined as “the processes and structures which inform, direct, manage, and monitor how the organization makes the best and most effective use of technology.”
Governance is designed to ensure that the right people are making the right decisions, at the right time, with the right information to support decision making. In some cases, technology decision making means collective decisions on corporate priorities, in other areas it will involve technical decision-making on the best data storage technology or networking protocol. Thus, different groups with different skill sets will need to be involved.
Organizations often view decisions about technology as complicated, technical and “best left to the experts in IT”. However, decisions about technology often have ramifications well beyond the technology itself:
How do we want to use technology in our business? What technology do we want our people to use, and how do we want them to use it? How much should we spend on technology? Which of our business processes should we direct our IT dollars towards? What do we need to tackle first? Should we do this now, or later? How secure do we want to be? What should be available first in the event of a data centre outage or a disaster event?
These are not decisions for the technologists in the MIS Division alone, they are important business decisions that the leaders of the organization must address.
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There will always be purely technical decisions to be made, when the right IT staff with appropriate expertise will need to be involved; but in most cases, IT experts should be advising business leaders.
An IT governance framework facilitates collaborative working, bringing together the appropriate mix of leadership and staff from departments and disciplines. The framework is made up of four elements, which are discussed in more detailed in the following sections: Decision making groups and individuals (e.g. membership, inter-relationships) Policies & standards (e.g. architecture, software procurement policy) Processes & methods (e.g. prioritization, project execution) Measurement and monitoring (e.g. Key Performance Indicator (KPI) reporting)
4.1.2 IT Governance Decision Making Groups It is recommended that the Technology Governance Framework (TGF) should be comprised of the following groups/committees and individuals:
● Technology Transformation Team (T3): a small, senior leadership group, charged with technology decision making regarding strategic directions, investments, policy and approval of corporate IT architectures and standards. This group will be chaired by the CAO, will include the CIO, Commissioner of Corporate Services, and other members to be defined.
● CIO:2 responsible for leading the development of technology strategy and policies, overseeing the operation of the Technology Governance Framework, and acting as an advisor to the Technology Transformation Governance Team regarding most effectively leveraging technology. The CIO has management responsibility for the governance supporting groups (including IT Project Office and Technical Standards Group) and facilitates IT decision making by providing insight and transparency to the T3 into the overall IT environment, processes and resource utilization.
● Steering Committees: these groups are convened as required around Enterprise Systems / Processes (Land and Property Processes (e.g. Amanda), Asset and Work Management Processes (e.g. Cityworks), Finance and HR processes (ERP), and GIS) and major work programs (such as Information Management). They are responsible for determining strategies, work plans and projects (for proposal forward) within program areas – to ensure that projects and initiatives are complementary and aligned. Strategies developed by these working groups are to be reviewed and approved by T3.
● IT Project Office: the IT Project Office (see Section 4.3) is a facilitating function, which provides the TGF with support in developing ideas and
2 It is recommended that the IT Manager become a CIO position – this is discussed further in Section 4.3
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concepts and applying the evaluation criteria, monitoring and reporting upon IT capacity and resource utilization, management and reporting of the overall IT portfolio, and operating checkpoints for the project management process to ensure compliance with project management standards.
● Technical Standards Team: is a “virtual team” of Technology and Business staff responsible for developing, recommending and monitoring compliance with technical, and architectural standards to T3. This includes the development of lifecycle/roadmaps for key technologies to ensure that sustainability can be achieved for the Town’s IT environment.
The Technology Governance Framework necessarily interfaces with existing groups and processes. Specifically;
● Senior Management Team: Members of T3 will come from SMT. The CIO will attend SMT on a regular basis to update SMT regarding technology plans and initiatives.
● The Corporate Budgeting Process: T3 will review all technology-related budget submissions (above an agreed threshold), and will approve the IT capital budget, before submitting to the Corporate Budget Process. The Corporate Budget Process in turn recommends budget proposals forward to Council for deliberation.
The arrangement of the governance groups is described in the following diagram. Items in blue are new/proposed groups, grey are existing groups.
More details and specific terms of reference for each of the groups are contained in a Governance Framework document provided under separate cover.
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4.1.3 IT Policies and Standards IT Policies Policies and standards should establish the parameters within which the Town uses technology, creating clear expectations for those that use and manage technology.
Consistent with the commentary throughout this section, many of the decisions related to technology are business or management decisions. These are not decisions to be made by IT alone on behalf of the corporation. For example; Which employees get smartphones Who is authorized to register a web domain for the Town Which websites staff can access, and whether that activity should be tracked What content is saved when an employee retires How much space does an employee have in email In the event of a disaster which systems need to be up and running first How secure do we need to be?
For each of these decisions several factors need to be weighed, including business impacts, employee impacts and importantly, cost impacts. Typically, IT recommendations and policy should flow from IT, through T3 and to SMT for approval.
A standard IT policy framework typically addresses the following areas. Acceptable use: Provides the parameters, obligations and responsibilities associated with access to and use of Town technology. IT Security: Defines how the Town operates a secure and reliable technology environment, with adequate controls to protect the Town’s information assets. Backup, recovery, BC and DR: Defines the backup and recovery plans for computer systems that store Town data. This policy is also designed to prevent the loss of Town data and systems in the event of an equipment failure or destruction. Asset lifecycle management: Ensures effective procurement, maintenance and operation, and replacement of IT Assets to ensure delivery of consistent, efficient, reliable, timely and cost-effective services for employees and the community. Hosted and cloud solutions: Defines Town’s position with regard to cloud computing and due diligence steps required before procurement of cloud solutions. Data management (lifecycle, privacy): Ensures that the corporation can effectively manage its data assets, whilst complying with required legislation. IT procurement processes: Defines roles and responsibilities and processes to be followed when procuring technology solutions.
While the Town has some of these policies in place, most require updating. MIS Management, with the input of staff, stakeholders and T3 should review, revise and augment the corporate IT policy framework in the context of this Strategy, to ensure that it accurately reflects how the Town wishes to use and manage technology. Policies will
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be developed with T3’s involvement, and approval will follow the corporate policy development process. Council is strongly encouraged to support the adoption and enforcement of corporate technology policies.
IT Architecture IT Architecture is one of the most important standards for the Town.
At a high level the MTA represents the core concepts underpinning the CITSP. The MTA represents a macro level blueprint, the equivalent of the Official Plan for the technology environment.
Many of the key concepts have already been discussed earlier in this document, however some Figure 8: High Level Architecture additional key concepts to bear in mind include: Standardization and rationalization – the Town should endeavour to use fewer tools, fully utilizing the solutions it has in place The Town should recognize that there are Enterprise and Expert business systems, and that differential levels of support are provided by IT for the different categories of system o Enterprise systems: large platforms, core business processes, designed to be reused, fully integrated, functional and technical support fully provided by IT o Expert systems: small, workgroup based solutions, designed for single specific uses, not integrated, functional support by departmental teams, with technical ‘startup’ assistance from IT Common corporate security standards must be defined, and oversight from IT provided
Just as the development application process is used to review compliance with the Official Plan and Zoning Bylaw, proposed technology initiatives should be reviewed against the architecture and the Town’s IT principles to ensure that the proposal complies with the town’s plans for its technology environment.
As part of the intake process the IT Division is responsible for reviewing proposals and ensuring that they fit with the Architecture. Where the CIO determines that a proposal falls outside the Architecture, the Town’s standards or the IT principles, it will be escalated for resolution at T3.
Significant revisions to the Architecture will also be brought forward for approval by T3 upon recommendation of the CIO.
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IT Standards, Guidelines and Playbooks In addition to the IT Architecture the Town should develop guidelines (also known as playbooks) about how to do IT right. The playbooks should codify how technology initiatives should be done, allowing for the delegation and empowerment of project teams and staff. It will be the responsibility of the CIO and supervisors in the IT division, with the input of staff in IT and business units to develop these playbooks. There are many good examples from other municipalities that the Town will be able to reuse.
Examples of playbooks and guidelines that other municipalities have developed, and that would be beneficial to the Town include:
Tools for Project Teams o Project management playbook – guidelines about how to approach projects, roles, responsibilities, activities and tasks, templates and resources o Business process design playbook – guidelines, tools and templates for designing business processes, using customer journey mapping and other customer centred design techniques. o Change management playbook – guidelines about how to effectively deploy a change management program in support of a business- technology project, again providing templates and resources for teams o Cloud playbook – guidelines, processes and steps required to procure a cloud based service Tools for Decision Makers and Staff o IT service catalog – what services and products are available from IT, who are they available to, how are they accessed, priced, etc.
Documentation of IT technical standards and SOP’s (Standard Operating Procedures) are important internal documents and tools to help the IT team deliver its mandate and comply with policy directives. IT documentation, though currently adequate where it exists, should be improved by the IT Team. The team should determine where the knowledgebase will be managed. At minimum, SOP’s for the following areas should be in place: Incident management Change control process management Backup and recovery, Problem management Security management, Configuration management of critical systems
4.1.4 Processes and Methods Project Intake / Selection Before a project can be approved a set of due diligence activities must be undertaken. Thus, a project moves through multiple stages before it becomes an approved project that is ready to be scheduled and executed.
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Figure 9: Idea - Concept - Project Process The IT Projects Office will be responsible for maintaining a register of all ideas, concepts alongside the technology project portfolio report shown later.
Idea Development This part of the process is designed to ensure that project ideas are fully thought through before they become fully funded and committed projects. It is unashamedly designed to slow the idea process down to ensure that ideas can be appropriately explored and developed.
The Concept Development Stage If the Idea is accepted, the team proceeds to the Concept Stage where a more detailed project proposal is developed. Further research about approaches, solutions, resource demands and funding needs are conducted. Once the research is complete and the idea is more completely understood a Project Proposal is prepared. Projects that are deemed to be large projects will require a business case and resourcing plan to be prepared to accompany the Project Proposal Form. If appropriate the relevant Steering Committee should review the Project Proposal.
It is important to note that availability of resources (in the business units and in IT) is the critical issue that has impacted the Town’s ability to successfully implement initiatives in the past. It is important therefore to identify and secure the commitment of resources (department and IT staff, contract and secondment and backfill), at the Commissioner level, before a concept can proceed into a project state.
The IT Project Office will review the Project Proposal and rank according to the agreed ranking scheme.
If at this stage of the evaluation the idea is determined to be a small initiative and funding is available (the concept must be assessed to be both less than $25k of expenditure, and less than 25 total days of work), the idea may be green-lighted to become a project by the CIO, in consultation with the IT Project Office and the IT
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Management Team, without requiring the project approval of the T3. T3 will receive updates on new projects that are approved (by consent) through the IT Portfolio reporting that is brought forward by the CIO.
Figure 10: Suggested Project Sizing and Delegated Approval Projects above these thresholds, or projects that require funding will require approval by T3. Project Proposals will be brought forward to the T3, with the IT Project Office identifying impacts to the Technology Portfolio (e.g. delays to other projects to allow the proposal to proceed).
If funding is required as part of the annual capital project request process, all proposals will be evaluated and ranked by the IT Project Office. The IT Project Office will also conduct a capacity management review (resource availability and/or needs) and make recommendations to T3 on the project priorities. T3 will use this information to support their decision making regarding which Proposals should go forward as part of the IT annual capital budget.
The Project Stage Once a Proposal has been approved (funded and resourced), a project can be scheduled. Note that approval and funding of a project does not mean that the project will begin immediately. The IT Project Office, working with the T3, CIO and stakeholders will schedule projects to take account of resource availability, dependencies and other factors.
Resource Management The Town needs to better understand what resources (in IT and business units) it has available, and the project effort required for each proposal so that it can realistically select a number of projects that it knows can be completed.
The progression from the idea to project proposal stage is designed to provide project teams with more time to develop a thorough understanding of the project resource needs, so that the resource needs can be planned for, rather than hoped for.
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IT will begin to record staff time on project and operational work. The importance of this data will grow over time. IT Management must ensure that this data is complete and consistent as it will be a key tool in matching resource capacity to the proposed project portfolio.
As part of the annual technology capital budgeting process, the IT Project Office will be responsible for collating the proposed IT project resource needs (departmental and IT staff), and matching this to available capacity.
This information will be made available to T3, and may necessitate changes to the portfolio or additional funding requirements to cover additional short-term contract staffing needs to deliver the portfolio.
Project Execution Selecting the right projects and ensuring that these projects have been carefully thought through is an important step in improving the Town’s success rate with its IT investments. But, it is only the first step. Once selected, the projects must be executed successfully if the Town is to realize the returns on its investments. A number of factors are critical to project success, including: Strong project sponsorship and leadership commitment Clear vision A strong project manager Sufficient resources dedicated to the project – subject matter, business analysis and technical expertise Empowered project team that can make decisions / drive change A focus on business processes and outcomes, over technology implementation Clear change management plan to ensure successful adoption
The final best practice is to apply a proven project management methodology.
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The Town should adopt and apply a project management methodology to technology projects. The Project Management Institute (PMI) and PM Body of Knowledge (PMBOK) best practices provide standards that the Town can adopt for its major projects. The methodology should define standard project phases, documentation requirements, and checkpoints at the end of each stage to ensure that project is progressing satisfactorily.
The IT Project Office will play an important role communicating the methodology throughout the organization and assisting IT and departmental staff in managing projects using the methodology. The IT Project Office should also carry out the project checkpoint reviews. This should be carried out as a ‘helping hand’ not an authoritarian checkpoint process.
For small, digital projects more agile project management techniques may be applied, and the Town will need to train some of its staff in these approaches.
4.1.5 Measurement & Reporting Project Portfolio Reporting The IT Project Office is responsible for reporting on the status of all technology portfolio projects (web, digital, GIS, business-technology, technology infrastructure) in a way that provides visibility into the projects and provides IT Management, stakeholders and T3 with information that can help them intervene if necessary to keep projects on track. A sample portfolio report is shown below:
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Figure 11: Sample Project Portfolio Report As part of the regular review of the IT portfolio T3 should focus its review upon: Prioritization changes Review red and yellow status projects Projects due for completion Projects due for startup Any new unplanned proposals
Strategy Success Measures To monitor the execution of this Strategy a range of success measures / metrics should be tracked and regularly reported to T3, and Council: Overall IT satisfaction rating (an annual IT survey should be conducted). Current satisfaction rating is below the 80% target, the Town should set 85% satisfaction as an initial target Alongside project reporting discussed above a key measure for the Town to monitor is the number of business-technology project completions. The goal is to increase the throughput of projects year over year. The number of business processes that have been digitized (and BPR processes applied) will be a key measure of progress for the strategy (and the implementation of the major business solution platforms). This will involve identifying an inventory of processes that the Town operates (the Municipal Reference Model is a good source for this), tracking and reporting on the digitization status of each process. Training is a key focus area for the Strategy, therefore tracking and reporting upon training hours received by IT and business staff will be important to monitor the anticipated upswing in training hours. The IT risk management program should report on risks identified, type, status, mitigations, and incidents Given the levels of investment in IT, monitoring the IT investment situation is important, an annual calculation of the total cost of IT per employee is a good measure, that will allow ongoing comparison with other organizations
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IT Management Measures and Metrics In addition, a range of IT Management metrics should also be tracked within IT to ensure that the IT service is functioning effectively. Measures would include: o Service Requests (volumes, performance against defined targets) o Change Requests (volumes, performance against defined targets) o Asset status should be tracked, including . Age . Status, . investment by category . Resource use by asset o IT resources (availability, utilization, allocation)
A combination of this information can be presented in various dashboards depending upon audience.
Annual Reporting to the Organization and Council Building upon these base metrics, the IT Division can also develop a simple annual report format that quickly and visually communicates to Town staff what has been achieved in the previous year.
It is important that Council and staff better understand how Information Technology is linked to the effectiveness of the organization. Council must be kept better informed about the overall roadmap, and better educated on how specific initiatives will contribute to improved outcomes for customers and for departments.
The CIO should provide an annual report to Council, highlighting cost savings and avoidances, new capabilities, capacities, and new service offerings that have been facilitated by technology.
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Figure 12: IT Value Report
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4.2 Technology Funding To become Tech Savvy, the Town needs to make increased investments in technology. To achieve the vision presented in this strategy, the strategy must be backed with significant and sustained new investment in technology (infrastructure upgrades, new ERP, CRM, Work Management systems, a new website and digital services), in tools to help the MIS team manage the technology environment more effectively and proactively, and in permanent staffing, project staffing and in research tools and in skills development.
If sufficient funding and resourcing is not allocated, the vision is unachievable and the initiatives identified within the strategy will simply not be delivered in the timeframes identified, and in a number of cases not at all.
4.2.1 Dedicated IT Budget Envelope IT capital expenditures are currently part of a funding envelope allocated for Assets, Fleet and Equipment.
It is suggested that a separate funding envelope be allocated for IT, and the envelope be expanded year over year to address growing technology requirements. The dedicated funding envelope would allow T3 to actively manage the technology funding allocation, and for there to be clear visibility into the proportionate funding of technology.
Given the long-term funding needs, the Town must review its IT reserve (there is currently no active funding source) and determine the annual reserve allocation, to establish a suitable technology fund that can support future technology investments and to deal with lifecycle replacement.
4.2.2 Explore New Funding Sources for Technology To facilitate the increased investment and ongoing support of technology the Town should also look to alternative funding sources outside of the IT envelope. It is in the ongoing operations of technology that the Town faces the toughest challenge. For every new technology implemented, new demands are placed upon the organization to support and maintain the technology. The Town should continue to explore a range of alternative funding sources to support technology investments, that have been pursued successfully by other municipalities. These include:
Development Charges - supporting technology investments related to growth - e.g. fire mobile technology, traffic light pre-emption, Public Wi-Fi provision. Note the City of Vaughan has made changes in its Official Plan to address the need for Public Wi-Fi in City facilities. Building Permit Reserve - used to directly fund permitting technology and indirectly fund upstream and downstream technology and process improvements that contribute to improved permitting process - e.g. planning application processing technology
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Gas Tax - used to fund technology projects related to Asset Management - e.g. City of Waterloo received an FCM award for investing over $700,000 of gas tax funds into its asset management systems Departmentally Funded Technology and Resources - e.g. in Burlington additional corporate IT staff have been paid for from the Fire budget, providing additional resources to support Fire, but centrally managed and coordinated resources. Grants and Challenges - e.g. Smart City Challenge, FCM Asset Management, Community Improvement Growing revenues to offset technology costs - e.g. Advertising linked to digital services Services Surcharges (specifically on B2B services) to fund implementation of digital services - e.g. building permit or planning application ‘surcharge’ diverted to a fund to support the implementation of digital services that reduce costs for those using the service through for instance reduced plan printing and visits to Town Hall. Technology Levy – some municipalities have introduced a levy to fund investment in community technology. For example, the Town of Caledon has introduced a “broadband levy” to address improved internet services in their community3.
