September 23, 2019 Council Chambers 7:00 Pm

Council Meeting Agenda September 23, 2019 Council Chambers 7:00 pm

6:30 pm In Camera Council

Page 1. Invocation

Mayor Ryan will call the meeting to order and lead Council in the saying of the Invocation.

2. Disclosure of Interest

3. Adoption of Minutes

Special Planning & Development Committee Minutes, June 24, 2019 1 Council Minutes, June 24, 2019 8 Special Council Minutes, July 22, 2019 27 Executive Committee Minutes, September 9, 2019 34 Planning & Development Committee Minutes, September 9, 2019 39

4. Presentations

5. Delegations

6. Correspondence

6.1 Corr. 20-19 46 Charlene Touzel, City Clerk City of Brantford Re: Endorsement of LUMCO Resolution regarding Retail Cannabis Stores

Recommendation:

That Corr. 20-19, dated July 3, 2019, from the City of Brantford, regarding the Endorsement of LUMCO Resolution regarding Retail Cannabis Stores, be endorsed.

6.2 Corr. 21-19 49 The Corporation of the City of Stratford Re: Opposition to Changes in 2019 Provincial Budget and Planning Act

Recommendation:

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That Corr. 21-19, received July 19, 2019, from the City of Stratford, regarding Opposition to Changes in 2019 Provincial Budget and Planning Act, be endorsed.

6.3 Corr. 22-19 50 Marisa Carpino, Director, Community Services, City of Pickering Re: Pickering Museum Village Policy - Repeal of Pickering Museum Village Policy (CUL 060) & Pickering Museum Village Procedure (ADM 040-001)

Recommendation:

1. That Corr. 22-19, Memo, dated August 14, 2019, from Marisa Carpino, Director, Community Services, regarding the Pickering Museum Village Policy be received; and,

2. That in accordance with the particulars set out in the Memo, Policy CUL 060 and Procedure ADM 040-001 are hereby repealed.

6.4 Corr. 23-19 128 Association of Municipalities of Ontario (AMO) Re: Fixing the Housing Affordability Crisis, Municipal Recommendations for Housing in Ontario

Recommendation:

1. That Corr. 23-19, dated August 14, 2019, AMO Report titled ‘Fixing the Housing Affordability Crisis, Municipal Recommendations for Housing in Ontario’, be received; and,

2. That staff be directed, through the CAO, to review and report back to Council on the recommendations contained in the report as they pertain to the City of Pickering.

6.5 Corr. 24-19 171 Jeff Yurek, Minister of the Environment, Conservation and Parks Re: More Homes, More Choice Act, 2019 – Updated Conservation Authorities Act

Recommendation:

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That Corr. 24-19, dated August 16, 2019, from Jeff Yurek, Minister of the Environment, Conservation and Parks, regarding Conservation Authority Operations, be received for information.

6.6 Corr. 25-19 172 Jason McMartin, CAO/Clerk-Treasurer The Corporation of the Township of Papineau-Cameron Re: Council Resolution 2019-160 – Forced Amalgamation, Ontario Municipalities

Recommendation:

That Corr. 25-19, dated August 15, 2019, from the Corporation of the Township of Papineau-Cameron, regarding Council Resolution 2019-160, Forced Amalgamation, Ontario Municipalities, be endorsed.

6.7 Corr. 26-19 174 Ministry of Transportation, Road Safety Policy Office, Safety Policy and Education Branch Re: Enhancing Municipal Road Safety through Automated Speed Enforcement (ASE)

Recommendation:

1. That Corr. 26-19, dated September 3, 2019, from the Ministry of Transportation (MTO), regarding Enhancing Municipal Road Safety through Automated Speed Enforcement (ASE), be received; and,

2. That staff be directed, through the CAO, to respond to the MTO prior to the October 3, 2019 deadline.

6.8 Corr. 27-19 176 Christine Tarling, Director of Legislative Services & City Clerk City of Kitchener Re: Producer Requirements for Packaging in Ontario

Recommendation:

That Corr. 27-19, dated September 6, 2019, from the City of Kitchener, regarding Producer Requirements for Packaging in Ontario, be endorsed.