4.2.3 Capital to Operating Cost Transition Another major change that will have an impact on the Town’s technology budgets: technology expenses are beginning to shift from capital to operating budgets.
In recent years the technology industry has rapidly moved from a buy to a rent model. As cloud services have popularized subscriptions, almost all IT software and services are now shifting to a subscription basis, so there is no hiding from this new business model. This has the benefit to the Town of lowering the up-front capital investments required to get technology up and running, but it shifts costs to ongoing operating budgets – and a potentially higher total cost of ownership.
The Town must prepare financially for this transition as IT operating expenses should be expected to increase significantly as subscription fees increase as a proportion of overall IT costs.
Capital funding will still be required to support project implementations (professional services, staffing), hardware and other technology procurement, but it is reasonable to assume that all software expenditures will gradually transition to subscription and thus operating accounts over the next 5 years.
3 https://www.caledon.ca/en/business/Internet.asp#broadband
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4.2.4 Business Cases It is challenging to build a business case for the CITSP as a whole - thus the strategy does not attempt to present one.
However, individual business cases can certainly be made for many of the proposed initiatives. Many of these business cases will focus upon using technology to reduce processing times and improve customer service, to slow the need to add staff to deal with Town growth and to eliminate manual or duplicated work.
Moving forward the Town should require technology projects to present a clear business case (as part of the intake process) before a decision to approve is taken.
4.3 IT Organization A series of changes to the IT organization and the approach to managing technology are recommended.
4.3.1 IT Manager to CIO Given the importance of technology to the Town and the supporting role that it has to play in many of the strategic challenges the Town faces, combined with the move to positioning Whitby as a technology hub, it is recommended that the leader of IT be elevated in the organizational hierarchy, as a Senior Manager - similar in nature to a Chief Human Resources Officer or a Chief Financial Officer.
It is recommended that the Town consider re-titling the Manager of IT as the corporation’s Chief Information Officer (CIO). This should be more than a symbolic change to the naming of the role, the role itself should substantially change, alongside other organizational recommendations being made here.
Furthermore, the Town should consider making the CIO a permanent member/advisor to SMT, or a frequent attendee to SMT to share updates and seek input from SMT members.
In contrast to an IT Manager role which is typically more hands on, operational and tactical in nature, the CIO role has broader responsibilities related to strategic advancement of technology, including: Developing and communicating a technology vision for the organization Taking a whole organization perspective Taking a long term, future looking perspective Building strategic relationships with business units and with partners Developing and leading transformative ideas Targeting strategic investments and achieving benefits realization Delegation and empowerment
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A CIO typically has broad responsibilities for Information Management alongside technology responsibilities. In municipalities, traditionally some Information Management responsibilities have fallen to the Clerks’ office, for instance in the areas of privacy, document and records management, and FOI. Thus, the CIO and Clerk’s office have intersecting responsibilities that must be aligned.
Information Management is a broad topic that covers a range of topics, concepts and solutions. The MIKE 2.0 framework (shown in Figure 13) identifies the key components of Information Management.
Figure 13: MIKE 2.0 Information Management Framework As the diagram illustrates, Information Management is a very broad program. It is recommended that the Town should look to the CIO to take an over-arching responsibility for coordinating Information Management work at the Town, with a strong collaboration with the Clerk’s office in the areas of IM Strategy and Governance, Enterprise Content Management, Privacy and Data Security. A Steering Committee to support efforts in prioritized areas of the Information Management program is also recommended.
4.3.2 Business-IT Strategic Partnership IT and business units must work together much more closely than they have in the past, in partnership, to be successful with business-technology initiatives. Previous leadership has in the past unfortunately encouraged routing around IT, or the presentation by departments of purchased solutions for implementation by IT – too late for IT to help plan or design a solution. This approach has contributed, at least in part, to the complex, difficult to manage technology environment that currently exists.
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IT and business units must both be at the table together in a collaborative mode, with a clear understanding of roles and responsibilities to be an effective partnership.
IT should be a partner in advising business units on technology strategy, helping realize ideas and opportunities, business units should partner with IT by consulting and taking input and advice from IT.
The strategy recommends that IT and business units actively work on strengthening their relationships. That IT develops a better understanding of the business and vice versa.
Of course, partnerships are built on trust. So, first, IT must deliver high quality core IT services, and business units must consult with IT.
Recommendations throughout the strategy are intended to create a better environment for collaboration. For instance, the Project intake process (idea concept project) is specifically designed to encourage collaboration. It is also recommended that the IT team leads regular service reviews with business units - reviewing service performance, projects, problems and future opportunities with business leads on a periodic basis.
4.3.3 FAST IT The Town’s management and staff want IT delivery to be faster, for projects to be deployed quicker, to not have to wait so long for a great idea to be translated into a business solution. People want solutions in days or weeks, not in months or years.
But the reality is that over 80% of Whitby’s MIS Division time goes to maintaining existing solutions, meaning that there are insufficient resources to deliver solutions quickly – so teams must wait for their turn. Importantly major systems change or an upgrade to large systems such as Amanda simply cannot happen in days or weeks; longer time-framed project planning and execution is required.
Gartner, an influential IT research and advisory firm, have recommended that in response to the demand to “go faster” IT organization’s think and adopt a bi-modal approach to technology. That means building the capability, capacity and skills for the MIS Division to operate at two speeds, slow and steady (for large ERP and business solutions projects for example), and fast and agile (for smaller digital initiatives).
This is more than just splitting MIS into two, although the concept can apply to structure. The concept suggests that organizations work on figuring out how to Fast-Track IT activities that meet specific characteristics that make them suitable for a Fast approach and build capabilities and capacities to support that.
Whitby’s MIS Division plans to embrace this concept and implement a number of changes to processes and approaches and to the organizational structure of the team to enable “Fast IT”. Specific activities include:
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a governance model that delegates authority for decision making to speed small initiatives an idea intake process that realistically identifies resource requirements and sources sufficient resources for successful project completion increased funding to allow contracting out of work to 3rd parties where IT capacity is unavailable defined standards to speed decision making - such as defining cloud solution standards new purchasing approaches to speed procurement, such as an increased use of piggy backing on Regional and local municipal projects implementing new “low code” solutions such as Form Builder to speed the implementation of digital solutions
Of course, as we noted above – only some projects will meet the characteristics to be a Fast Project. Moreover, people drive projects – so staff time in departments will always be needed to drive projects forward.
Some aspects of the recommended MIS organization changes will embrace the Fast notion.
4.3.4 New MIS Organization Name To further denote the change in approach and aspirations for the team, it is recommended that MIS (Municipal Information Systems) Division be renamed Technology and Innovation (T&I) Division.
4.3.5 IT Functional Units In terms of structuring the Technology and Innovation Division, the findings identified that MIS was very narrowly focused with 2 supervisors. In line with similar arrangements in comparable municipalities it is recommended that a four-supervisor model be adopted.
Figure 14 illustrates the recommended functional structure, which reallocates a number of existing responsibilities between units and adds the Innovation and Projects Office.
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Figure 14: IT Functional Model The Innovation and Projects Office is designed to handle the intake, planning and execution of technology projects. The group is responsible for Fast execution of suitable initiatives, and for working with business units to scope and plan technology enabled business projects. The group will oversee all major enterprise technology projects, ensuring that technology initiatives are managed according to defined standards. The Innovation and Projects Office should be separate and distinct from a corporate PMO, if the Town decides to implement such a model. A corporate PMO operates at a broad scale, while there is a specific requirement for more detailed work, and dedicated IT resources allocated to the project planning and delivery functions within the Technology and Innovation Division.
The Client Services function is designed to improve service delivery, while relieving pressure on the Infrastructure Services team, by taking responsibility for end user computing device management and asset management processes.
A detailed review of the GIS situation has not been possible as part of the CITSP, and it is recommended that a more focused review of the GIS situation be conducted at a later stage. At this time, the GIS staff will continue to report to the CIO, with the expectation that the GIS review/strategy will make formal recommendations on the best approach for GIS resourcing and management.
A couple of other minor transitions of responsibilities from other parts of the organization are also recommended: Cell phone vendor management, configuration and management, which is partly managed by Purchasing should transition to IT - Client Services Audio / Visual support provided by IT should include boardroom technology. This responsibility is currently with facilities, but we recommend that it transfers to IT – Client Services.
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4.3.6 IT Staffing and Organization Structure Along with functional alignment changes, a number of changes to existing positions and new staff are recommended within the functional structure. The organization diagram in Figure 15 on page 50 identifies the proposed organization chart for the Technology and Innovation Division – which represents the recommended organization for 2021.
Position Changes Several changes to existing roles are recommended. These include:
Current Proposed Intent IT Manager CIO Raise profile of IT, redefine scope of responsibility Vacant Supervisor Supervisor of Establish leadership around project position Innovation & IT execution, portfolio management and Projects Office introduce Fast IT / Bi-Modal Application Application Analyst Reduce emphasis on application Development Analyst development, focus more on configuration and utilization of off-the- shelf business systems DBA DBA The 2 DBA roles will begin to focus towards new areas to meet changing organizational needs (for example integration, business intelligence). Existing DBA functional work (maintenance and upgrades) may be supported by third party providers to free up staff time Network and Training Network Analyst More focus is required upon the Officer network side, so this role will be refocused to support the increased infrastructure management requirements alongside the ongoing security enhancements to the Town’s infrastructure. Web Application Developer Focus role as a pure developer Developer position, but with scope to work on internal and external digital solutions rather than line of business solutions. This reflects the need to build digital services, whilst following the preference of leverage commercial off the shelf products.
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Figure 15: Proposed Organization Chart Page 284 of 378 Agenda Item # 6.11
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New Positions
Several new positions have been identified, and are expected to be phased in to achieve the recommended structure within the 3-year timeframe of the strategy.
Year Role Description 2018 2 x Business Analysts 2 new Business Analyst positions are required urgently to bridge the IT-Business gap and to help the Town begin to approach technology projects in the right way. The Business Analyst’s primary role is to support the departments in identifying business requirements for business solutions and technology related projects. They fulfill this by applying the principles of business analysis in the requirement gathering, planning and re-engineering of business processes and practices and convert these requirements into technology requirements that will be used by internal IT staff (network staff, database staff, ADAs) to customize the software or used by the corporation when conducting an RFP / RFQ / RFT. 2018 Supervisor Client Services A supervisor is required to formally lead the establishment of the client services function, to manage the continuous improvement and optimization of the delivery of the helpdesk service, to streamline and standardize device procurement and deployment and IT asset management. The position will oversee the team and provide an escalation point for Tier 2 and 3 technology support. 2018 IT Asset Control Officer Address IT asset management resource gap, and transition responsibility for device management and procurement to client services team 2019 Application Analyst (ERP) An Application Analyst is required to support the implementation of, and then provide continuity in support of, the newly implemented ERP system. 2019 Co-op program A co-op program with local colleges (e.g. UOIT) is recommended to provide entry level IT staff to augment the helpdesk function. This provides a valuable partnership and community service, but has the benefit to the Town of developing new technology talent that can be developed for the future. 2020 Application Analyst (ERP) A second Application Analyst will be required to support the implementation of, and then provide
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continuity in support of, the newly implemented ERP system.
It is important to note that beyond the three-year term of this strategy additional IT resources should be expected as new solutions come on stream. For instance, at minimum an additional Application Analyst (Work Management) should be anticipated with the implementation of the new Work Management system. The Division also needs additional administrative support to deal with purchasing, telephony billing and other administrative functions that are currently fulfilled by highly in demand IT experts. A more efficient approach that perhaps draws on existing administrative support within corporate services may be required.
Furthermore, as the Town grows and operational staffing grows with it, IT support resources will need to grow proportionally.
4.3.7 Resource Augmentation and Utilizing External Expertise While the staffing additions recommended above may appear generous, a number of other positions suggested by the consulting team have been discounted. In fact, permanent staffing is only one part of the story.
The reality of modern IT, particularly with small municipal teams, is that maintaining the necessary skills and capacity to plan, implement and manage all the Town’s increasingly complex technical environment and burgeoning project demands in-house is impractical. To do so would mean hiring an unfeasible number of additional IT staff.
Smart IT organizations approach this challenge by relying on a team of in-house IT staff with strong internal connections and understanding of the organization’s business needs, who in turn work with a network of trusted partners, vendors and solution providers to deliver the required services.
Similar to the way that the Town approaches road building and road maintenance; relying on a construction firms with road building expertise - the emphasis is on "getting projects done", or “project throughput” rather than on IT staff necessarily implementing the technology themselves.
This is a hybrid model of IT service delivery, that combines internal IT and business skills with market based expertise and services. Ultimately it means that the Technology and Innovation Division, the CIO and IT supervisors act more as coordinators or orchestrators of IT service delivery – executed by a combination of internal and external providers – than hands on technical resources.
Moving forward, the Town’s goal is to increase speed, agility and project throughput by using the right mix of resources and skills for the job at hand. Several approaches are common in municipalities for augmenting internal IT resources, including
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Capital Funding Contract Staff Positions Projects are proven to be successful when staff can be dedicated to the project – not working off the side of their desk.
To achieve this level of dedicated attention to projects Municipalities commonly use contracting for short term staff (1 – 2 year contracts). Costs for staffing contracts are ‘bundled’ into the total capital cost of the project. Thus, when projects are approved the appropriate staffing is also approved.
Contract staff may be used directly on the project, but are often hired to backfill IT or subject matter experts in business units, freeing up internal staff to work on projects. This allows the Town to retain the accrued project learning and expertise, and to offer development opportunities to internal staff.
Vendor of Record (VOR) – IT Resources on-Demand Because of the regular need to bring in additional resources to support project activity, numerous municipalities (e.g. Richmond Hill, Guelph, Mississauga) have embraced a Vendor of Record (VOR) model. In this approach, the Town would have an arrangement with one or more firms that can supply experienced Project Manager, Business Analysts, network or security specialists, GIS experts and other technical resources to the Town, on-demand at pre-set rates.
Funding for a VOR resources are also included as part of a project capital request and this can enable the Town to quickly ramp up resources to lead major projects such as ERP, Work Management, CRM.
Service Providers: Out-Task some IT Services Some of the Town’s IT systems are tailored to a specific municipal line of business. However, many technologies run by the Town (such as networks, servers, file storage and email) are more generic. As hospitals, construction firms, banks and other organizations have come to use the same systems, these areas of IT have become more commoditized. In areas of commoditized service provision, because of their scale and expertise service providers in the market place may be more cost effective than internally managing the service.
In other situations, the Town may lack the dedicated expertise to manage a service effectively. As an example, the use of hosted or cloud based services out-tasks many of the infrastructure management activities that would be required for an on-premise solution. This approach relieves pressure on over-committed IT staff, freeing them to focus on more value-added activities. Other out-tasking opportunities include specialized security, firewall management, network monitoring services, which are required functions for the IT Division to fulfill, can be purchased on an “as needed” basis from outside firms. Other municipalities have out-tasked device provisioning, hardware maintenance (e.g. printers), managed telephony services. These services augment the
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existing IT resource base, and can also be used to manage and implement technologies that current IT staff don’t have domain expertise in.
Success in this area depends upon effective selection and management of providers, ensuring that contracts are well structured to protect the interests of the Town. This is one area, for example, in which the Town must develop new skills.
Use External Expertise to Plan, Design and Set Strategies Setting strategies before tackling projects is critically important to successful outcomes – fully exploring possibilities before diving in is essential. In this area, there is clear value in engaging experts in the right measure, at the right time. Consultants with deep domain experience, and with experience in developing strategy and implementing solutions can help to guide the Town in developing plans that properly leverage systems’ capabilities to address business challenges. The Strategy recommends several budget allocations to engage consulting resources to do just this.
Leverage Strategic Partnerships Although the Technology and Innovation Division is capable of designing and building great solutions, it doesn’t always mean that it’s the right approach. Looking forward, more strategic decisions are needed regarding whether the Town is best suited to build and deliver a solution or whether another partner (in the public or private sector) may be better suited to address a need.
Public Wi-Fi is a good example of this, with different municipalities taking different approaches. In Whitby, MIS has designed, implemented and supports a Public Wi-Fi solution. This comes with some overheads, and diverts IT resources away from other strategically important initiatives. This is a choice that the Town made with its resources.
In contrast, Mississauga has partnered with Sheridan college, due to their expertise in providing Wi-Fi to 21,000 students. Sheridan provides and supports the Wireless Mississauga service. Burlington has partnered with the local telco – Cogeco – which now provides public Wi-Fi in City facilities and in parks and other civic spaces.
In both Mississauga and Burlington, partnerships with organizations with strong expertise have allowed citizens to receive a great service, from providers with deep expertize, whilst IT resources can focus on other areas that are core competencies for them. The approach in Whitby is not wrong, but given the pressures on IT resources, looking forward, the Town should think strategically around the opportunities for partnership as it considers technology opportunities.
Working with purchasing and IT in Durham Region and other municipalities in the Region, and UOIT to enable piggy backing on purchases and to explore opportunities for joint or shared project implementations is another example where the Town could gain value through strategic partnership.
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4.4 Departmental IT Although there has been some debate within the Town on the most effective approach to allocating IT resources, it is recommended that the Town does not continue to pursue a decentralized model for IT staffing at this time. The organization is not sufficiently sized to warrant this model, furthermore a centralized model is, in our experience, more cost effective and allows resources to be more effectively coordinated and allocated to strategic priorities - in line with the goals of this strategy.
Super or Power Users are expected to continue to operate in departments, and solution configuration may also occur in departments if required. However, in keeping with recommendations also made within the Internal Controls audit, administration of application security for business solutions (on-premise and cloud based solutions) should be transferred to T&I.
Thus, all roles with any portion of technology responsibilities (e.g. HR, Finance, CMS) should be reviewed, and if necessary responsibilities transferred to Technology and Innovation Division. The Recreation Technology Specialist in CMS will remain in place, application security responsibilities will be transferred to IT, and the RTS will be expected to work more closely with IT colleagues and to follow the technology governance processes, coordinating and reporting projects through the corporate project portfolio reporting process.
In the GIS area, the CITSP has conducted only a high-level assessment and a more detailed assessment is required (and recommended). Nonetheless, GIS is a critical part of the Town’s technology environment, and will be increasingly important as the Town uses data to inform decision making. Increasingly a more aligned and coordinated approach to GIS is being pursued by municipalities, with a focus on a combined GIS and analytics capabilities. No specific recommendations regarding GIS staffing are made at this time – however it is recommended that the Town pursue the development of a corporate GIS Strategy, which should investigate the opportunity to consolidate its GIS resourcing.
In future, any new resources with IT responsibilities (of any extent) must be reviewed by the CIO and T3 before being approved. It is the responsibility of Commissioners to flag these positions for review.
4.5 IT Operations A number of operational improvements are recommended for the Technology and Innovation Division to implement to improve the effectiveness of its service delivery.
4.5.1 Service Desk Although there are generally high levels of satisfaction with the helpdesk service, there are a number of optimizations that are recommended for efficiency and continuous improvement purposes.
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The Technology and Innovation Division will formalize the way it handles incidents and service requests. It should follow an ITIL based incident management process. The Technology and Innovation Division will define clear processes for submitting, tracking, documenting and resolving issues and service requests.
Becoming a tech savvy organization means a stronger emphasis on learning, self-help and problem solving. The service desk will play a key role in this, encouraging staff to resolve simple problems by using Google and providing other resources (such as FAQ’s and videos) to enable them to self-help.
Self-service and process optimization will be the focus for the service desk, enabling customers to log and track their own requests, reset their own passwords, request software and services digitally, etc. Offering alternative methods of interacting with the service desk will also be explored – for instance offering the ability for customers to chat in real time with service desk staff.
Standards for handling of helpdesk requests will be defined by the Technology and Innovation Division in conjunction with its business partners (a sample is illustrated in Figure 16). T3 should approve the standards which must then be communicated to management and staff.
Figure 16: Incident Categorization, Response and Resolution Targets The satisfaction of customers with the service that they receive will be routinely recorded and monitored, with agreed targets to achieve and maintain. An annual satisfaction survey should be conducted by the Technology and Innovation Division to track progress on key satisfaction indicators. The survey used as part of the development of the CITSP should be used to provide a comparative benchmark.
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Ongoing reporting of management metrics will allow the IT Management Team and staff to monitor and address performance issues, and also allow for reporting to T3.
IT support is currently provided by the Division during office hours (8.30 – 4.30). Teams across the Town and specifically in Fire and Emergency Services, Community and Marketing Services, Public Works often need support out of hours. It is recommended that the Town implement a formalized out of hours IT support service (including standby and call-out payments) to IT staff to provide the service. A formal agreement with those that will use the service (perhaps including a re-charge model) to define the type of incidents that would warrant a call out (those that legitimately impact service delivery) should be developed to support cost-effective service delivery.
The Technology and Innovation Division will build a service catalog, where possible supported by online requests, to simplify the process of requesting new services, devices and products. Note that at the beginning, this does not need to be a comprehensive service catalog, it is suggested that the Town start small (perhaps with device and peripherals) and grow the catalog over time.
4.5.2 MOU with Arms-Length Organizations The Technology and Innovation Division provides service to a number of arms-length organizations, such as Station Gallery, Community Connections, Whitby Public Library and the BIA. Service provision is based on spoken agreements, which results in grey areas and mismatches between service expectations and service delivery. It is recommended that the Town develop Memorandum of Understanding with each to clearly define and delineate services provider, roles and responsibilities and service expectations.
4.5.3 Change Control Process It is recommended that the Technology and Innovation Division implement a change control process to manage changes to the technology environment – such processes are required to prevent errors and to allow for traceability to support troubleshooting. Implementation of a change control process involves formalized but lightweight processes to ensure that all changes are effectively planned, communicated, reviewed, tested and approved before changes are made to the technology environment. A real- time log of all technology environment changes should be available for IT staff to review at any time.
4.5.4 Systems Management In keeping with the broader architecture principles of standardization and rationalization of systems, it is recommended that the Town double down on its investment in the KACE systems management solution and fully utilize KACE as its core ITSM solution. KACE should be used for service desk process management. It should also be used to simplify the IT asset discovery process. KACE should contain the complete IT asset inventory, which Client Services will own and manage. The KACE solution should also
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be used for software licence management, software distribution and deployment and for patch management.
4.5.5 Proactive Monitoring and Performance Reporting The Technology environment is complex. Optimizing performance relies upon insight into the current performance characteristics of aspects of the environment: network connections, bandwidth utilization, storage utilization, CPU usage, etc.
Implementing comprehensive monitoring tools that provide the IT team with the proactive monitoring and predictive capabilities, providing simple dashboards will help the Technology and Innovation Division improve reliability, proactively resolve issues before they impact users. Again, adopting a consolidated approach so that the Town implements one core monitoring solution is recommended.
Figure 17: Sample Network Monitoring Example
4.5.6 Staff Time Tracking Given the limited IT resource availability it is important that the Technology and Innovation Division understands staff time is being allocated, so that it can identify opportunities for improvement. Furthermore, a key goal for the Town is to shift IT resource time away from operational activities (currently estimated to be approximately 80%) to create more capacity for project delivery.
It is recommended that the Town begins to track and monitor performance, projects and also time. By gathering information about time allocation, IT management can begin to have more control over resource allocation, the team can improve estimating activities and resource planning for projects can become more effective.
IT management, in consultation with the T3 should define categories of work that the team should track, for instance:
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Administrative time (e.g. team meetings) Projects (by Project ID) Operational activities (e.g. helpdesk, planned maintenance, systems configuration)
Activities need to be clearly defined, and the reasoning behind the tracking (staff justification, effective resource allocation) needs to be understood by management and staff.
Implementing a simple, low cost, cloud based time tracking tool (e.g. timecamp) should be sufficient to provide staff with an easy way to track time on the web, on their phone or on their PC and IT management with useful insights to support work and resource allocation and process design decisions.
4.5.7 Transition Functions out of IT Continuing on the theme of creating additional capacity within the Technology and Innovation Division, one additional approach is shifting responsibility for tasks that have traditionally been provided by IT into the organization. Again, this ties to the notion of increased tech savviness within the corporation. Where Town IT has perhaps over- catered for users of technology services in the past – it is recommended that there be a move toward more empowerment of users.
Deployment of new devices is a good example. In the City of Sudbury, their PC provider has been contracted to configure devices (PC, laptop) for the City, and ship the devices directly to customer’s office’s, labelled and ready for pickup. Department staff then physically collect and setup their own PC/laptop by unboxing, connecting and powering up the new device. They also return the old machine and peripherals to a central location in the office where a courier will collect the old machine and dispose of it. IT staff then remotely accesses the device to finalize any remaining configuration requirements. It is recommended that the Town explore and follow a similar approach.
Another example is for smartphone deployments. With the implementation of a Mobile Device Management solution, as recommended, providers can directly ship devices to customer’s desks, and the user can be instructed to visit a website to complete the device configuration. The smartphone will be automatically configured, Town rules, security standards and apps will be automatically added, contacts migrated. Again, this is the recommended approach.
Technology Training is another area where a slightly different model may work well. A model that works well in other municipalities is where IT provides criteria and requirements for corporate technology training, but HR, who is better suited to coordinating corporate technology training programs and coordinating the delivery of training than the Technology and Innovation Division, is responsible for delivery. This is a partnership model, with each partner playing to their strengths.
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The Technology and Innovation Division should constantly be looking for these types of opportunities to identify where IT resources can be saved by strategically moving tasks elsewhere.
4.5.8 Purchase Management Most municipalities have streamlined technology procurement through the use of medium term Vendor of Record agreements. The Town should look to use Vendor of Record Agreements for purchasing to simplify the process and to standardize technologies.
Purchasing hardware is very typically managed under a VOR agreement, with a 3-5 year window. This reduces purchasing overheads, ensures that standards can be maintained, and achieves good pricing for a long-term commitment. Furthermore, partnership allows processes to be improved year over year, rather than reinvented each time.
In other areas, the VOR model or an alternative approach should be applied to core providers of the Town’s technologies such as Microsoft, ESRI, Oracle, and eSolutions. These are strategic partners. Once the Town has committed to a technology, it is impractical and extremely costly to change the underlying platform, thus purchasing from alternative sources (e.g. new licences) becomes near impossible. Long-term arrangements with such partners are needed to streamline the purchasing process.
Beyond the VOR model, increasingly municipalities are recognizing that traditional purchasing methods for technology are not always effective. Building solutions incrementally, using Agile techniques is an approach that is becoming more commonplace in the private sector, but these firms have limited experience and interest in government procurement processes. The procurement process thus discourages innovation and innovative solutions. Municipalities are exploring new ways of partnering – for instance the City of Toronto’s Civic Innovation Office recently released an “Invitation to Partner” to find a partner to “work with the City and its residents to design, build and pilot a more responsive model for 311”. This is not an RFP, there is no specific software or specifications – the City has stated its challenge and asked for partners to work with them to help address the challenge. The solution may involve elements of research, analytics, policy changes, process design, training, software – the City isn’t being prescriptive about it.
The upshot is that municipal purchasing around technology solutions is evolving and the Town’s approach to purchasing technology will also need to evolve – if the Town is to be sufficiently agile to support its vision.
4.5.9 Research/Analyst Membership Given the pace of change it is almost impossible for municipal IT departments to keep up – not only with technologies themselves, but with evolving IT management practices and approaches.
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Every time that the Town is interested in a new technology, it must research and evaluate options. This is a time-consuming process for IT and business staff. This extends beyond technologies, to include policies, procedures and standards. It includes methodologies and practices.
IT research firms, such as Gartner, Forester, InfoTech have developed to help IT teams deal with this problem. They conduct market based research. They work with thousands of IT departments and develop standards, templates and resources that can be used off-the-shelf to speed up research, analysis or implementation.
Purchasing an IT Analyst/Research subscription for the Town is strongly recommended as a method to save time, gain valuable industry insights and to utilize off the shelf resources to speed implementation.
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5. Major Initiatives
As discussed in the Vision section, the primary focus for the next 3 years, from a technology perspective is in and around the Infrastructure and Business Solutions areas. The following section outlines the major projects that are recommended.
5.1 Major Technology Projects As identified in the findings a series of technology infrastructure projects are required to establish robust, reliable foundations for the future.
5.1.1 Application Delivery Solution (Pro Palms) Replacement It is recommended that the Town must urgently replace Pro Palms as the primary mode of accessing IT resources. The solution is no longer supported, and performance and usability issues are mounting. An interim solution is required to rapidly address the immediate concerns and performance problems – which will be planned and implemented in 2018. A longer-term plan for end user computing that reflects the increased need for flexibility and mobility will be developed in parallel and will lead to the rollout of a range of flexible computing solutions.
5.1.2 IT Security Enhancements Reading the news in 2017, shows how important security has become. The Town wisely undertook an external security assessment in late 2016 / early 2017. The assessment identified some vulnerabilities and gaps, and made a range of recommendations to improve the Town’s IT security posture. It is imperative that these key risks are mitigated while infrastructure changes are being implemented. The IT Division has developed a work plan to address these recommendations and will update T3 on a regular basis as to the security status at the Town.
Because of the challenge keeping up with security threats, rather than creating a new position in IT to lead security in the next three years, it is recommended that an external security firm be retained to conduct ongoing security operating activities – monitoring, alerts, security assessments, and to provide advisory services. In addition, annual security re-assessments are planned to confirm current situation and identify improvements. Ongoing funding and attention will be required to maintain a secure environment.
5.1.3 Long Term Data Storage Strategy The Town’s data storage needs continue to grow exponentially, and will only continue to do so. Effective planning to comply with legislative requirements (e.g. retention), providing the flexibility to grow as new needs emerge (e.g. drones) while containing costs is critical. It is recommended that the Town’s IT Division work with the Clerk’s
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Office to develop a data management strategy that addresses archiving, data retention, disposal and that maximizes flexibility and scalability, whilst minimizing costs.
5.1.4 Town Hall Renovations Town Hall renovations are expected to lead to changes to the Town’s data centre, IT staff location and connectivity throughout the building. This represents an opportunity to establish the foundations for a more digital capable Town Hall. This is also an opportunity for the Town to address some longstanding issues with the Town Hall that have made managing technology infrastructure challenging (e.g. cable management). It is recommended that the IT Team actively work with facilities to develop Town facility IT standards, which will address space, access controls, HVAC, power, backup power, and cabling requirements.
The IT Team must be actively involved upfront in the planning of the renovations, and throughout the work to ensure that a) future needs are appropriately planned for and b) that the work causes minimal disruption to IT services.
5.1.5 Telecoms Systems Replacement It is recommended that Town replace its aging telecom systems with a new integrated Unified Communications system, providing traditional and modern telephony features, including soft phones, follow me phone, remote phones, voicemail to email, simple call tree management, etc. This represents an excellent opportunity to explore a cloud hosted, managed service approach for telephony that reduces internal management overheads.
5.1.6 Wi-Fi Provisioning It is recommended that the Town, as part of a broader network review, consider its approach to Wi-Fi provisioning. For internal, secured Wi-Fi, the IT team should review delivery standards and expectations and plan for the expansion of Wi-Fi provision at Town facilities. For specialized Wi-Fi needs, for instance at the harbour, the Town should work with external providers to implement a suitable service. For public Wi-Fi, the Town should review the standards and requirements, and determine whether this is a business area that it will continue to pursue, or whether a partnership with a commercial provider would make more strategic and operational sense.
5.1.7 Office 365 It is recommended that the Town move to Office 365 – Microsoft’s cloud based office system. Initially, email services should be moved into the Microsoft cloud, providing a range of features, including flexible remote access from a variety of devices and larger mailboxes, whilst reducing management, storage and hardware overheads.
Office 365 capabilities including broader access to Office products (staff can install on various devices, including tablets and phones) will also be leveraged.
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Additional features of Office 365 (including OneDrive, Skype for Business, Teams) and other collaboration capabilities will also be considered, but require more detailed planning and consideration before being deployed.
5.1.8 Print Management Strategy The Town will conduct a review of printing and printers, and develop an optimized strategy to provide appropriate printing capabilities (colour, high volume, wireless printing), whilst reducing overall print cost through print optimization. Future asset replacement will then be aligned to the print management strategy.
5.1.9 Database Platform Review and Strategy The Town’s database platform is a critical part of the Town’s technology infrastructure, and is where all of the Town’s structured data is stored currently. The database environment forms the foundation for business solutions and for future business intelligence and data analytics efforts.
The town currently operates multiple database environments, with no defined preferred standard. As with all technologies, the Town’s goal should be focused upon simplification and standardization, narrowing the focus of IT resources on specific technologies, developing skill sets and ensuring that there is cross-training. The ongoing evolution of technologies, and importance of the underlying database platform means that it is important to conduct a review and plan for the long term.
Thus, it is recommended that the Town work with an independent external expert that can assist in evaluating a wide variety of factors regarding the Town’s database strategy, including an assessment of the total cost of ownership (TCO), to prepare a future database platform strategy. Note that the ERP decision (hosted vs. on-premise, recommended database platform) will likely have a significant impact upon the Town’s chosen direction. Once defined, the IT Division will gradually migrate to the new platform over 2018, 2019 and 2020 work plans.
5.1.10 Backup, DR Provisioning and Business Continuity The Town must be more prepared for business continuity in the event of an incident impacting the Town’s data centre. Although it may seem unlikely, events do happen – for instance the County of Huron technology systems were heavily impacted when a tornado damaged the County building in which their data centre was housed.
A new backup solution is necessary to mitigate some of the known corporate risk that exists within the infrastructure layer. Additionally, we recommend that a formal Business Continuity plan should be developed, a technology disaster recovery response plan should be put in place that identifies the priority systems that must operate in the event of an emergency and the priority order in which systems should be recovered. In the past municipalities built their own disaster recovery sites, but today municipalities are typically implementing Disaster Recovery as a Service (DRaaS)– with hosted service
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providers as the most cost-effective approach. It is recommended that the Town follow the DRaaS approach.
5.1.11 Ongoing Maintenance Activities It is important to note that these major technology initiatives are in addition to a range of ongoing infrastructure maintenance activities, which includes network and switching hardware renewal, end user device replacements, Wi-Fi upgrades, and storage technology replacement. Each of these initiatives will mitigate corporate risks, are critical to maintaining operations and must be planned and resourced as part of the annual Technology and Innovation Division work plan.
5.2 Major Business Solutions The Town has several major gaps in its business systems platforms that will be critically important to address over the coming years. For these initiatives, a number of the principles are particularly applicable, including: Adopt a corporately coordinated approach Design business processes before purchasing / implementing Technology Prioritize UX (User Experience) to make systems easy to use for staff and citizens Do IT Projects the right way: Strategize, Plan then Execute Leverage Core Platforms to the full by following the “Reuse before buy, buy before build, build to reuse” adage Avoid customization of solutions to meet Whitby specific requirements, instead adopt industry best practices
The initiatives are presented in priority order.
5.2.1 ERP The Town’s Financial and HR Processes are core processes that impact the efficiency and effectiveness of every part of the organization. An ERP system should form the foundation for effective management of Town resources. The systems currently in place do not meet the current or future needs for the Town, and are a significant inhibitor to the effectiveness of the Town. The project should not be treated as a Finance project or a technology, more an institutional transformation that has the attention of the whole corporation.
It is recommended that the Town acquire and implement a new ERP system. ERP projects are major undertakings and should be carefully planned.
A first step would be to engage external consulting support to develop an ERP business case, readiness assessment and conduct a market scan to determine the scope and direction of the project. The Town lacks the experience and expertise in ERP systems to complete a full assessment without this support.
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With a business case approved, in keeping with the Principles, the Town should focus attention upon reviewing and re-designing its core Finance and HR business processes in preparation for the implementation of the ERP system. Although the strategy has recommended the addition of Business Analysts, in this case external resources should be secured to assist in this work that have experience in ERP systems implementation.
The core functions of the system should be expected to include:
Financial Functions / Processes General Ledger / Chart of Accounts Financial Controls Accounts Payable: Procure to Pay Accounts Receivable Payroll Budgeting and Forecasting Fixed Assets Reporting and Financial Statements
HR Functions / Processes Employee records Time and attendance Appraisal performance Benefits administration Recruiting Learning / training management Performance record Staff scheduling Absence management Employee Self Service Health and Safety
Once the business process design preparation has been completed, the Town can determine its strategy (for example, will the HR functions be included in the initial implementation project). With the strategy set the Town can RFP to select a solution and implementation partner and execute the implementation of the project.
The project will require significant effort from the Finance, HR and IT departments, and will impact all other departments. Secondments of multiple management staff within Finance and HR should be expected and planned for during the project – which may necessarily impact the operational capabilities of those departments while the project is in flight.
It is also important that the Town focus its attention upon the ERP project. The number of other technology and corporate projects should be minimized whilst the ERP project is underway.