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6.9 Corr. 28-19 178 The City of Pickering Public Library Board Re: #econtent for Libraries Campaign

Recommendation:

WHEREAS, the City of Pickering recognizes the important role that libraries play in our community;

And Whereas, libraries and the early literacy programs that they run are integral to developing proficient readers and ensuring that children succeed in school;

And Whereas, more and more, digital literacy programs run by libraries also help ensure that citizens can contribute to our digital world;

And Whereas, vulnerable demographic groups, including seniors, low income families, youth, and new Canadians rely on access to libraries as an important tool for their participation in the community – from education to searching for jobs to consuming Canadian cultural materials;

And Whereas, libraries in our community recognize that our users increasingly seek to access e-content offered by multinational publishers, and that access to those publications is too often curtailed by prohibitively high licensing fees or else entirely denied to Canadian libraries;

And Whereas, libraries must be in a position to offer e-content to their users as part of their service offering to our community, particularly given the contemporary rapid pace of digitization of educational and cultural materials,

Now therefore be it resolved that the Council of the City of Pickering does hereby:

1. Indicate its support for the Canadian libraries in their efforts to increase access to e-content for library users in the City of Pickering and across Canada;

2. Call on the Federal government to investigate the barriers faced by libraries in acquiring e-content and the problems that poses for vulnerable demographic groups in Canada; and

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3. Further ask the Federal government to develop a solution that increases access to e-content across Canada and assists libraries in meeting the cost requirements to acquire digital publications.

6.10 Corr. 29-19 181 Judy Smith, Director Municipal Governance, Clerk/Freedom of Information Coordinator Municipality of Chatham-Kent Re: Resolution Regarding Provincial Funding Cuts to Legal Aid Ontario

Recommendation:

That Corr. 29-19, dated September 12, 2019, from the Municipality of Chatham-Kent, regarding Provincial Funding Cuts to Legal Aid Ontario, be endorsed.

7. Report EC 2019-07 of the Executive Committee held on Refer to Executive September 9, 2019 Committee Agenda pages:

7.1 Chief Administrative Officer, Report CAO 08-19 1 Continuation of City of Pickering Magazine

Recommendation:

1. That Council approve, in principal, the continued production and municipal-wide distribution of the Your City magazine, on an as-needed basis going forward;

2. That Council approve, in principal, to retain Graymatter Marketing Solutions for the project management of the magazine; and,

3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report.

7.2 Director, Community Services, Report CS 10-19 4 Tender for Pickering Recreation Complex Heating Boiler System Replacement Tender No. T-26-2019

Recommendation: For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 [email protected] Council Meeting Agenda September 23, 2019 Council Chambers 7:00 pm

1. That Tender No. T-26-2019 submitted by Mapleridge Mechanical Contracting Inc., in the amount of $304,468.33 (HST included) be accepted;

2. That the total gross project cost of $349,668.00 (HST included), including the amount of the tender, contingency, and other associated costs, and the total net project cost of $314,887.00 (net of HST rebate), be approved;

3. That the Director, Finance & Treasurer be authorized to finance the net project cost of $314,887.00 as provided for in the 2019 Recreation Complex – Core Capital Budget by a transfer from Federal Gas Tax Reserve Fund; and,

4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

7.3 Director, Community Services, Report CS 21-19 10 Quotation No. Q-15-2019 Supply & Delivery of Four One-Ton Dump Trucks with 12’ Aluminum Dump Body

Recommendation:

1. That Quotation No. Q-15-2019, submitted by Donway Ford Sales Ltd., in the amount of $220,724.00 (HST excluded) be accepted;

2. That the total gross project cost of $289,360.00 (HST included), including three optional lift gates and other associated costs, and that the total net project cost of $260,578.00 (net of HST rebate) be approved;

3. That the Director, Finance & Treasurer be authorized to finance the total net project cost of $260,578.00 as follows:

a) the sum of $192,945.00 as provided for in the Capital Budget from Development Charges Roads & Related;

b) the sum of $67,633.00 as provided for in the Capital Budget from the Vehicle Replacement Reserve fund; and,

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4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

7.4 Director, Community Services, Report CS 28-19 16 Volunteer Policy Approval

Recommendation:

1. That Council approve the Volunteer Policy as set out in Attachment 1, subject to minor revisions deemed acceptable to the Director, Community Services; and,

2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

7.5 Director, Community Services, Report CS 32-19 24 Quotation No. Q-16-2019 Quotation for the Supply & Delivery of Four Pick-Up Trucks and Three SUVs

Recommendation:

1. That Quotation No. Q-16-2019, submitted by Blue Mountain Chrysler Ltd. in the amount of $54,937.00 (HST excluded), Fraser Durham Chrysler Dodge Jeep Ram Inc. in the amount of $178,534.82 (HST excluded), and Donway Ford Sales Ltd. in the amount of $35,807.00 (HST excluded), be accepted;