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New ERP systems bring with them significant additional staffing overheads. For instance, the City of Cambridge which is about to go live with their new ERP is adding 5 new positions between IT and Finance to support the ongoing operation of the system post implementation. This strategy has recommended 2 additional FTE’s (2019 and 2020). The ERP business case would be expected to identify other resource impacts in business units.
5.2.2 Work and Asset Management Systems The Town, like many municipalities is investing in Asset Management, and strategies to effectively and sustainably manage the lifecycle of its assets. There are two core systems associated with Asset and Work Management which the Town should invest in:
A Work Management System. These systems are needed to effectively track assets and the work that is done against the assets (inspections, planned maintenance and reactive work). These systems typically involve asset registers, service requests, work order management, GIS integration, mobile systems access for field crews and online service request deployment. They help improve the productivity of crews and provide management information about resource allocation and utilization.
Asset Management Systems. These solutions typically include valuation, planning and decision support tools, and they help the Town more effectively plan asset management activities to predict future funding needs, to model scenarios and to achieve and/or prolong the lifecycle of assets.
It is recommended that the Town fully understand its detailed requirements, and then determine the solutions (and the integrations) that will be required to meet those requirements. There are significant systems, data and process integration issues that need to be tackled to address this initiative effectively. This is typically a large program of work that will likely be a multi-year endeavor.
Note that because many of the integrations required are integrations with the ERP (time, resources, job costing, inventory), and because the architecture of the Work and Asset Management systems needs to mold around the ERP, it is recommended that the town set its ERP strategy clearly before progressing with the Work Management system implementation.
On the Work Management side, the Town currently owns the Cityworks platform. Although Citworks does not have a great reputation at the Town – it has been primarily used as a CRM system, not a Work Management system. Cityworks is a well-used, fully GIS integrated, work management system that is widely used and regarded as a good solution. The system is used by Oakville, Kitchener, Barrie, Sudbury, Niagara and York Region and other mid-sized Ontario municipalities. Again, following the architecture and the principles, it would be logical to assess Cityworks against the requirements before
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looking for an alternative solution. Maximo and Cartegraph are alternative solutions that other mid-sized municipalities have implemented.
It is important again to focus upon business process design. The City of Cambridge rationalized their Work Management processes into 12 common process (Service Request, Work Order, Inspection, etc.) before implementing their Work Management solution which achieve significant productivity benefits and reduced implementation costs.
Again, implementation of these systems requires operational resources to support and sustain the solution. Kitchener, as an example, has 3 staff members dedicated to supporting their Cityworks implementation.
5.2.3 AMANDA Business Process Review and Enhancements The Town has long used Amanda as a consolidated business process management tool for building permitting, planning and licensing activities – essentially for all work related to land and property. This is one of the Town’s core digitized platforms – and is expected to be so for the foreseeable future.
There is a need to upgrade to Amanda 7 and plans to implement the ability for customers to handle digital submission of applications and drawings, including payments and booking of inspections (either using API’s to integrate the Town’s web capabilities into Amanda or by using Amanda’s Public Portal product).
Before implementation, existing business processes should be reviewed to ensure that a) they are up to date, streamlined and effective and b) they will support the intended online permitting processes. Following the process review, a set of Amanda process enhancements and changes should be anticipated. In addition, to support the efficient use of Amanda for digital handling of permitting and planning applications, electronic plans review tools and processes must also be implemented.
There are a number of processes that exist outside Amanda, including lottery, marriage, animal and other business licensing that occurs outside of Amanda. A work plan to migrate these functions into Amanda should be developed. The Amanda Steering Committee should be responsible for prioritizing initiatives and recommending a work plan forward to T3.
5.2.4 Customer Relationship Management (CRM) System Cityworks is currently being used as a CRM system, although it is not used by all departments, and use of it as a CRM appears to be tailing off. As it is not specifically designed as a CRM, it is not likely to be suitable as a comprehensive CRM system.
It is recommended that a modern CRM solution should be pursued by the Town that provides case management and workflow capabilities, integrates with web and smartphone channels to provide ability for customers to self-serve, includes dashboards
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and management metrics, provides the ability for Management and Councillors to track and monitor complaints and their resolutions.
However, we would note that a CRM solution is just one part of a broader Customer Service Strategy. The Customer Service Strategy should define what customer service for the Town will look like: a centralized customer contact centre vs. distributed call centres, should define customer service standards and identify customer service channel priorities.
So, while the Town does need a CRM, it is strongly encouraged to develop a corporate Customer Service Strategy and determine its customer service approach before investing in CRM technology.
5.2.5 Modernized Web Environment The Town’s web environment has become outdated. A number of new initiatives have recently been approved by Council which are intended to modernize the environment and provide the foundations for implementing modern Digital services to citizens. Specific initiatives that are planned include: A new Town Website WebForms, capabilities including ePayments ability Online Building Permitting / Planning applications and electronic plans handling, integrated into Amanda HR Recruitment – enabling online recruitment activities A new Intranet – the scope and deliverables of this project have not yet been defined
These projects represent interim improvements that will undoubtedly revamp the website, and support the introduction of some new online services, it is the investments in the back-end business systems – ERP, Work Management, Amanda, CRM which are the foundational investments required to digitize business processes to support the vision.
5.2.6 Enterprise Content Management (including Document and Records Management) In 2016 / 2017 the Clerks team worked with an external consultant to develop a Document and Records Management strategy. The strategy, which is good, recommends the implementation of a corporate SharePoint solution, supported by Gimmalsoft records management software. The budget for this type of project is typically in the range of $500,000 - $1,000,000 and is, in our experience, a complex corporate initiative that is both costly, disruptive and difficult to get right. Successful Enterprise Content Management initiatives need strong agreement and support, need effective governance, and strong controls. The intent was to move forward with the project in 2018.
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Realistically, full funding for this project is not available for 2018, and given the other priorities that the Town has to address in terms of infrastructure enhancements and ERP, it is suggested that the full implementation of this project be deferred until the Town is increased its ECM readiness to 90%.
Furthermore, the market place in this space is changing relatively quickly, Box, DropBox and others are presenting a somewhat updated view of what Enterprise Content Management for corporations should look like. Microsoft’s strategy with Office 365 and SharePoint is also rapidly evolving. As such it is suggested that the Town wait for the market to evolve a little more before committing to a significant SharePoint project. In the interim a pilot or prototype project with the Clerks division could be undertaken to further develop in-house experience and exposure to the implications of ECM implementation.
Work in 2018 should focus upon building a strong partnership between the Clerks and CIO’s Office, and upon prototyping and testing some of the key concepts, before determining the strategy for 2019.
5.2.7 Deferred Initiatives Due to the large volume of work identified, and the three-year timeframe for the CITSP some initiatives identified have had to be deferred, to be tackled in the 2021 – 2024 CITSP. These initiatives include:
Work and Asset Management system implementation CRM systems planning and implementation Amanda Electronic Plans and drawing handling Online planning ERP Phase 2 – HR Office 365 complete deployment Data Analytics and Business Intelligence Platform Digital initiatives – e.g. MyWhitby App Energy Management system Full Enterprise Content Management system implementation
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6. Implementation Plan and Budget Implications
6.1 High Level View The following timeline identifies the major and strategic activities that are recommended for the next three years. Additional smaller initiatives are planned – see the detailed work plan in Appendix A for more information – new items, which will be handled through the new project intake process, should also be anticipated.
Year Implementation Activities 2018 Governance and Processes Establish Technology Transformation Team (T3) and supporting working groups Project intake and portfolio reporting Prioritization for technology initiatives for capital 2019 Adopt Project management standard Develop business process design methodology New policy framework Review backup and DR policies Begin development of Digital Strategy
Technology Primary security recommendations implementation New facility moves Database environment redesign and architecture Exchange upgrade Active Directory upgrade Telecoms replacement Application Delivery Solution (Pro Palms) replacement Technology performance management tools KACE utilization for systems management (patch management, systems deployment) Single sign on design and implementation DR strategy creation Disaster recovery solution procurement and implementation
Business Systems New website, eForms and survey tools Intranet Online recruitment ERP business case and business process design phase Online building permitting Vehicle GPS system (AVL) replacement ECM prototyping in Clerks
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IT Management MIS Division name change to Technology and Innovation Division IT Manager change to CIO Functional reorganization and new roles Onboarding of new positions (2 x BA, 1 Client Services Supervisor, 1 Network Analyst) Define service desk standards, including out of hours support Implement IT staff time tracking VOR model for device purchases Centralize IT account management and security controls into the IT Division Purchase an IT research membership Introduce regular service reviews with departments Implement a change control management process IT Ops dashboard Investment in IT skills development MOU’s with arm’s length organizations Develop and recommend to council new IT funding model options 2019 Governance and Processes Ongoing operation of the Technology Governance Framework Complete Digital strategy and commence implementation Develop GIS strategy Implement new IT funding models
Technology Network strategy, roadmap and upgrades, including public Wi-Fi planning Fibre optic expansion Facilities IT standards defined Office 365 strategy / planning and pilot project Ongoing security enhancements Town hall renovation planning Print management strategy Long term end user computing strategy Virtualization upgrade
Business Systems ERP Phase 1 – Financials Asset and Work Management systems strategy and planning Amanda 7 upgrade Amanda business process enhancements
IT Management Application Analyst – ERP – New Position
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Coop program – New Position/Program Investment in IT skills development Develop IT service catalog 2020 Governance and Processes Ongoing operation of the Technology Governance Framework
Technology Boardroom technology improvements Office 365 phased implementation Network expansion strategy Long term data storage strategy SAN replacement planning
Business Systems ERP Phase 1 - Financials Ongoing Amanda business process modernization Work and Asset Management systems business process design and procurement ECM process design and procurement planning Online Licensing Open Data
IT Management Application Analyst – ERP – New Position
A more detailed work plan is included in Appendix A – Work Plan.
6.2 Budget Impacts PLEASE NOTE THAT THE FOLLOWING INFORMATION IS BASED UPON INFORMATION PROVIDED BY THE TOWN TO THE CONSULTANT IN THE FALL OF 2017.
The work plan in Appendix A (which has also been provided to Town staff as a separate excel sheet) includes estimated costs for each individual initiative.
The cost estimates for each project are based on industry experience, and experiences in other similar sized municipalities. They provide an order of magnitude estimate for the Town to understand the scope of future expenditures associated with pursuing this strategy. In each case, a more detailed investigation of the marketplace before requesting budget should be conducted to validate the estimate accuracy and to refine budget requirements.
In total, the initiatives identified in the strategy require significant investment. A number of important initiatives extend beyond the 3-year timeframe of this strategy, hence the 5- year projection.
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Capital Operating Total – 3 Year Projection 13,700,000 1,919,000 Total – 5 Year Projection 17,735,000 3,279,000
A number of major initiatives make up the bulk of the projected costs over the next 5 years.
Capital Operating ERP Phase 1 6,000,000 600,000 ERP Phase 2 4,000,000 400,000 Work and Asset 1,500,000 187,500 Management ECM (Collaboration, 500,000 250,000 Document and Records Management) CRM 500,000 125,000 Office 365 Migration 400,000 AVL System Rollout 350,000
Some of the initiatives identified in the CITSP are already fully funded through existing IT budgets. A number of budget requests have been made through the 2018 budget to support the recommendations and implementation of the CITSP.
A few important notes:
1. This identifies new funding requirements. Many of the items identified in Appendix A are already funded through existing IT budgets. Corporate Services can provide additional information on funding sources. 2. All projects identified for 2018 have been requested in the 2018 budget process, or are already funded from existing IT budgets. $1,215,000 of the capital in 2018 is proposed to be funded from the risk insurance reserve fund. 3. New operating requirements expressed in the table above include new IT staffing and technology operating impacts (subscriptions, maintenance and support) 4. A number of required major initiatives, such as ERP phase 2, Asset and Work Management Systems implementation and CRM have been deferred – each of these projects should be expected to incur significant capital and operating impacts – but are not reflected in the 3-year projection.
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7. Conclusions and Major Recommendations
Through the development of the CITSP the Town’s leadership has established an ambitious vision for the future which focuses upon becoming a tech savvy organization, delivering customer centred digital services. This is a profound change that is not just about technology. It is about a transformation in the way that the Town does business and delivers service, and a culture change in the way that the organization comes together to tackle technology enabled business initiatives.
The assessment of the current situation identified that the Town is not well positioned today to achieve this Vision, and not maximizing the potential of technology under the current model. The CITSP makes recommendations so that the Town can be well positioned for the future.
The CITSP recommends that the Town change its governance and management approach to allow a coordinated approach to achieve the vision, and implement a number of new technologies and business systems.
First, and most importantly the town must build the conditions for success with managing technology. The following recommendations are made:
1. Improving corporate coordination and planning around technology and improving outcomes of business-technology projects a. Introduce a formal IT governance model, with an executive governance group, chaired by the CAO b. Implement policies and processes to improve the rigour by which technology ideas are conceptualized, planned, funded and executed c. Implement project management and portfolio management techniques to improve project outcomes d. Implement key performance indicators to monitor the quality and performance of IT service delivery
2. Elevate the IT function and establish suitable resources to support the Town’s vision a. Elevate the IT Manager to a senior manager position in the organization and retitle the role to Chief Information Officer (CIO) b. Implement functional organization changes within IT to establish a stronger IT management team, and well-defined teams with clear responsibilities and accountabilities c. Establish a new Projects and Innovation Team within IT to improve project planning and delivery d. Hire new IT resources – specifically 2 new Business Analysts in 2018 – to help build stronger business relationships between IT and business units and to help translate ideas into realistic and achievable projects e. Augment internal IT and business resources by including contract and backfill staffing costs in capital project requests,
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f. Increasingly use 3rd party experts to assist the Town in planning and implementing technologies as part of a hybrid IT service delivery model g. Purchase a research membership to speed decision making
3. Use regular service reviews between business units and IT (to proactively review IT service delivery, current and future plans) as a one of a number of strategies designed to build stronger relationships between IT and business units
Secondly, the Town must implement a range of foundational technologies to ensure robust and reliable technology services for staff and customers, and to mitigate known risks. 1. Application Delivery Solution (Pro Palms) replacement 2. Network upgrades and enhancements 3. Telephone system replacement 4. Town hall renovations, including data centre improvements 5. IT security enhancements 6. Business continuity and disaster recovery planning
A range of IT management practice recommendations have also been made to support improved IT service delivery.
Finally, the Town must move away from building solutions towards implementing fully integrated off the shelf solutions, and plan for a number of major business systems initiatives that will support the digitization of business processes in preparation for digital service delivery. Many of these complex projects will be dependent upon changes that have been recommended in the Infrastructure layer to be successful. 1. New ERP (Finance and HR system) 2. Enhancements to Amanda (Planning, Permitting, Licensing) systems 3. New Work and Asset Management Systems 4. Enterprise Content Management 5. Customer Relationship Management system
It is critical that each of these initiatives achieve stellar outcomes. Strategy must be thought through, they must be well planned, and appropriately resourced. They must be designed with the customer at the centre, applying the Town’s principles of designing processes before selecting technology, and focusing on user experience. Project teams must be empowered to lead change, using proven project and change management practices to manage outcomes.
The strategy identifies capital requirements of over $13 million over three years, and $17 million over five. Operating expenditures will also be expected to increase by $2 - 3 million in the same time frames.
While it is acknowledged that this represents significant investment – there is a clear need for change. It is evident that the current technology environment is inhibiting
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effective government and the previous management approach has not been effective at keeping up to date, or meeting customer service expectations.
The Town’s investments in technology recommended in this strategy will deliver tools and capabilities for optimizing service delivery and improving productivity, will create the foundations to radically improve the way that citizens interact with the Town – providing faster turnaround, reduced paper use and visits to Town Hall. Furthermore, the investments will provide capabilities to management and staff that enable the Town to scale while minimizing staff growth, and will provide the transparency and insights necessary for Council to effectively oversee and effectively govern the operations of the Town.
Implementing the recommendations contained within the CITSP over the next three years will provide the foundations that are necessary to position the Town to become a tech savvy organization, delivering customer centred digital services over the course of future plans.
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Page 311 of 378 Appendix A – Work Plan
The following table provides the details of the recommended initiatives, order of magnitude cost estimates, and suggested timing. A separate detailed excel worksheet has been provided to the IT Manager, that breaks costs down by initiative and by year.
PLEASE NOTE THAT THE FOLLOWING INFORMATION IS BASED UPON INFORMATION PROVIDED BY THE TOWN TO THE CONSULTANT IN THE FALL OF 2017.
ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
Infrastructure 1. Facilities 1 Establish IT facility - ◼ standards (space, access, HVAC, cabling, power, backup power etc.) - for existing and new buildings. 2 New Town Hall renovation - ◼ planning (design to comply with IT facility standards) 3 Ensure that the IT team are - ◼ ◼ involved in all new construction and building Page 312 of 378 renovation projects at the Agenda Item # 6.11 design stage to ensure that IT facility standards are being considered as part of the design.