2. That the total gross project cost of $325,363.00 (HST included) including other associated costs and that the total net project cost of $288,792.00 (net of HST rebate) be approved;

3. That the Director, Finance & Treasurer be authorized to finance the total net project cost of $288,792.00 from the Vehicle Replacement Reserve; and,

4. That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report.

7.6 Director, Finance & Treasurer, Report FIN 16-19 31 2018 Building Permit Stabilization Reserve Fund

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Recommendation:

That Report FIN 16-19 of the Director, Finance & Treasurer be received for information.

8. Report PD 2019-06 of the Planning & Development Refer to Planning & Committee held on September 9, 2019 Development Agenda pages:

8.1 Director, City Development & CBO, Report PLN 19-19 14 Zoning By-law Amendment Application A 02/19 2545633 Ontario Inc. Pt Lot 6, Plan 585, Now Pt 11, Plan 40R-2633 (2620 Brock Road)

Recommendation:

That Zoning By-law Amendment Application A 02/19, submitted by 2545633 Ontario Inc., to facilitate a residential stacked townhouse condominium development on lands municipally known as 2620 Brock Road, be endorsed subject to provisions contained in Appendix I to Report PLN 19-19, and that staff be authorized to finalize and forward an implementing Zoning By-law to Council for enactment following the conveyance of the land required for the collector road to the City.

8.2 Director, City Development & CBO, Report PLN 20-19 37 Zoning By-law Amendment Application A 06/19 City Initiated: City Facilities and Pickering Town Centre Joint Venture Select Lands East and West of Glenanna Road in the City Centre

Memorandum from the Director, City Development & CBO Replacement Recommendation for Planning & Development Committee Report Item 8.2: PLN 20-19 Revisions to the Draft Implementing By-law [Refer to page 183 for the Memorandum and page 286 for the revised By-law in this agenda]

Recommendation:

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1. That City Initiated Zoning By-law Amendment Application A 06/19 to amend City Centre Zoning By-law 7553/17, as amended, be approved, to:

a) introduce new definitions for Net Floor Area and Floor Space Index;

b) the City of Pickering lands located on the south side of The Esplanade South, between Glenanna Road and Valley Farm Road, from City Centre Civic (CCC) to City Centre Two (CC2) to permit residential uses, and to permit an increase in height for 2 point tower buildings to 121 metres and 97 metres on the lands, and to reduce the maximum building height to 21 metres on the remaining lands;

c) rezone part of the Pickering Town Centre lands, located on the west side of Glenanna Road south of Kingston Road and north of Pickering Parkway, to permit a maximum building height of 125 metres, except for 1 building which may have a maximum height of 153 metres; and,

2. Further, that the draft zoning by-law amendment to implement Zoning By-law Amendment Application A 06/19, as set out in Appendix I to Report PLN 20-19, be forwarded to Council for enactment.

9. Reports – New and Unfinished Business

9.1 Chief Administrative Officer, Report CAO 09-19 186 Comparison of Cost Estimates for Pickering City Centre Appraisal of Land Exchange related to Pickering City Centre

Recommendation: 1. That the attached report entitled Comparison of Cost Estimates for Pickering City Centre, prepared by Independent Project Managers, be received for information;

2. That the attached Appraisal Reports prepared by D. Bottero & Associates Limited be received for information;

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3. That staff be directed to continue detailed discussions with Cushman & Wakefield and OPB Realty Inc. toward finalizing the construction cost estimates and final Memorandum of Understanding; and,

4. That staff bring forward a staffing implementation plan for the City Centre project during the 2020 budget process.

9.2 Director, Engineering Services, Report ENG 09-19 254 Tender for Centennial Park Picnic Shelter and Amenities Tender No. T-27-2019

Recommendation:

1. That Tender No. T-27-2019 as submitted by Loc-Pave Construction Limited in the total tendered amount of $352,797.30 (HST included) be accepted;

2. That the total gross project cost of $398,523.00 (HST included), including the tendered amount and other associated costs and the total net project cost of $358,882.00 (net of HST rebate) be approved;

3. That the Director, Finance & Treasurer be authorized to finance the total net project cost in the amount of $358,882.00 as follows:

a) The sum of $358,000.00 as approved in the 2019 Parks Capital Budget to be financed by the issuance of debentures by The Regional Municipality of Durham over a term not to exceed 15 years;

b) The sum of $882.00 to be funded from property taxes;

c) The annual repayment charges in the amount of approximately $31,640.00 be included in the annual Current Budget for the City of Pickering commencing 2019, or such subsequent year in which the debentures are issued and continuing thereafter until the debenture financing is repaid,

d) The Treasurer be authorized to make any changes, adjustments, and revisions to amounts, terms, conditions, or take any actions necessary in order to effect the foregoing;

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4. That the draft By-law attached to this report be enacted; and,

5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

10. Motions and Notice of Motions

10.1 An Age Friendly Affordable Housing Strategy

Moved by Councillor Brenner Seconded by Councillor Butt

WHEREAS, the City of Pickering is projected to be a driving force for residential and economic growth in Durham Region and the GTA over the next 2 decades;

And Whereas, by the year 2031 the estimated population of Pickering will grow to 190,000; And Whereas, the lack of affordable and sustainable housing options have reached a crisis in parts of Canada, and in particular the Greater Toronto area;

And Whereas, the City of Pickering recognizes that there is an urgent need to create an age friendly housing strategy that includes reviewing and redefining its urban/living boundaries consistent with current and future growth within the GTA, Durham, and City of Pickering beyond 2031;

And Whereas, the City of Pickering considers all serviceable lands with access to water and sewer within its current and potential urban/living boundaries be considered as a living area; And Whereas, the Province of Ontario has recognized the need for more housing choices and more affordability; And Whereas, the Ministry of Municipal Affairs and Housing has produced its “More Homes, More Choice: Ontario’s Housing Supply Action Plan”, and has given royal assent to Bill 108 (More Homes, More Choice Act, 2019) to address housing supply, housing variety and affordability; And Whereas, the City of Pickering has commenced a Strategic Plan Review that includes redefining its urban/living boundaries;

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And Whereas, the Provincial Government amended the Growth Plan to permit some additional options for urban area boundary expansions, and to allow upper and single-tier municipalities to request alternative intensification targets to address, among other matters, greater housing supply, and affordability;

And Whereas, proposed amendments to the Provincial Policy Statement will allow consideration of market demands and needs in determining housing options, as a strategy to provide a more diverse range of grade related homes;

And Whereas, the Region of Durham is currently undertaking a municipal comprehensive review of its settlement areas, including a land needs assessment as required by the Growth Plan for the Greater Golden Horseshoe;

And Whereas, on February 27, 2019, Durham Regional Council commented on Amendment 1 to the Growth Plan for the Greater Golden Horseshoe 2017 in support of a minimum density of 50 persons and jobs per gross hectare for new greenfield developments, and a region-wide intensification target of a minimum 45% within the existing built boundary;

And Whereas, the City of Pickering supports the Region’s comments on Amendment 1 to the Growth Plan;

Now therefore be it resolved that the Council of the Corporation for the City of Pickering request that the Region of Durham in their review include:

1. All lands within the City of Pickering meet the following criteria:

 Lands not restricted by availability of servicing

 Lands that do not comprise a Specialty Crop Area  Lands that are not within a Natural Heritage System

 Lands not located in the Moraine Natural Core and Linkage Areas

 Lands experiencing growth pressures and or with locations in the white belt that are appropriate for growth and can achieve a healthy, connected, thriving and complete community For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 [email protected] Council Meeting Agenda September 23, 2019 Council Chambers 7:00 pm

 Lands that have existing or planned infrastructure to support and accommodate growth

2. That the Region of Durham be requested to seek approval of the Minister of Municipal Affairs and Housing to an alternate intensification rate of 45% for Durham Region that will enable greater flexibility to provide a more diverse range of grade related housing mix; 3. That City staff be directed to report back to Planning & Development Committee in the first quarter of 2020 outlining a process develop an age friendly housing strategy, including changes to Pickering’s Official Plan and any required secondary plan reviews of those lands in Pickering that meet the stated criteria of recommendation #1; and, 4. That a copy of this resolution be forwarded to the Premier of Ontario, Durham Region MPPs, all Durham Regional Municipalities, and the Region of Durham.

11. By-laws

11.1 By-law 7710/19 270

Being a By-law to amend Restricted Area (Zoning) By-law 3037, as amended, to implement the Official Plan of the City of Pickering, Region of Durham, in Part of Lots 19 and 20, Concession 3, Now Parts 1 to 5, 40R-28547, City of Pickering (A 05/17).