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
4 Review existing buildings - ◼ ◼ against standards and develop work plan for upgrades 5 Implement revised access 20,000 ◼ ◼ ◼ controls at all IT facilities (to meet defined standards). 6 Boardroom Tech - - ◼ improvements (aligned with UC deployment / TV screens) 7 New Facility Move TBD ◼ 2. Network 8 Consolidate network 60,000 ◼ ◼ ◼ ◼ ◼ switching equipment (technology standard to be defined) 9 Establish cabling standards - ◼ 10 Review existing facilities 20,000 ◼ ◼ ◼ against cabling standards and upgrade if required (not all facilities) Page 313 of 378
11 Define Wi-Fi delivery - ◼ Agenda Item # 6.11 standards and expectations for internal and public Wi-Fi provision, including determining the strategy for public Wi-Fi
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
12 Harbour Wi-Fi / Fire Hall 50,000 ◼ ◼ Wi-Fi improvements 13 Implement upgrades to Wi- 50,000 ◼ Fi technology to meet standards / expectations 14 Develop network strategy / 25,000 ◼ roadmap to complete the build out of the fibre ring and extension of the network 15 Implement recommended 150,000 37,500 ◼ ◼ ◼ network expansion strategy
16 Internet contract renewals 25,000 ◼
17 Implement comprehensive 40,000 10,000 ◼ ◼ monitoring capability
3. Storage 18 Long Term Storage 10,000 ◼
Page 314 of 378 strategy. Strategy should address onsite and cloud Agenda Item # 6.11 based storage, data lifecycle, archiving, etc. 19 Extend the life of the 50,000 ◼ ◼ ◼ current SAN to end of 2020 (will involve disk and
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
performance upgrades)
4. Infrastructure Core 20 Implement an IP ◼ Management tool (and process) 21 Investigate external DNS 20,000 6,000 ◼ solution
5. Servers & Devices 22 Review Dell server - ◼ standardization strategy - validate current path (based on cost and other factors) 23 Implement Oracle 225,000 ◼ ◼ Environment redesign recommendations 24 Standardize on VMWare, 10,000 ◼ decommission Hyper-V from DMZ environment Page 315 of 378 Agenda Item # 6.11 25 Standardize on KACE for 10,000 ◼ ◼ ITSM and device management functions
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
26 Implement patch 15,000 ◼ management (using KACE) for devices and servers
27 Implement systems - ◼ deployment (using KACE) 28 Implement software - ◼ distribution (using KACE) 29 Build an IT Catalog of - ◼ device categories and (introduce online request portal to support ordering process) 30 Introduce COPE model for 10,000 25,000 ◼ mobile + MDM
31 Transition to 3rd parties to - ◼ support device deployment activities
Page 316 of 378 32 Implement self-service - ◼ deployment for Agenda Item # 6.11 smartphones and tablets 6. Essential Services 33 Active Directory Upgrade 25,000 ◼ and Federated Service 34 Exchange 2007 - 2013 - 20,000 ◼
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
2016 35 Office 365 Strategy and 25,000 ◼ rollout planning (SharePoint, OneDrive, Skype for Business, etc.) 36 Single Sign On design 30,000 ◼ 37 Office 365 implementation 400,000 ◼ ◼ ◼
38 Telecom systems 410,000 ◼ replacement project 39 Print management strategy 30,000 ◼ (focus on sustainability + new features - e.g. Wireless Printing) 40 Consulting support to 20,000 ◼ develop Multi-DB strategy 7. Corporate Infrastructure Applications 41 Implement new MDM 10,000 20,000 ◼ solution (and associated mobile device policy)
Page 317 of 378 42 Evaluate Malware products 50,000 ◼ to augment existing Agenda Item # 6.11 AntiVirus solution 43 Interim (short term) 25,000 ◼ ProPalms de- commissioning plan - includes external consulting
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
support
44 Develop long term End 20,000 ◼ User computing strategy 45 Implement long term End 100,000 ◼ User computing strategy 46 Implement remote access 30,000 7,500 ◼ ◼ solution
47 Implement 3rd Party - ◼ Remote Access policy, procedure and solution 8. DR and BCM 48 Review current backup - ◼ policy against business requirements 49 Develop a formal DR 30,000 ◼ strategy (including baseline and RTO and RPO requirements) 50 Developing business 20,000 ◼ impact assessment and risk Page 318 of 378
assessments. Agenda Item # 6.11 51 Engage third party to 50,000 50,000 ◼ deploy a DRaaS solution 52 Implement new Backup 100,000 25,000 ◼ Strategy and Solution
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
53 Regularly test DR plan - ◼ ◼ ◼ ◼ 9. Security 54 Implement Digital Defense 350,000 ◼ recommendations
55 Retain external security 60,000 ◼ expertize 56 Conduct Annual IT Security 60,000 ◼ ◼ ◼ ◼ ◼ Assessments Business Systems 57 ERP business case, needs 100,000 ◼ assessment and market scan 58 ERP core Business 400,000 ◼ ◼ Process Design phase 59 ERP Project Phase 1 - 6,000,000 600,000 ◼ ◼ Core Financials 60 ERP Project Phase 2 - HR 4,000,000 400,000 ◼ (including effective time tracking) 61 Online Recruitment 40,000 ◼
Page 319 of 378 62 ECM protototyping in 5,000 ◼ ◼ Clerks Agenda Item # 6.11 63 ECM business process 100,000 ◼ design and procurement planning 64 ECM - collaboration / 1,000,000 250,000 ◼ document management
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
65 Amanda 7 Upgrade 100,000 ◼ 66 Amanda Business Process 35,000 ◼ ◼ Modernization Program (e.g. existing business process review) + Amanda process digitization for Condo, COA, Land Division + Regional data sharing / exchange re: septic program - review open data / EAI integration process 67 Amanda consolidation - ◼ ◼ (licensing programs - marriage, lottery, animal) 68 Implement Electronic Plans 50,000 10,000 ◼ Review (includes reviewing existing drawing integration) 69 New Intranet 100,000 25,000 ◼ 70 Asset and Work 50,000 ◼ Management systems strategy planning
Page 320 of 378 71 Corporate work and asset 100,000 ◼ management systems Agenda Item # 6.11 Business Process Design phase and procurement 72 Corporate Work 250,000 ◼ Management System (Cityworks Upgrade)
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
73 Corporate Work 1,500,000 187,500 ◼ Management System Solution Implementation 74 Corporate Asset 150,000 37,500 ◼ Management Planning System 75 AVL system replacement 325,000 65,000 ◼ 76 Fire technology strategy / 35,000 ◼ roadmap Integration 77 GIS Strategy / Review 50,000 ◼ 78 ELA Licensing Agreement - ◼ 79 GIS solution enhancements - ◼ ◼ (e.g better mailing, streetview integration, better printing, simpler solutions) 80 GIS based route planning 100,000 ◼ ◼ 81 Integration technology / 50,000 20,000 ◼ engine 82 Amanda integration API 30,000 ◼
Page 321 of 378 83 Customer data standard - ◼ Agenda Item # 6.11 defined 84 Assets data standard - ◼ defined 85 Addressing data standard - ◼ reviewed Customer Facing
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
86 New Website 125,000 ◼ 87 Digital Strategy 60,000 ◼ 88 CRM system (should not be 500,000 125,000 ◼ done until a Corporate Customer Service strategy is defined) 89 Online Payments - ◼ 90 eForms solution (includes 15,000 ◼ planning and implementation) 91 Online survey tool - ◼ replacement 92 Amanda: Public Portal - 160,000 35,000 ◼ Permitting 93 Amanda: Public Portal - - ◼ Licensing 94 Amanda: Public Portal - - ◼ Planning 95 Open Data 10,000 ◼
IT Operations
Page 322 of 378 96 Develop and populate IT 10,000 ◼ Risk Management Agenda Item # 6.11 framework 97 Review and revise incident 10,000 ◼ handling process (including defining service levels) + fully implement tracking
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
within KACE
98 Implement a 'change 15,000 ◼ ◼ ◼ control' management process (including defined roles for testing and a review board) + fully implement tracking within KACE 99 Develop (and evolve) IT - ◼ ◼ ◼ ◼ Operations Dashboard - metrics for IT Management review 100 Consolidate complete - ◼ inventory into KACE 101 Develop and implement 10,000 5,000 ◼ patching plan (server, desktop and devices) 102 Transfer responsibility for - ◼ the Cell / Smartphone technology management from purchasing to IT
Page 323 of 378 (purchasing coordination to
remain with purchasing). Agenda Item # 6.11 Explore opportunities for vendor to configure devices 103 Review purchasing policy to - ◼ ensure that IT are consulted at appropriate
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
stages within the purchasing process 104 Formalize the on and off - ◼ boarding process 105 Implement IT staff time - 5,000 ◼ tracking (projects vs. operations) 106 Implement a purchasing - ◼ VOR for devices / hardware (explore opps for shifting burden to vendor) 107 Develop MOU's with arms - ◼ length organizations 108 Develop IT Service catalog - ◼ 109 Operationalize Buy vs. - ◼ Build approach and build out criteria - Define scope for MyWhitby and restrict MyWhitby development to projects approved by CIO or IT Governance 110 Centralize user account - ◼ ◼
Page 324 of 378 management within IT 111 Regular "Service Reviews" - ◼ ◼ ◼ ◼ ◼ Agenda Item # 6.11 112 Implement Capacity - ◼ Management process to ‘project’ future infrastructure demands (compute, storage, network)
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
Governance 113 Implement recommended - ◼ Governance Group 114 Implement suggested - ◼ working groups 115 Implement Technology - ◼ Standards Team 116 Develop and operationalize - ◼ project intake process 117 Develop and operationalize - ◼ project portfolio reporting 118 Develop and operationalize - ◼ ◼ ◼ project management methodology 119 Develop and operationalize - ◼ project prioritization process 120 Develop and operationalize - ◼ a business process design methodology 121 Develop IT Procurement - ◼
Page 325 of 378 policy / standard 122 Develop IT Assets policy - ◼ Agenda Item # 6.11 123 Develop IT Security policy - ◼ 124 Develop Acceptable Use - ◼ policy 125 Develop Backup and - ◼ Disaster Protection policy
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
126 Develop Cloud policy - ◼ 127 Develop Mobile Devices - ◼ policy 128 Review IT funding models - ◼ IT Organization 129 Change name of MIS to - ◼ Technology and Innovation 130 Implement recommended - 20,000 ◼ organization changes 131 Review existing Job - ◼ ◼ Descriptions and align with targeted functional responsibilities 132 Hire new position - BA - 100,000 ◼ 133 Hire new position - BA - 100,000 ◼ 134 Hire new position - Network 100,000 ◼ Administrator 135 Hire new position - - 120,000 ◼ Supervisor Client Services 136 Hire new position - - 100,000 ◼ Application Analyst (ERP) 137 Hire new position - - 40,000 ◼ Page 326 of 378
Helpdesk Co-op Program Agenda Item # 6.11 138 Hire new position - - 100,000 ◼ Application Analyst (ERP) 139 IT leadership training 30,000 ◼ ◼ 140 Research membership - 30,000 ◼
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ID Projects Total Operating 2018 2019 2020 2021 2022 Budget Impacts
141 IT team skills modernization 50,000 20,000 ◼ ◼ ◼ program 142 Implement / formalize Out - 20,000 ◼ of Hours support model 143 IT Team to embrace 20,000 4,000 ◼ Remote Working as a 'test bed' for broader corporate adoption 144 Institute regular weekly - ◼ team meetings 145 Institute daily group - ◼ huddles 146 Explore partnerships with - ◼ Seneca / Durham College / UOIT Total – 5 Year Projection 17,735,000 3,279,000 Total – 3 Year Projection 13,700,000 1,919,000 Page 327 of 378 Agenda Item # 6.11
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Page 328 of 378 Agenda Item # 6.12
Town of Whitby Staff Report whitby.civicweb.net
Report Title: T-501-2018 – Urban Road Resurfacing and Overlay
Report to: Operations Committee Submitted by: Suzanne Beale, Commissioner of Public Date of meeting: March 5, 2018 Works Ken Nix, Commissioner of Corporate Report Number: CS 13-18 Services/Treasurer
Department(s) Responsible: Acknowledged by M. Gaskell, Chief Public Works Department Administrative Officer Corporate Services Department For additional information, contact:
Graeme Williamson, Asset Management Supervisor, ext. 3543 Greg Hardy, Manager of Engineering Services, ext 2259 Vicki McNamara, Senior Buyer, ext 2370
1. Recommendation: 1. That the Town of Whitby accept the low bid as submitted by Sanscon Construction Ltd. in the amount of $4,257,184.53, (plus applicable taxes) for all labour, materials, equipment and supervision necessary to complete the Urban Road Resurfacing and Overlay Program as required by the Town of Whitby. 2. That the Total Project Cost of $4,978,650.00 be approved; and. 3. That the Mayor and Clerk be authorized to execute the contract documents. 2. Highlights:
• The tender provides for the supply of all labour, materials, equipment and supervision necessary to complete urban road resurfacing and overlay.
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Report CS 13-18 Operations Committee Page 2 of 7
• Staff reviewed the seven (7) submissions received for the above mentioned tender. Staff recommend the acceptance the low bid as received from Sanscon Construction Ltd. References have been checked and all are favourable.
• The contract is expected to commence on April 16, 2018 with contract duration of fifteen (15) weeks from the official start date.
3. Background: This contract consists of three main rehabilitation components (i) resurfacing of urban (storm sewer with curb and gutter) roads, (ii) asphalt overlay, and (iii) parking lot resurfacing. The details of the scope of works are as follows: Resurfacing of Urban (Curb and Gutter) Roads
The following urbanized streets have been identified through detailed field investigations and asset management/engineering assessments as an immediate need for resurfacing.
The scope of the resurfacing program this year requires full asphalt removal/pulverization and replacement, subdrain installation, curb and gutter and sidewalk repairs (as required). The selection of these roads to be included in the 2018 road program, and the scope of treatment, was based on a variety of criteria, including: (i) pavement condition, (ii) importance of road in Town transportation network from a health and safety, and economic perspective – e.g. commuters, goods movement, access, transit, (iii) daily vehicular volume and expected deterioration rate of road, (iv) coordination with other Town, Regional and Provincial road and municipal service projects, (v) geotechnical conditions of asphalt and base granular, (vi) existing drainage, and (vii) budgetary and resource limitations.
This contract includes the resurfacing of approximately 5,956 linear metres of Town-owned roadways. The roads included in the road resurfacing component of this project are: (Attachment 1)
Bassett Boulevard Rossland Rd to Stargell Dr (146 m) Bluebell Crescent Fothergill Ct to Fothergill Ct (325 m) Butterfield Crescent Glen Dhu Dr to Glen Dhu Dr (405 m) Provisional Champlain Court Hopkins St to end of court (200 m) Evergreen Drive Gadsby Dr to Gadsby Dr (295 m) Fothergill Court Dundas Street to end of court (221 m) Frances Street Dundas St to Dunlop St (237 m) Front Street Brock St to Dufferin St (130 m) Guthrie Crescent Somerset St to McQuay Blvd (630 m) Provisional Holiday Drive Frost Drive to Habitant Cres (845 m) Nijinsky Court Hialeah Cres to end of court (132 m)
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Report CS 13-18 Operations Committee Page 3 of 7
O’Connor Drive Bassett Blvd to Stargell Dr (430 m) Palmerston Avenue Brock St to Centre St (170 m) Pritchard Court O’Connor Dr to end of court (60 m) Rossland Road West Cochrane St to 750 m westerly (750 m) Provisional Rutledge Street Resolute Cres to Resolute Cres (185 m) Provisional Stargell Drive O’Connor Dr to Bassett Blvd (740 m) Whitney Court McQuay Blvd to end of court (55 m)
Four (4) roads Butterfield Crescent, Guthrie Crescent, Rossland Road West and Rutledge Street were included as provisional roads within the contract for the purpose of providing options to the Municipality if tender prices came in higher than anticipated or in the event of a change in the scope of the project. Given that tender prices received were within budget, it is recommended that all four (4) provisional streets - Butterfield Crescent from Glen Dhu Drive to Glen Dhu Drive, Guthrie Crescent from Somerset Street to McQuay Boulevard, Rossland Road West from Cochrane Street to 750 m westerly, and Rutledge Street from Resolute Crescent to Resolute Crescent - be included within the contract (subject to removal if a change in scope is determined after award).
In order to maintain existing pedestrian service levels and accessibility requirements, this contract/tender includes provisions for advanced pedestrian control measures at intersections during construction. Requirements include maintaining pedestrian movements in all directions during construction through the use of rubberized mats and staging of sidewalk concrete works.
Rossland Road West
The resurfacing works will be coordinated to occur at the same time as the proposed closure to reconstruct Rossland Road West from Lake Ridge Road North to McQuay Boulevard.
During construction on Rossland Road West, works will be limited to off-peak hours (9:00a.m. and 4:00p.m.) and will require a minimum of one travel lane to remain open in both directions.
Champlain Court
In recognition that the Region of Durham current plans on constructing an overpass of Highway 401 at Hopkins Street, the road resurfacing component works have been modified at this location.
Only the top lift of asphalt on Champlain Court from Hopkins Street to 160m west and Hopkins Street from Champlain Court to 50m north will be removed and replaced. The remaining section of Champlain Court will have full depth removal and replacement of asphalt.
Palmerston Avenue
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During the course of constructing the subdivision to the north of Palmerston Avenue, some road damages occurred in the vicinity of the Palmerston Avenue / Byron Street N intersection. Funds have been collected from the developer and the rectifications will be undertaken as part of this contract.
In addition, a 50m section of Palmerston Avenue from Brock Street westerly will be deferred and will be included within the Brock Street road modifications project between Manning Road and Rossland Road (currently planned for 2019).
Asphalt Overlay
The asphalt overlay component involves the placement of the top layer of hot mix pavement to those roads previously constructed/re-constructed which had underground works. For construction projects where there has been underground storm sewer, watermain, and/or sanitary sewer work, it is common practice not to place the top layer (final lift) of asphalt until 1 to 2 years of settlement and monitoring has been completed.
This contract includes asphalt overlay of approximately 1,920 linear metres of Town-owned roadways. The roads included in the asphalt overlay component of this project are: (Attachment 1) Byron Street South St John St to Arthur St (700 m) Dufferin Street Front St to Watson St (240 m) Keith Street Brock St to Centre St (210 m) Trent Street Brock St to Henry St (410 m) Watson Street Brock St to Dufferin St (360 m) Resurfacing of Parking Lot #3 This contract includes resurfacing of Parking Lot #3 (Attachment 2) which is located at the northeast intersection of Byron Street North and Elm Street. The scope of the parking lot resurfacing requires full asphalt removal/pulverization and replacement, subdrain installation, catch basin repairs, and curb and gutter repairs (as required).
There are 89 parking spaces within Municipal Lot 3. It is expected that the resurfacing will be completed in stages (one to two weeks) to allow for continued leased parking in the lot. There are currently 27 spaces being leased within Lot 3. The north section of the lot will be resurfaced and leased parking will be permitted in the south section, followed by the reverse. No other parking will be permitted during the resurfacing. Public Works staff will coordinate communication of the resurfacing and subsequent loss of available parking with the Corporate Communication Division. Notices will be placed on the Town’s website and via social media. Advance notification will be provided within the municipal lot.
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The resurfacing of the eastern section of the Parking Lot (10 parking spaces) will be deferred until 2019/2020 once the redevelopment of the adjacent property is completed – in order to avoid damage to the new asphalt.
There may be a loss in revenue when the lot is closed as well. Typically there is available parking in other municipal lots within Downtown Whitby and on-street parking on Byron Street and Mary Street will not be affected. To lessen the impacts, there will be consideration of evening and weekend work.
As part of the resurfacing the Town will consider improvements to the lot parking machine, improved accessibility and lighting. Wayfinding signage for the Municipal Green P lots will be part of the Parking Master Plan.
4. Discussion:
Bids for this tender were received until 2:00:00 P.M. February 13, 2018. The Tender was advertised on Bids and Tenders.
Based on the provision of all labour, materials and equipment necessary to complete urban road resurfacing and overlay, the following compliant bids were received.
Bidder Tender Amount
Sanscon Construction Ltd. $4,257,184.53
Ipac Paving Ltd. $4,326,343.57
Furfari Paving Co. Ltd. $4,425,784.60
D. Crupi & Sons Limited $4,591,659.00
Forest Contractors Ltd. $4,816,232.06
Brennan Paving & Construction Ltd. $4,955,728.30
Coco Paving Inc. $5,402,614.07
Based on the review of the tender bids and reference checks, it is recommended this contract be awarded to Sanscon Construction Ltd. The contract is open for a period of ninety (90) days from the tender closing date of February 13, 2018.
5. Financial Considerations: Estimated Project Breakdown Amount Tender Amount $4,257,184.53 HST $553,433.99
Page 333 of 378 Agenda Item # 6.12
Report CS 13-18 Operations Committee Page 6 of 7
Total Contract Amount $4,810,618.52 Rebate ($478,507.55) Total Cost $4,332,110.97 Engineering Design $75,000.00 Supervision, Contract Administration $185,000.00 Contingency Allowance (Construction) $215,000.00 Material Testing $75,000.00 Sundry (Line Marking, Notices, Ads) $96,539.03 Total Project Cost $4,978,650.00
The total estimated contract cost in the amount of $4,978,650.00 ($4,167,280.19 maintenance related and $811,369.81 growth related) is within the proposed funding of $6,021,767.00 ($4,171,367.00 maintenance related and $1,850,400.00 growth related) available for this work in the proposed 2018 Capital Budget and prior years’ approved capital budget.
Note: The Boundary Road resurfacing project was a shared budget project with the City of Oshawa and this project has been deferred by the City of Oshawa. Boundary Road (40171727, 40151735) and Crown Court (40151739) have been deferred by the Town of Whitby and substituted with Guthrie Crescent (40216013). The $349,900 that was originally budgeted for Boundary Road and Crown Court have remained in the total and will be used to finance the resurfacing of Guthrie Crescent. Boundary Road and Crown Court will be budgeted again in the future.
Note: Rossland Road West resurfacing project has been scaled back due to the work to be completed at the future intersection of Rossland Road West and Coronation Road by the West Whitby development. The balance of this account will be used at a future date to resurface the remaining portion which extends from 750 metres west of Cochrane Street to McQuay Boulevard.
As per policy, capital budget will be adjusted to reflect the total project cost, and unless committed to a future project (above), budget savings will be released from the committed reserves and reflected in a future reserve forecast report.
Contingencies are for any unforeseen site conditions during construction.
6. Communication and Public Engagement:
Notices will be delivered to all adjacent property owners prior to commencing with construction activities along with onsite advance notice construction signage.
7. Input from Departments/Sources:
Public Works and Corporate Services Departments worked jointly throughout the tendering process and in preparation of this report. In addition, the Public Works department has coordinated with the Region of Durham to ensure future regional
Page 334 of 378 Agenda Item # 6.12
Report CS 13-18 Operations Committee Page 7 of 7
sanitary sewer and watermain projects are not within the limits of the proposed road resurfacing projects.
8. Strategic Priorities:
Council Goal No. 4: To ensure Whitby is clearly seen by all stakeholders to be business– and investment- friendly and supportive; and to strive to continuously improve the effectiveness and efficiency of service delivery.
9. Attachments: Attachment 1: Resurfacing Locations – Urban Attachment 2: Parking Lot #3 Location
Page 335 of 378
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St Page 336 of 378 Agenda Item # 6.12
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Thickson Bea Crystal Agenda Item # 6.12
Attachment 2 of CS 13-18
Byron St N
Elm St
Date: 2/21/2018
Parking Lots The Corporation of The Town of Whitby Public Works Department 575 Rossland Rd E Resurface Year Whitby, Ontario Phone 905-430-4307 2018 www.whitby.ca
Future Orthophotography: © First Base Solutions 2017 PARKING LOT #3 Town of Whitby T-501-2018 Public Works Department
Page 337 of 378 Agenda Item # 6.13
Town of Whitby Staff Report whitby.civicweb.net
Report Title: Amendment to Council Expense Policy
Report to: Operations Committee Submitted by: Ken Nix, Commissioner of Corporate Date of meeting: March 5, 2018 Services/Treasurer
Report Number: CS 15-18 Acknowledged by M. Gaskell, Chief Administrative Officer Department(s) Responsible: For additional information, contact: Corporate Services Department Nelson Tellis, Manager of Treasury Services and Chris Harris, Town Clerk
1. Recommendation: 1. That the Council Expense Policy, as amended, attached as Appendix 1 be approved. 2. Highlights: • The purpose of this report is to seek Council approval on amendments to the Council expense policy and guidelines. 3. Background: Council Expense Policies are considered a best practice to provide clarity to Members of Council, staff and the public as to what expenses incurred by Members of Council are eligible, will be paid by the Town and publically reported. From time to time such policies are reviewed and where amendments are required these are brought forward to Council for approval.
4. Discussion:
Page 338 of 378 Agenda Item # 6.13
Report CS 15-18 Operations Committee Page 2 of 3
The amendment to the Council Expense Policy in Section 3 Annual Budget, formalizes the individual limits for members of Council that was established in 2017 through Report CLK 20-16 and included in subsequent budgets. The amendment in the Guidelines for Expenses for Members of Council on page 7/12 reflects that individual training is consistent with the intent of providing training for Council members through attending seminars and conferences and should be included as an eligible expense. 5. Background: Report CLK 20-16 established maximum limits for members of Council related to eligible expenses. These amounts were established at $12,000 for the Mayor and $8,000 for individual Councillors. The 2018 budget assumes the same maximum limit per member of Council as was established in 2017. It is recommended these limits be formalized through an amendment in the Council Expense Policy. This policy and the associated Guidelines for Expenses for Members of Council establishes what can be included as eligible expenses for members of Council. One of the categories of eligible expenses is Seminars and Conferences. This includes the attendance at seminars and conferences by individual members of Council. However, other individual training that does not require attendance at a seminar or conference was not included as an eligible expense. The general intent of providing training opportunities for individual members of Council can be accomplished in many ways. The concept of providing training through attendance at seminars and conferences is consistent with the provision of other individual training not requiring travel to conferences or seminars. As such it is recommended to be included as an eligible expense.
6. Financial Considerations: The annual budget includes funds for eligible expenses incurred by Members of Council. 7. Communication and Public Engagement: The Council Expense Policy will be made available via the Town’s website and uses as the basis by which members expenses are reported annually by the Treasurer.
8. Input from Departments/Sources:
Page 339 of 378 Agenda Item # 6.13
Report CS 15-18 Operations Committee Page 3 of 3
N/A 9. Strategic Priorities: The Policy will detail eligible expenses that members of Council can incur from their annual approved funding allocation. This policy will enhance openness, transparency and accountability of Council. 10. Attachments: Appendix 1 – Council Expense Policy and Guidelines With Proposed Amendments Shown
Page 340 of 378 Agenda Item # 6.13
Appendix #1 to Report CS 15-18
Town of Whitby Policy
Policy Title: Council Expense Policy Policy Number: G 050 Reference: Municipal Act, Municipal Elections Act, Council Remuneration By-law #6500-11, as amended. Council Resolution #467-16 and #526-17 Date Originated: October 11, 2016 Date Revised: November 20, 2017 Review Date: Not applicable Approval: Council Point of Contact: Commissioner of Corporate Services/Treasurer
Policy Statement The Council Expense Policy provides Members of Council with guidelines for eligible expenses incurred while fulfilling his or her duties. Purpose The purpose of this policy is to provide consistent rules and guidelines for Members of Council on expenditures that support Members of Council in fulfilling their duties as elected officials. Scope This policy applies to the Mayor and Members of Council. Index
1 Definitions 2 2 Responsibilities 2 3 Annual Budget 2 4 Excluded Expenses 3 5 Expense Guideline 3 6 Election Year Restrictions 4 7 Interpretation 4 8 Reporting 4 9 Policy Review 4 10 Related Documents 4
Page 341 of 378 Agenda Item # 6.13
1 Definitions 1.1 Election Year shall mean the calendar year (January 1st to December 31st) during which a regular municipal election is held in accordance with the Municipal Elections Act.
1.2 Eligible Expense means an expense that the Town will reimburse or pay directly.
1.3 Ineligible Expense means an expense that is not provided for in this Policy and will not be reimbursed or paid by the Town.
1.4 Members shall include the Mayor and all Members of Council. 2 Responsibilities 2.1 Members are to:
a) Adhere to this policy; b) Sign-off on all expenses submitted or paid by the Town directly; and, c) Meet all financial, legal, and income tax obligations.
2.2 Chief Administrative Officer to:
a) Support the implementation of this policy.
2.3 Treasurer (or designate) to:
a) Approve expenditures in accordance with this policy; b) Advise Members of the status of their budget, and if budget is exceeded, require Members to personally pay the over expenditure; c) Advise Members if any submitted or proposed expenditures are ineligible or breach this policy; and d) Make sure that supporting documentation is in place, and that expenditures conform to this policy. 3 Annual Budget 3.1 Each Councillor Member will have an annual expense limit of $8,000 and the Mayor will have an annual expense limit of $12,000budget through the annual operating budget.
3.2 Each Member may choose how to allocate their budgetexpenses within the limit established, based on their business needs, in accordance with what constitutes an eligible expense as per this policy.
3.3 Allocations are not transferrable between calendar years and cannot be accumulated and carried over into subsequent budgets.
Policy Title: Council Expense Policy Policy Number: G 050 Page 2 of 5
Page 342 of 378 Agenda Item # 6.13
3.4 If a Member exceeds their annual budgetexpense limit, the over-expenditure is the personal responsibility of the Member.
4 Excluded Expenses 4.1 Council remuneration in the form of salary, benefits, and vehicle allowances are excluded from this policy as these items are accounted for through other Town of Whitby corporate policies, by-laws or budget provisions.
4.2 Defence of court action brought against a Member, as such expenses are subject to and in accordance with the Indemnification By-law and/or Town’s insurance coverage. 5 Expense Guidelines 5.1 Appendix 1 - Guidelines for Expenses for Members of Council forms part of this policy and provides Members with a detailed guideline of what expenses are eligible and ineligible.
5.2 Reimbursement or payment for an expense by the Town will not be made if it is not specifically provided for in this policy.
5.3 Expense reimbursements submitted by Members or expenditures incurred by the Town on behalf of Members will be charged to the Members’ budget.
5.4 Member of Council claims for expenses must follow basic accounting and audit principles:
• Expenses must relate to the business of the Town of Whitby; • A Member or the Town must directly incur the expense. Expenses incurred by third parties cannot be claimed; • Expenses must be consistent with what is permitted in this policy (see Appendix 1 – Guidelines for Expenses for Members of Council); • Members must provide proper documentation, including detailed original receipts, invoices or e-bills for all expense claims. Credit card receipts or statements alone are not sufficient and will not be accepted. • Invoices must include a description of the goods purchased or service rendered, the cost, taxes and HST registration number, if applicable; • Expenses must be charged for the year in which they were incurred. Expenses cannot be carried forward to subsequent years; and, • Expenses must be submitted for reimbursement as soon as reasonably possible.
Policy Title: Council Expense Policy Policy Number: G 050 Page 3 of 5
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6 Election Year Restrictions 6.1 In accordance with the Municipal Elections Act, the Town cannot provide a subsidy to any candidate’s election campaign. Therefore, special conditions for expense reimbursement for all Members of Council apply during an Election Year and, in the event of a by-election, for sitting Members of Council who are nominated in a by-election.
6.2 Members of Council shall adhere to the Use of Corporate Resources for Election Purposes Policy G 070 and shall not use corporate resources for campaigning as defined and specified therein.
6.3 In an Election Year or in the event that a by-election is held and a sitting Member of Council is nominated to run in the by-election, the following conditions shall apply to all Members of Council during an Election Year and to sitting Members who are nominated in a by-election effective at the start of the nomination period until the day after Election Day:
• Eligible Expenses under the heading “Communications, Advertising and Constituency Meetings” in Appendix 1 will not be paid or reimbursed by the Town; and, • Other expense restrictions may apply as specified within Appendix 1. 7 Interpretation 7.1 Members of Council may consult with the Treasurer for guidance with respect to the eligibility of an expense and/or any interpretation on the application of this policy. 8 Reporting 8.1 Eligible expenses annually incurred by each Member shall be reported publicly in accordance with the requirements of the Municipal Act, as amended. 9 Policy Review 9.1 This policy shall be reviewed every four years prior to the budget meetings that follow the general municipal election, or as directed by Council. 10 Related Documents
• Council Code of Conduct • Purchasing Policy • Council Remuneration By-law #6500-11
Policy Title: Council Expense Policy Policy Number: G 050 Page 4 of 5
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Appendices
Appendix 1 Guideline for Expenses for Members of Council
This Policy is hereby approved by Council Resolution # 526-17 on this 20th day of November, 2017.
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Guidelines for Expenses for Members of Council
March 2018November 2017
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Table of Contents Resources Available to Council ...... 3 Office Space and Operations ...... 3 Event Tickets ...... 4 Town Organized Event Tickets ...... 4 Community Event Tickets ...... 4 Administrative Expenditures ...... 5 Council Portraits Books and Subscriptions ...... 5 Office Supplies ...... 5
Advice from the Integrity Commissioner ...... 6 Town Attire ...... 6 Seminars and Conferences ...... 7 Communications, Advertising and Constituency Meetings ...... 7 Mobile Phone Expenses ...... 8 Computer Hardware, Software and Accessories ...... 10 Business Meetings and Hospitality ...... 12
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Resources Available to Council – Items in this category are resources provided and paid for directly by the Town in order to facilitate the necessary conditions for Members to exercise their duties and are not considered to be expenses and will not be reported as such.
Office Space and Operations Office Space • Office space for the Mayor and shared office space for Members of Council in the Mayor and Councillors’ Office. Office Supplies • General office supplies for use by the Mayor and Councillor’s Office that are not intended for the exclusive use of a particular Member. Council Courier • Courier service is provided to Member’s home address as scheduled by the Office of the Town Clerk. Staffing • Administrative support for Members is provided through the Mayor and Councillors’ Office at a level that is in accordance with the annual operating budget and staffing resources allocated on that basis.
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Event Tickets
Town Organized Event Tickets Eligible Expenses • A ticket for a Member and one ticket for the Member’s spouse or guest which shall be recorded as an expense based on the face value of the ticket. Ineligible Expenses • Additional tickets other than those for the Member and their spouse or guest. Conditions • Tickets must be purchased through the Mayor and Councillors’ Office.
Community Event Tickets Eligible Expenses • A ticket for a Member and one ticket for the Member’s spouse or guest to attend a charitable or fund-raising event organized by a charitable/non-profit organization where funds raised will support services provided to the residents of Whitby and/or the Region of Durham. Ineligible Expenses • Additional tickets other than those for the Member and their spouse or guest. • Raffle tickets, silent auctions and table prize tickets. Conditions • Members should provide a copy of the event notice/flyer/e- mail/correspondence with information on the purpose of the event and event organizer. • Proof of ticket payment when seeking reimbursement.
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Administrative Expenditures
Council Portraits Eligible Expenses • Resitting for a Member’s portrait if the Member is not satisfied with the original portrait. Ineligible Expenses • Portraits that do not use the photography services procured and approved by the Town for all Members. Conditions • Council portraits are generally taken once per Council term, but may be retaken to accommodate a new Member during the Council term, with the cost for such sittings being borne by the Town as a corporate expense. • Members may use their Council portrait for communications and duties related to their role as a Member of Council; however, in accordance with the Use of Corporate Resources for Election Purposes Policy G XXX, Members are prohibited form using their Council portrait for Campaigning or inclusion on Campaign Materials.
Books and Subscriptions Eligible Expenses • Books, magazines, newspapers and periodicals that are related to the business of the Town or municipalities in general, or support Members in serving as elected officials. Ineligible Expenses • Books, magazines, newspapers and periodicals that have no demonstrated relation to municipal affairs, the Town, or to the role of Members as elected officials. Examples of ineligible books and subscriptions may include lifestyle or entertainment magazines such as sports, cooking, fashion, celebrity, and travel. Conditions • Title of the publication should be included on the invoice. • Members shall identify the business purpose for the book, magazine, newspaper and/or periodical when the business reason is not evident. • Delivery address should be Town Hall or the Member’s home address. • Members shall provide an original subscription invoice or renewal notice indicating delivery address of publication.
Office Supplies Eligible Expenses • Letterhead and business cards where design and content is in accordance with the Town’s standards for accessibility and branding. • General office supplies such as pens, paper clips, envelopes and notepads, if ordered for a Member’s exclusive use and ordered through the Mayor and Councillors’ Office.
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Ineligible Expenses • Stationary and office supplies for personal use. Conditions • Where procurement practices or procedures are in place, or when a preferred vendor has been identified, Members shall where applicable conform to such general practices when purchasing office supplies.
Advice from the Integrity Commissioner Eligible Expenses • Advice from the Integrity Commissioner regarding the application of any procedures, rules and policies of the Town governing the ethical behaviour of Members, including the Council Code of Conduct. • Advice from the Integrity Commissioner pursuant to the Municipal Conflict of Interest Act for the purpose of determining whether or not the Member has a pecuniary interest in accordance with the Act prior to making a decision or declaring a conflict at a meeting. Ineligible Expenses • Advice is not available from the Integrity Commissioner if it pertains to a matter that is already being investigated by the Commissioner, is under review by a court, or is about an issue for which a formal complaint has been received. Conditions • Members must notify the Town Clerk that the Integrity Commissioner has been contacted to obtain information or advice so that the Clerk may ascertain the associated costs. • Advice from the Integrity Commissioner is only available where the Commissioner has indicated they are willing to provide such advice or is contractually required to do so.
Town Attire Complimentary • Clothing widely distributed to a group for the purpose of attending or organizing a Town event (i.e. staff, volunteers, Members of Council) shall not be recorded as an expense against the Member. Eligible Expenses • Up to two pieces of Town logoed or branded clothing per calendar year for use by the Member at official functions or events. Ineligible Expenses • Additional clothing beyond the two pieces per calendar year. Conditions • Clothing will provided through the promotional attire inventory held by a Town department, or ordered based on pre-defined catalogue of available garments sourced by the Town though a preferred supplier and no incurring additional setup and/or design fees.