By-law approved by LPAT decision PL171399 – no action required. By- law being assigned a number for record-keeping purposes in accordance with the Tribunal Order.

11.2 By-law 7711-19 281

Being a By-law to appoint Sotirios Mangas as a Municipal Law Enforcement Officer for the purpose of enforcing the by-laws of The Corporation of the City of Pickering.

11.3 By-law 7712/19 283

Being a By-law to establish Part of Lot 27, RCP 818, designated as Part 6, 40R-30489, as public highway. For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 [email protected] Council Meeting Agenda September 23, 2019 Council Chambers 7:00 pm

11.4 By-law 7713/19 286

Being a By-law to amend Restricted Area Zoning By-law 7553/17, as amended, to implement the Pickering Official Plan, Region of Durham, South Part of Lots 20 to 23, Concession 1, City Centre Neighbourhood, City of Pickering (A 06/19). [Refer to Item 8.2 PLN 20-19]

11.5 By-law 7714/19 263

Being a by-law to authorize the Centennial Park Picnic Shelter and Amenities project in the City of Pickering and the issuance of debentures in the amount of $358,000.00. [Refer to Item 9.2 ENG 09-19]

12. Confidential Council – Public Report

13. Other Business

14. Confirmation By-law

15. Adjournment

For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 [email protected] Special Planning & Development Committee Meeting Minutes Monday, June 24, 2019 Council Chambers – 6:30 pm Chair: Councillor Ashe

No disclosures of interest were noted.

2. Delegations

Delegates who registered to speak are noted later in the meeting.

3. Information Reports

Councillor Ashe, Chair, gave an outline of the requirements for a Statutory Meeting under the Planning Act. He outlined the notification process procedures and also noted that if a person or public body does not make oral or written submissions to the City before the by-law is passed, that person or public body are not entitled to appeal the decision of City Council to the Local Planning Appeal Tribunal (LPAT), and may not be entitled to be added as a party to the hearing unless, in the opinion of LPAT, there are reasonable grounds to do so.

1 - 1 - Special Planning & Development Committee Meeting Minutes Monday, June 24, 2019 Council Chambers – 6:30 pm Chair: Councillor Ashe

Catherine Rose, Chief Planner, appeared before the Committee to act as facilitator for the Information Reports portion of the meeting, explaining the process for discussion purposes as well as the order of speakers.

3.1 Information Report No. 13-19 Zoning By-law Amendment Application A 06/19 City Initiated: City Facilities and Pickering Town Centre Joint Venture – Select Lands East and West of Glenanna Road in the City Centre

A public information meeting was held under the Planning Act, for the purpose of informing the public with respect to the above-noted application.

N. Surti, Manager, Development Review & Urban Design, appeared before the Committee to provide an overview of the City initiated joint venture for the City Centre. Through the aid of a Power Point presentation, he provided background information on the downtown Pickering vision for intensification, to be a sustainable accessible and distinct city centre for all residents. He outlined approved Official Plan amendments which authorized staff to finalize the City Centre Urban Design Guidelines and introduced new designations and policies. He outlined the current policy framework and zoning for the subject lands and stated that the Zoning By- law approved in 2017 introduced new zone categories permitting a broader range of uses as well as new development standards to regulate the size, location, massing and height of buildings.

Mr. Surti also noted that during the development of the City Centre vision, a unique opportunity was presented with the closure of Sears and relocation of the theatres which offered further opportunities for the redevelopment of the City Centre. Mr. Surti concluded his presentation by providing a summary of the public comments received to date.

T. Prevedel, Chief Administrative Officer, appeared before the Committee to provide background information on the proposed development noting it began two years ago and included previous Council approvals to proceed with a study to create a new landmark for Pickering. He noted that the report being presented tonight deals only with City of Pickering and the Pickering Town Centre lands and stated that the comments received to date were enthusiastic. Mr. Prevedel stated that the report outlines the challenges involved and noted that staff were currently working on outstanding items as well as a business case which would be presented to Council on July 22, 2019.