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Training, Seminars, and Conferences Eligible Expenses • Registration cost. • Transportation (air, train or bus) or mileage at the Canada Revenue Agency rate for mileage to the conference or seminar and ground transportation (car rental, taxi or transit) when there. • Parking. • Hotel at a single or double occupancy room rate. • Per diem for meals starting in 2017, increasing annually at the rate of inflation, as established by Statistics Canada, every year thereafter: - Breakfast - $15 - Lunch - $25 - Dinner - $35 • Supplementary medical insurance for out of country travel. • Individual training for Members (e.g. media relations, leadership training, etc.) Ineligible Expenses • Personal or spousal expenses. • Sightseeing expenses. Conditions • A portion of expenses can be shared with a municipal, local or regional body to which the member is also appointed or elected. • Mileage is claimed in addition to any vehicle allowance provided through the Council Remuneration By-law or as otherwise approved by Council. Highway tolls may be claimed in addition to the per kilometer Canada Revenue Agency rate. • An original hotel invoice itemizing room costs and other incidentals must be submitted. Where a Member has requested a room above the double occupancy rate, the Town shall only reimburse the portion of costs associated with the advertised double occupancy rate (i.e. where a Member requests a suite to accommodate their accompanying family, the cost difference between the suite rate and the advertised double occupancy room rate shall be the responsibility of the Member). • No receipts are required to claim a per diem for meals. The meal per diem may only be claimed when a meal is not provided as part of the seminar or conference package or registration.
Communications, Advertising and Constituency Meetings Eligible Expenses • Design, production and mailing of constituent newsletters, neighbourhood letters, and cooperative letters. • Creation and maintenance of a constituent website or social media account.
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• Advertising through print media, radio or television stations that have general circulation, listeners or viewership in the Town for the purpose of supplementing advertising by the Town to promote specific programs or events. • Meeting rooms to conduct constituency meetings. • The catering of light snacks and refreshments, venue set-up fees, and additional cleaning charges for constituency meetings. Ineligible Expenses • Advertising or communications, regardless of the media, that promotes organizations, political parties and candidates or is partisan in nature. • Advertising or communications found to be in violation of the Council Code of Conduct as determined by an Integrity Commissioner appointed by Council, or in lieu thereof, by Council. • Advertising or communications that criticize Members of Council or the decisions of Council. Conditions • A newsletter shall not be mailed or otherwise distributed beyond the boundaries of the constituency of a Member except where postal codes cross beyond such boundaries. • Members shall provide a copy of the communication or advertisement as an attachment to the expense submission. • Members should identify the business purpose of the advertisement or communication. • Use of the Town logo or branding shall be approved by the Corporate Communications Division. • Town Staff and internal resources shall not be used to assist the Member with preparing and/or distributing advertising or communications. • Election Year Restrictions outlined in Council Expense Policy are applicable.
Mobile Phone Expenses – A Member may choose to be issued a Corporate Mobile Phone which will be charged to the Member as an eligible expense, or receive a monthly stipend as compensation for using their existing personal plan for Town business. Eligible Expenses – • Peripherals such as chargers or carrying cases. Corporate Devices • Mobile phone plan to meet the Member’s communication and Phone Plans needs, including data. • Roaming charges, where not incurred for personal use, or add- on travel plans.
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Corporate Expense • A mobile phone in accordance with a predetermined list of - Corporate Devices mobile phone options made available through the Town’s selected supplier. Ineligible Expenses • Pay-per use calls. – Corporate Devices • Personal usage that incurs additional fees. and Phone Plans • Campaign or election related usage. Conditions – • No replacement mobile phone shall be purchased or leased Corporate Devices for a Member unless it is lost or stolen, or no longer and Phone Plans operates and cannot be repaired to its initial operating specifications. The old equipment must be returned, and/or written confirmation provided that the equipment has been lost or stolen. • Device support is limited to the business functions for which the device is intended to be used (i.e. sending/receiving emails and use of the e-agenda app) and support will not be provided for personal use (i.e. third party apps and personal email). • The Member agrees to the application of established security protocols for mobile devices. • If the Member is not re-elected or did not seek re-election, the Member shall have the option of paying to transfer the corporate phone number and/or plan for the Member’s personal use at the end of the Council term and receive as a taxable benefit the mobile phone and peripherals at fair market value. • Occasional or incidental personal use that does not incur additional fees is expected within reasonable limits. Members of Council are responsible for exercising good judgement regarding the reasonableness of personal use. • If, from the day of filing their nomination until Election Day, the Member wishes to use their corporate phone for campaign or election related purposes, the Member shall reimburse the Town for all costs associated with their corporate mobile phone for that period, and pay the greater of the outstanding hardware balance owed to the carrier or the fair market value of the device calculated as of the time of nomination.
Eligible Expenses – • Should a Member choose to use their personal phone and plan Use of Personal for Town business, the Member shall receive a monthly stipend. Phone The stipend shall be $60 per month for 2018 and 2019 and will (effective December increase at the rate of inflation, as established by the Statistics 1, 2018) Canada, every year thereafter.
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Ineligible Expenses • Additional costs associated with the initial capital cost of – Use of Personal purchasing a mobile phone or costs associated with mobile Phone phone replacements or upgrades. Conditions – Use of • The Member agrees to have their personal mobile phone Personal Phone number advertised for public use. • The Member is responsible for maintenance and support of the device through the plan or device provider, and no technical support for the device other than the optional installation of the Member’s Town issued email address and account will be provided by Town staff. • Should the Member wish to receive Town emails on their mobile device, the phone and plan must be capable of receiving emails sent to the Member’s Town issued email address and account by supporting the approved integration technologies (e.g. Blackberry Enterprise or Microsoft ActiveSync). • By receiving emails from their Town email account, the Member agrees to the application of established security protocols for mobile devices. • At the conclusion of the Council Term, or when the Member ceases to hold office, the Town email on the device will be disabled and/or wiped, and where integration has occurred with personal email systems, personal data may also be lost. • Receiving a monthly mobile phone allowance is a taxable benefit and will be included in the Member’s income and reported to the Canada Revenue Agency. • The mobile phone number for which the Member receives the monthly stipend shall not be used for campaign purposes. • If, from the day of filing their nomination until Election Day, the Member wishes to use the mobile phone number, for which they receive a monthly stipend, for campaign purposes, the Member shall notify the Treasurer and shall cease to receive the stipend for that period.
Computer Hardware, Software and Accessories Corporate Expense • Town issued computing devices, software and accessories in accordance with a predetermined list of computing device options made available through the Town’s selected supplier. Ineligible Expenses • Personal computing devices, hardware, software and accessories not issued through the Town’s Municipal Information Systems (MIS) Division or acquired by a Member outside of the Town’s purchasing processes and procedures. Conditions • If, after the day of filing their nomination, a Member wishes to
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use their Town device (e.g. iPad) for campaign or election related purposes, the ownership for such Town issued computing device(s), eligible software and accessories shall be transferred from the Town to the Member. If the Member chooses to exercise this option, the Town will determine the fair market value (residual value) of the computing devices, software and accessories issued to the Member and the Member shall pay such value. • Computing devices, software and accessories remaining in Town ownership during the election period (i.e. when the Member elects not to transfer ownership) shall not be used for campaigning or election related purposes. • When determining the fair market value of computing devices, software and accessories, the Treasurer shall take into consideration the market resale value, the device’s age, and the version or continued developer support of the software. • Software must be eligible to be transferred from a corporate account to a private account. • Any Member who resigns, is disqualified, not re-elected or dismissed from Office shall have the option of transferring ownership of Town issued computing device(s), eligible software and accessories as a taxable benefit at that time. • No replacement computer hardware, software and accessories shall be purchased or leased for Member unless it is lost or stolen, or no longer operates and cannot be repaired to its initial operating specifications. The old equipment must be returned, and/or written confirmation provided that the equipment has been lost or stolen. Replacement equipment issued in the fourth year of the Council term must be returned to the Town at the end of the Council term and may not be used for campaigning or election purposes. • Configuration of devices, including software, security and ongoing patching and management will be performed by the Municipal Information Systems (MIS) Division. Device support is limited to the Town business functions for which the device is intended to be used (i.e. sending/receiving emails and use of the e-agenda software/app) and support will not be provided for personal use (i.e. third party software/apps and personal email). MIS will continue to support devices after they are transferred to a sitting Member up to the end of the Council term. • Occasional or incidental personal use that does not incur additional fees is expected within reasonable limits. Members of Council are responsible for exercising good judgement regarding the reasonableness of personal use.
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Business Meetings and Hospitality Eligible Expenses • Food and non-alcoholic beverages when attending a business meeting for the purpose of discussing matters of official Town business. • Meeting rooms to conduct official Town business. • The catering of light snacks and refreshments, venue set-up fees, and additional cleaning charges for business meetings or for hospitality at municipal events (i.e. annual AMO Conference). Ineligible Expense • Business meeting expenses of a personal nature and/or social meals or events. • Alcohol. Conditions • Where the expense is for a business meeting, the full names of all participants attending the meeting, the date of the meeting and the purpose/circumstances of the meeting. • Trade missions or research/study trips shall be approved by Council and associated costs shall be in accordance with those allocated by Council for that purpose. Trade missions or research/study trips shall be considered a corporate initiative and not be reported as an expense incurred by the Member; however, general practices regarding expenses (hotel rooms, mileage, etc.) shall be followed where applicable. •
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Page 357 of 378 New and Unfinished Business - Operations Committee Item Meeting Revised Description Resolution Due Date Explanation/Comments Number Date Date MD - 0766 Planning Report, PL 44-13 That the Accessibility Coordinator report back to 08 Apr 27 Mar 30 Apr Re: Design of Public Spaces, Council with the recommended amendments. 2013 2017 2018 Ontario Regulation 413/12
MD - 1346 Public Works Department 1. That Public Works Department Report, PW 6- 03 Feb 14 Nov 28 May (Comments updated Jan 30, Report, PW 6-14 Re: Garden 14 be referred back to staff to investigate the 2014 2016 2018 2018) EA filed in the fall 2017. Street (Dryden Boulevard and issues and concerns described by the residents Awaiting decision from the Taunton Road) Environmental on Cork Drive; and Ministry of Environment Assessment Study - Final 2. To investigate and have a full understanding of Report the impact of fencing in relation to noise concerns.
MD - 1776 Planning and Development 2. That Staff report back, for Council’s consideration in 02 Sep 30 Apr Department, Corporate the second quarter of 2015, on the details of policy, 2014 2018 Services Department and criteria, and procedures to review and assess Community and Marketing unsolicited proposals to acquire municipal properties, Services Department Joint including additional criteria for properties which have Report, PL 59-14Re: Review special significance for destination use / activity of unsolicited proposals for potential; and, sale or procurement of 3.That unsolicited proposals for municipal property, not municipal properties; and be considered until such time as Council has declared Review of Brock Street such properties surplus and until such time as the Brewing Company Business policy set in Recommendation No. 2 has been Plan developed and approved by Council.
MD - 2317 Public Works Department 2. That Staff report back to Council on Road Right-of- 30 Jun 27 Mar 10 Sep (Comments updated January 30, Report, PW 34-15 Re: Road Way Standards to be implemented within Downtown 2015 2017 2018 2018) Fall of 2018 following the Right-of-Way Standards Whitby and Downtown Brooklin. adoption of Werden's Plan other Page 358 of378 Downtown initiatives Agenda Item#7.1
Updated: February 26, 2018 page 1 of 8
NUB - Operations Item Meeting Revised Description Resolution Due Date Explanation/Comments Number Date Date MD - 2451 Anderson Street Petition Councillor Gleed presented a petition from residents 26 Oct 19 Jun 09 Apr Intersection improvements from Settler’s Court and Breezewood Court in Brooklin 2015 2017 2018 included in 2019 Draft Budget. requesting immediate consideration of traffic safety measures on Anderson Street. Chair Roy advised that the petition should be submitted to the Clerk and the Commissioner of Public Works requested to bring forward a report at the earliest opportunity MD - 2713 Employment Opportunities for That staff be directed to undertake a review and report 22 Feb 06 Feb 30 Apr Update provided at the May 15, 407 and 412 Lands that outlines a process that can give focus to future 2016 2017 2018 2017 Planning and Development land uses and employment opportunities along 407 Committee meeting with revised and 412. date. MD - 2764 Public Works Department 3. That Staff report back to Council in June of 2016 12 Sep 23 Jan 18 Jun Report, PW 10-16 Re: Road with recommendations for road rationalization with the 2016 2017 2018 Rationalization - Region of Region of Durham. Durham MD - 3015 Retention of Ownership of That the motion regarding the retention of ownership of 30 May 18 Jun Dundas Street, from Cochrane Dundas Street, from Cochrane Street to Garden Street, 2016 2018 Street to Garden Street be tabled. MD - 3161 Public Works Department 2. That Council consider and provide direction on an 12 Sep 04 Dec 18 Jun (Comments updated November Report, PW 31-16 Re: interim (October 1, 2016 to November 31, 2017) 2016 2017 2018 2016) To be included as part of Discount Rate for Leased payment in lieu policy (PIL) for parking; Parking Master Plan. Initial Parking in Municipal Lots and 3. That staff bring forward to Council the Terms of public consultation on the Interim Payment in Lieu (PIL) Reference for the Parking Master Plan in January Parking Master Plan - 2017; and, December 2017. 4, That a payment in lieu (PIL) policy be developed as part of the 2017 Parking Master Plan for surface and structured parking and be brought forward to Council for review and consideration.
Page 359 of378 MD - 3316 Community and Marketing 4. That staff report back to Council following the receipt 14 Nov 13 Nov 10 Sep Waiting for results and Services Department Report, of the Department of Fisheries and Oceans Canada 2016 2017 2018 information gathered from the Agenda Item#7.1 CMS 61-16 Re: Update on long term sediment management plan for Whitby Department of Fisheries and Discussions with the Harbour. Oceans Canada Department of Fisheries and Oceans Canada Updated: February 26, 2018 page 2 of 8
NUB - Operations Item Meeting Revised Description Resolution Due Date Explanation/Comments Number Date Date MD - 3453 Community and Marketing 3.That staff report back to Council with the draft terms 30 Jan 19 Jun 28 May Services Department Report, of an agreement of purchase and sale; and, 2017 2017 2018 CMS 04-17 Re: Vacant Town 5. That staff report back on the impact of a proposed Property - 280 Water Street closure of Heydenshore Pavilion as a result of the recommended development and opportunities to accommodate programming in other municipal or external facilities.
MD - 3454 Community and Marketing 5. That staff report back to Council with the draft Terms 30 Jan 06 Mar 28 May delayed until the adoption of CIP Services Department Report, of Reference for approval by the end of the first quarter 2017 2017 2018 Incentives CMS 05-17 Re: 128 Brock 2017. Street South MD - 3501 Office of the Town Clerk That the Codes of Conduct appended to CLK 03-17 be 13 Feb 03 Apr Regional Council directed Report, CLK 03-17 Re: referred to staff for a further review of the provisions 2017 2017 Regional Staff to work with area Integrity Commissioner pertaining to gifts and benefits to ensure consistency Clerks to harmonize gifts and Appointment with the Region of Durham’s Council Code of Conduct benefits at its December 13, and to consult with the Integrity Commissioner to 2017 meeting determine scenarios whereby a Member or Employee may accept or not accept a gift and benefit, including acceptance of invitations to attend events at the expense of a private third party. MD - 3534 Economic Development That Economic Development Staff be directed to 21 Feb 19 Jun 05 Mar initiate dialogue with the Region of Durham and Global 2017 2017 2018 Toronto to investigate a strategy for investment opportunities utilizing the recently agreed to Free Trade Agreement between Canada and the European Union. MD - 3859 Public Works Department 1. That Public Works Department Report, PW 3- 19 Jun 02 Oct 10 Sep Report, PW 3-17 Re: 17 be referred back to staff to consult with 2017 2017 2018 Proposed Garden Street residents and investigate alternative options to Parking Restrictions, Update accommodate parking on Garden Street Page 360 of378 Traffic By-law 1862-85 between Dundas Street East and Burns Street
and that staff report back on this matter in the Agenda Item#7.1 Fall 2017.
Updated: February 26, 2018 page 3 of 8
NUB - Operations Item Meeting Revised Description Resolution Due Date Explanation/Comments Number Date Date MD - 3895 Office of the Chief 10. That staff report back with recommendations from 26 Jun 18 Jun Administrative Officer Report, the needs assessment and a draft master plan for the 2017 2018 CAO 06-17 Re: Town Hall Whitby Civic Centre property in the first half of 2018. Renovations and Expansion - Revised MD - 3920 Corporate Services 5.That staff report to Council in 2018 identifying the 21 Aug 05 Mar Department and Office of the progress for each eService project and its related 2017 2018 Chief Administrative Officer benefits. Joint Report, CS 79-17 Re: Long-Term Digital Strategy MD - 3961 Review of the Parks and That the Commissioner of Community and Marketing 18 Sep 05 Mar 28 May Smoking in Outdoor Public Services and Town Solicitor be directed to conduct a 2017 2018 2018 Places By-laws comprehensive review of the Parks By-law and Smoking in Outdoor Public Places By-law before the end of Q1 2018, including regulations related the permitting of large groups, use of barbeques, non- tobacco smoking, and the use of drones. MD - 3985 Community and Marketing That Report CMS 43-17 be referred to the Chief 10 Oct 04 Dec 28 May Services Department Report, Administrative Officer and the Commissioner of 2017 2017 2018 CMS 43-17 Re: Iroquois Park Community and Marketing Services to facilitate a Sports Centre Capital meeting with the Whitby Dunlops, Whitby Fury, Enhancements (Des Newman Whitby Warriors, Brooklin Redmen and the Whitby Arena Complex) Junior Wolves to discuss the venue suitability of Iroquois Park Sports Centre as it pertains to these sporting teams and their events and to discuss future potential opportunities prior to the inclusion of any capital enhancements, as outlined in Report CMS 43- 17, in the 2018 Capital Budget. MD - 4037 Resident and Community That the Town Clerk be directed to report back with 30 Oct 12 Feb 30 Apr Associations opportunities to implement a program to register 2017 2018 2018 Page 361 of378 resident and community associations with the Town for
public and corporate reference, and for such Agenda Item#7.1 associations to receive notification of municipal issues and public meetings which may be relevant to them.
Updated: February 26, 2018 page 4 of 8
NUB - Operations Item Meeting Revised Description Resolution Due Date Explanation/Comments Number Date Date MD - 4071 Office of the Chief 1. That staff report back on the Corporate Rebrand 20 Nov 05 Mar 28 May Administrative Officer Report, Project in Q1 2018. 2017 2018 2018 CAO 16-17 Re: Corporate Rebrand Project – Phase One, Final Report MD - 4079 Public Works Department and 1. That Staff be directed to report back to the 20 Nov 05 Feb 09 Apr Legal and By-law Services March 2018 Operations Committee with 2017 2018 2018 Department Report, PW 33-17 opportunities to amend the Temporary Sign By Re: Please Slow Down law to permit community safety signs, subject Signage to the following or similar considerations: 1. Limiting the size of the sign and timeframe for display; 2. That placement be limited to private property; 3. The messaging on signs be restricted to two or three pre-approved traffic public safety messages (e.g. “Please Slow Down”), and that display of a business or person’s name be prohibited; and, 4. Delegating authority to Staff to approve community safety signs based on certain considerations and restrictions, similar to the process in place for temporary exemptions for community event signs.
MD - 4064 Wintertime No Parking - 1. That staff be directed to bring forward a staff 20 Nov 22 Jan 28 May Helston Crescent report, applicable by-laws, and 2019 budget 2017 2018 2018 considerations for no parking signage, subject to the completion of a public survey in 2018, to implement a no parking restriction on Helston Page 362 of378 Crescent or a portion thereof.
2. That Staff be directed to report back in 2019 on Agenda Item#7.1 the outcome of this no parking trial.
MD - 4084 Traffic Issues on Kilbride That staff be directed to review options to reduce traffic 20 Nov 10 Sep Drive speeds on Kilbride Drive that should include, but not be 2017 2018 limited to a speed limit reduction. Updated: February 26, 2018 page 5 of 8
NUB - Operations Item Meeting Revised Description Resolution Due Date Explanation/Comments Number Date Date MD - 4131 Memorandum from C. Harris, That Staff be directed to research and review options 11 Dec 28 May Town Clerk Re: Whitby and methods to mitigate the abundance of cigarette 2017 2018 Sustainability Advisory butts in Downtown Whitby and Brooklin, such as Committee Recommendation cigarette receptacles, anti-littering signage, and to Council regarding Cigarette acquiring sidewalk cleaning machinery. Butt Recycling/Clean-Up in Downtown Whitby MD - 4135 Office of the Chief 3. That staff report back in Q1 2018 with a 11 Dec 05 Mar 30 Apr Administrative Officer Report, recommendation on the research companies based on 2017 2018 2018 CAO 17-17 Re: 2018 the submissions to the Request for Proposal. Community Survey MD - 4141 Corporate Services 2. That staff be directed to develop a debt policy for 11 Dec 18 Jun Department Report, CS 98-17 Council’s approval by end of June 2018. 2017 2018 Re: 2017 Long Range Financial Plan Forecast (LRFPF) MD - 4149 Public Works Department 1. That the 2017 Brooklin Transportation Master 11 Dec 28 May Report, PW 35-17 Re: Final Plan, as outlined in Report PW 35-17 and 2017 2018 Brooklin Transportation Attachment 1, be approved subject to the Master Plan (TMP) following amendments: c. That staff report back on options for the east- west collector road crossing Cedarbrook Trail as an active transportation and transit route only; and, d. That staff investigate options for incorporating a dead-end at Cedarbrook Trail, north and south of the new collector road, between Brawley and Columbus Roads and report back to Council with the findings.
Page 363 of378 MD - 4151 Community Safety Zones 1. That staff investigate and report back on the use 11 Dec 10 Sep
of community safety zones on a Town-wide 2017 2018 Agenda Item#7.1 basis, including those located adjacent to parks; and, 2. That the analysis include various examples including but not be limited to Eric Clarke Dr. and Lady May Dr. taking into consideration the following parks: Divine, Eric Clarke and Lady May.
Updated: February 26, 2018 page 6 of 8
Page 364 of378 Agenda Item#7.1 NUB - Operations Item Meeting Revised Description Resolution Due Date Explanation/Comments Number Date Date MD - 4152 Memorial Park That staff be directed to report back in Q1 2018 on the 11 Dec 12 Feb 05 Mar process and timing pertaining to the preparation of a 2017 2018 2018 master parks and facility plan for Brooklin Memorial Park. MD - 4166 Community and Marketing That Community and Marketing Services Department 22 Jan 05 Mar 30 Apr Services Department Report, Report, CMS 03-18 be referred to Staff to investigate 2018 2018 2018 CMS 03-18 Re: Fallingbrook opportunities to include platform based play equipment Park Playground for children 5 to 12 years old based on further consultation with the community.
MD - 4185 Public Works Department 4. That Public Works staff report back on the 29 Jan 13 Oct Report, PW 4-18 Re: Follow- effectiveness of the Scott Street trial with in-street 2018 2019 up on All-Way Stop Control flexible bollards to reduce vehicle speeds, as well as, Compliance at the other potential opportunities to reduce unlawful travel Intersection of Darren Avenue speeds on municipal roads. and Chatterson Street and 40 km/h Speed Limit Trial on Montgomery Avenue and Robert Attersley Drive East MD - 4191 Whitby Waterfront Park 3. That the concept plan for the park be brought 29 Jan 28 May forward for Council’s consideration in Q2, 2018. 2018 2018
MD - 4208 Office of the Chief 1. That Office of the Chief Administrative Officer 12 Feb 30 Apr Administrative Officer Report, Report, CAO 02-18 be referred to Staff to review 2018 2018 CAO 02-18 Re: Corporate provisions governing Members of Council Media Relations Policy interaction with the media; and, 2. That Members of Council be directed to forward comments regarding the draft Corproate Media Relations Policy to Staff.
Page 365 of378 MD - 4209 Office of the Chief That Office of the Chief Administrative Officer Report, 12 Feb 30 Apr Administrative Officer Report, CAO 03-18 be referred to Staff to undertake public 2018 2018 Agenda Item#7.1 CAO 03-18 Re: Special Event consultation regarding the proposed Special Events Policy Policy and special event fees.
Updated: February 26, 2018 page 7 of 8
NUB - Operations Item Meeting Revised Description Resolution Due Date Explanation/Comments Number Date Date MD - 4233 Parking Restrictions on 1. That staff report back to the Operations 20 Feb Whitby Shore Greenway Committee on when enforceable parking 2018 and/or Topsail Avenue restrictions could be put in place for Whitby Shores Public School along Whitby Shore Greenway and / or Topsail avenue; and, 2. That staff look at restrictions for this area related to arrival and dismissal times for the Whitby Shores Public School.
MD - 4234 Walk of Fame 1. That Staff engage the Downtown Whitby 20 Feb Business Improvement Area (BIA) as the lead, 2018 in consultation with the Downtown Whitby Development Steering Committee (DWDSC), to assist in identifying a community organization that will partner with the Town to develop a Downtown Whitby Walk of Fame; and, 2. That Staff report back on partnership opportunities identified by the Downtown Whitby BIA and DWDSC and operational and financial considerations (including staff time) associated with creating and maintaining a Walk of Fame.
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Updated: February 26, 2018 page 8 of 8 Agenda Item # 9.1
Ethno-cultural and Diversity Advisory Committee Minutes February 1, 2018 – 7:15 PM Committee Room One Whitby Municipal Building
Present: Mayline Brown Aldith Carasquero, Chair Cheryl Frayne Punita Lumb Sharmila Saigaonkar
Also Present: Samantha Burdett, Durham Region Representative, Policy Advisor, Diversity & Immigration Program (left at 7:41 p.m.) Arfah Christy, Whitby Youth Council Representative Rhonda Jessup, Whitby Public Library Representative, Public Services Manager Zachary Train, Whitby Youth Council Representative Kim Evans, Supervisor of Seniors' Services Laura MacDougall, Council and Committee Coordinator (Recording Secretary)
Regrets: Jessie Huang Barbara Perry Renee Sgroi, Vice-Chair The meeting began at 7:45 p.m.
1. Appointment of Chair and Vice-Chair
1.1 Aldith Carasquero advised that due to the absence of Renee Sgroi, the appointment of Chair and Vice-Chair of the Ethno-cultural and Diversity Advisory Committee would take place at the next meeting scheduled to take place on March 1, 2018.
Recommendation:
Moved By Punita Lumb
That the appointment of Chair and Vice-Chair of the Ethno-cultural and Diversity Advisory Committee be deferred to the next meeting scheduled to take place on March 1, 2018.
Carried
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Ethno-cultural and Diversity Advisory Committee Minutes February 01, 2018 - 7:15 PM
2. Disclosures of Interest
2.1 There were no disclosures of interest.
3. Approval of Previous Minutes
3.1 Minutes - November 2, 2017
Recommendation:
Moved By Cheryl Frayne
That the Ethno-cultural and Diversity Advisory Committee minutes of November 2, 2017 be approved.
Carried
3.2 Minutes - January 4, 2018 (Special Meeting)
Recommendation:
Moved By Cheryl Frayne
That the Special Ethno-cultural and Diversity Advisory Committee minutes of January 4, 2018 be approved.
Carried
4. Presentations/Deputations
4.1 Samantha Burdett, Durham Region Representative, Policy Advisor, Diversity & Immigration Program Re: Census Data Due to the delayed start, Samantha Burdett was not able to stay for the meeting and provided information regarding the launch of the Durham Immigration Portal to Members of the Committee before she left.
5. General Business and Reports
5.1 2018 Work Plan Implementation Plan
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Ethno-cultural and Diversity Advisory Committee Minutes February 01, 2018 - 7:15 PM
Kim Evans provided copies of the 2018 Work Plan and the 2018 Event Dates for the Committee's review. Detailed discussion ensued regarding the work plan and event dates, including: the implementation of the new initiatives for 2018; determining leads and supporters for each item; and, details of the Committee's community programs, diversity training sessions and events. Council Moment of Reflection Aldith Carasquero read aloud the current opening statement made by the Mayor at each Regular Council Meeting and advised of a suggested amendment to the statement that would include diversity.
Recommendation:
Moved By Sharmila Saigaonkar
That the last sentence of the opening statement read aloud by the Mayor at each Regular Council Meeting be amended by including the word 'diverse' prior to the word 'community'.
Carried
6. Correspondence
6.1 Correspondence from Jaclyn Derlatka, Community Engagement Librarian, Whitby Public Library Re: How-To in 10 Festival The correspondence from Jaclyn Derlatka, Community Engagement Librarian, Whitby Public Library regarding the How-To in 10 Festival was discussed by the Committee under Item 5.1.
7. Council Update
7.1 Councillor Yamada was not in attendance. Therefore, there was no Council update.
8. Other Business
8.1 There was no other business.
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Ethno-cultural and Diversity Advisory Committee Minutes February 01, 2018 - 7:15 PM
9. Next Meeting
9.1 March 1, 2018 - 7:15 p.m. Committee Room Two Whitby Municipal Building
10. Adjournment
10.1 Motion to Adjourn
Recommendation:
Moved By Mayline Brown
That the meeting adjourn.
Carried
The meeting adjourned at 8:42 p.m.
L. MacDougall, Council and Committee Coordinator Aldith Carasquero, Committee Chair
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Accessibility Advisory Committee Minutes February 6, 2018 -7:00 pm Committee Room One Whitby Municipal Building
Present: Jeffrey Beaton, Vice-Chair Denise Laframboise James Lawrie, Chair Herb Paquette Allyson Partridge-Rios
Also Present: Michele Cotton, Staff Liaison, Accessibility Coordinator Laura MacDougall, Council and Committee Coordinator (Recording Secretary)
Regrets: Naji Hassan Niki Lundquist
1. Disclosures of Interest
1.1 There were no disclosures of interest.
2. Approval of Previous Minutes
2.1 Minutes - January 16, 2018
Recommendation:
Moved By Denise Laframboise
That the Accessibility Advisory Committee minutes of January 16, 2018 be approved.
Carried
3. Presentations/Deputations
3.1 There were no presentations.
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4. General Business and Reports
4.1 New Member Introduction Each Member present introduced themselves to Herb Paquette, one of the newest appointed members to the Accessibility Advisory Committee.
4.2 Dynamic Symbol Follow-up Discussion James Lawrie provided details on the proposed changes to the International Symbol of Access. He advised that because the proposed symbol is not approved by the Ministry of Transportation, parking tickets could not be issued for illegal parking in modified disabled parking spaces. Michele Cotton advised that the proposed motion related to the modified symbol of access has been put on hold until the symbol is recognized internationally. She further advised that a number of municipalities in the Region of Durham are not supporting the movement of changing the symbol until it is accepted on an international level. Discussion ensued regarding: whether Durham Regional Police enforce unlawful parking in disabled parking spaces; and, clarification that local municipalities enforce parking violations.
4.3 Letter of Support – Recreation Grant Application Michele Cotton advised that the Parks and Recreation Division is partnering with the Abilities Centre to submit a grant application to Jumpstart. She advised that the grant would facilitate inclusion services support; build and expand existing inclusion services into the Town's recreation programs and camps; as well as assist in the construction of an indoor accessible playground at the Abilities Centre. Ms. Cotton noted that the funding would offset costs associated with accommodations for specific needs and support for individuals with disabilities. She further advised that the Town of Whitby is an administrator for the Jumpstart Program and that families with low income may apply to the Town to assist with the costs of programs.
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Recommendation:
Moved By Herb Paquette
That Michele Cotton prepare a letter of support from the Accessibility Advisory Committee with respect to the Recreation Grant Application to Jumpstart.
Carried
4.4 Work Plan Recommendations/Updates Michele Cotton requested that the Committee review the 2018 Work Plan in order to determine whether any items could be added or removed. It was the consensus of the Committee to defer the matter of the Work Plan to the next meeting scheduled to take place on March 6, 2018.
4.5 Provincial Resources Michele Cotton advised that she had previously e-mailed the Accessibility Survey from the Accessibility Directorate of Ontario to Members of the Committee and inquired whether any members had completed the online survey. She further advised that she completed the survey on behalf of the Town and that the submission deadline was February 9, 2018.
4.6 Subcommittee Updates Customer Service and Communications Allyson Partridge-Rios advised that the Customer Service and Communications Subcommittee did not meet in January; therefore there was no update. Site Plan and Built Environment Jeffrey Beaton provided an update regarding the site plan and built environment subcommittee which included a meeting with Andrea Dale, Engineering Technologist, prior to the AAC meeting regarding the following projects: details of the proposed trail access and trail around the stormwater management pond located south of Rossland Road on Des Newman Boulevard in West
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Whitby; and, particulars related to the provision of rest areas and benches for the proposed multi-use trail through the Hydro Electric Power Corridor Trail from Dundas Street to Nichol Avenue.
5. Correspondence
5.1 Upcoming Age-Friendly workshops Michele Cotton provided details of the upcoming seniors workshop series which included: the Cycling Workshop scheduled to take place on Tuesday, March 28, 2018 from 10:00 a.m. to 2:00 p.m. at the Whitby Seniors' Activity Centre; Fraud and Elder Abuse Awareness workshop scheduled to take place on Tuesday, March 6, 2018 from 10:00 a.m. to 12:00 p.m. at the Whitby Seniors' Activity Centre; and, a play entitled, "I'm Still Here!" scheduled to take place on Thursday, March 8, 2018 from 1:00 p.m. to 3:00 p.m. at the Centennial Building Theatre. A brief question and answer period ensued regarding how the workshops would be advertised and whether there was a restriction on the number of attendees for the workshops.
6. Council Update
6.1 Councillor Leahy was not in attendance. Therefore there was no Council update. Customer Service and Communications Allyson Partridge-Rios advised that the Customer Service and Communications Subcommittee did not meet in January; therefore there was no update. Site Plan and Built Environment Jeffrey Beaton provided an update regarding the site plan and built environment subcommittee which included a meeting with Andrea Dales, Engineering Technologist, prior to the AAC meeting regarding the following projects: details of the proposed trail access and trail around the stormwater management pond located south of
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Rossland Road on Des Newman Boulevard in West Whitby; and, particulars related to the provision of rest areas and benches for the proposed multi-use trail through the Hydro Electric Power Corridor Trail from Dundas Street to Nichol Avenue.
7. Other Business
7.1 Draft Accessibility Impacts Checklist Michele Cotton advised that she had circulated the Ottawa checklist to Members of the Committee for review and feedback. The Committee undertook a detailed review of the draft accessibility impacts checklist and made revisions. Ms. Cotton advised that she would review and update the document and would bring it back to the Committee at its next meeting scheduled to take place on March 6, 2018. Discussion ensued regarding: implementation and use of the checklist by the City of Ottawa; the intent of the proposed checklist to be completed in conjunction with all report writing within the Town; attachment of the completed checklist to all reports submitted to Council; the desire of the Committee to implement the checklist; and, whether the City of Toronto has and/or uses such a checklist.
7.2 Subcommittee Appointments Herb Paquette inquired about the process for the appointment to a subcommittee. Michele Cotton advised Mr. Paquette that he could choose between the Customer Service and Communications and the Site Plan and Built Environment subcommittees and advise her of his decision prior the next meeting.
8. Next Meeting
8.1 Tuesday, March 6, 2018 - 7:00 p.m.
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Committee Room 1, Whitby Municipal Building
9. Adjournment
9.1 Motion to Adjourn
Recommendation:
Moved By Jeffrey Beaton
That the meeting adjourn.
Carried
The meeting adjourned at 8:20 p.m.
L. MacDougall, Council and Committee Coordinator James Lawrie, Committee Chair
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Whitby Community Beautification Committee Minutes February 13, 2018 – 2:00 PM Committee Room Two Whitby Municipal Building
Present: Kathy Allam, Vice-Chair Jane Austin Karen Lyons Wendy Nunn
Also Present: Councillor Mulcahy, Mayor's Designate Nestor Chornobay, Whitby Sustainability Advisory Committee Representative Meaghan Craven, Senior Planner - Sustainability Kim Tafertshofer, Staff Liaison, Marketing and Event Coordinator Shrishma Dave, Legislative Coordinator (Recording Secretary)
Regrets: Franca Calabro Sue Green, Chair Catherine Hay Robert Toyama Jone Webster Donald Wick
In accordance with the Terms of Reference, a quorum was not present and the meeting did not proceed as scheduled. Members in attendance discussed several items, but no decisions were made and minutes were not recorded.
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Doors Open Whitby Advisory Committee Minutes February 20, 2018 -2:00 pm Meeting Room 2, Whitby Central Library 405 Dundas Street West
Present: Joyce Marshall, Vice-Chair Rick McDonnell, Chair Pamela McPherson Pavel Zeman
Also Present: Stacey Kursikowski, Planner II, Heritage and Downtowns Rebekah Noseworthy, Staff Liaison, Part-Time Marketing & Event Program Assistant Shrishma Davé, Legislative Coordinator (Recording Secretary)
Regrets: Kirstyn Allam Costanzo D'Angelo Sue Green Heather Kearney
In accordance with the Terms of Reference, a quorum was not present and the meeting did not proceed as scheduled. Members in attendance discussed several items, but no decisions were made and minutes were not recorded.
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