2 - 2 - Special Planning & Development Committee Meeting Minutes Monday, June 24, 2019 Council Chambers – 6:30 pm Chair: Councillor Ashe

Dayna Gilbert, CAPREIT (Canadian Apartment Properties Real Estate Investment Trust), appeared before the Committee and referred to a map that outlined the property adjacent to the proposed development which is owned by CAPREIT and includes five apartment buildings. She provided an overview of the current zoning on the lands, noting a need to create a Block Plan and stated that during the past year, multiple meetings had taken place regarding the proposed City Centre development. Ms. Gilbert stated they will be looking at impacts of the development on their property, but expressed their concerns to ensure the block is done comprehensively, so that there is access and connectivity from their property to the new development and that their tenants’ rights are protected. She stated they will be submitting more formal comments to the City but that they are looking to move forward and work with the City as expeditiously as possible.

George Buckles, Vice-President, Cushman & Wakefield, appeared before the Committee and provided background information on their company, noting they have worked with PTC for over 20 years and have seen numerous changes over that time period. He stated that while the closure of Sears was unfortunate, it has freed up 10 acres in which to better utilize and urbanize the Pickering Town Centre. He outlined the layout of the proposed development which would include a theater, library, double gym and senior/youth centre. He stated this was an exciting opportunity and that they would continue to work with CAPREIT to integrate their ideas into the development.

Aline Revoy, 1200 The Esplanade North, Pickering, appeared before the Committee to express concerns over the proposed height of the condominium units, noting views from the Esplanade as well as Valley Farm will be affected. She questioned why the large jump in the number of storeys, noting this would not fit in with the look of the community.

Barbara Cooney, 1000-1712 The Esplanade North, Pickering, appeared before the Committee noting concerns that the Consultant’s report prepared by JKO Planning Services, lacked comments with respect to infrastructure, public/private transportation, education, garbage and the existing dangerous traffic conditions on Glenanna Road. She also noted that residents of existing surrounding condominiums are already penalized in regards to taxes, as they do not receive the same services as single dwellings. Ms. Cooney raised further concerns regarding the environmental impacts and lack of greenspace, reduction of the carbon footprint, and the problems with on-going construction over the next number of years which could potentially lower existing property values. 3 - 3 - Special Planning & Development Committee Meeting Minutes Monday, June 24, 2019 Council Chambers – 6:30 pm Chair: Councillor Ashe

Tom Shanahan, 1525-410 Diefenbaker, Pickering, appeared before the Committee in support of progress and the redevelopment of the City Centre. He noted that progress is relentless and while it may be difficult, it needs to be professionally addressed in a respectful manner. He encouraged residents to embrace change and not to let fear restrict growth.

Steve Gilchrist, 155-1995 Royal Road, Pickering, appeared before the Committee, in opposition to the current zoning. He discussed the benefits of retail over residential and questioned the need for a seniors centre, gym and library in such close proximity to existing services. He questioned the development charges for the proposed new buildings and widening of Glenanna Road and the costs that would be incurred for services that are not needed. Mr. Gilchrist raised further questions regarding use of the existing space in the empty Sears store at the Pickering Town Centre and whether that space could be utilized instead of building new structures. He noted that condominiums over retail would not be in the best interest of the community, and also noted commercial tax would be much higher than residential. He stated that there was a need for balance noting that this was not the best use of City lands and that it was providing a benefit to a private land owner. He urged the Committee to reject the proposal and come back with an alternate one.

Patty Rowl, 1880-524 Valley Farm Road, Pickering, appeared before the Committee, noting her opposition to the proposed height of the condominium towers. She stated this would create shadowing, loss of sight lines and sunlight and questioned the need for such a drastic change in height.

Ian Robertson, 893 Modlin Road, Pickering, appeared before the Committee stating this development would set a precedent for all builders. He noted that consideration should be given with respect to heights, as problems can arise with wind tunnels, heating, lightning storms and high snowfalls.

Robert Crowder, 1540-504 Pickering Parkway, Pickering, appeared before the Committee and stated the importance of relaying information to citizens on development impacts such as shadowing, potential costs involved with parking at new facilities, City facilities constructed on privately owned lands and play areas around the proposed new signature building to enable citizens to relay concerns to their Councillors so they can make informed decisions. 4 - 4 - Special Planning & Development Committee Meeting Minutes Monday, June 24, 2019 Council Chambers – 6:30 pm Chair: Councillor Ashe

Deborah Kent, 908 Lynx Avenue, Pickering, appeared before the Committee, noting a discrepancy in the map attached, which did not include the AVIVA retirement home. She questioned where residential parking would be, the height of the office tower as well as the connectivity between AVIVA and the new complex. She noted the need to offset the buildings to avoid wind tunneling and a need for heated walkways to allow for continued pedestrian access through harsh winter months. Ms. Kent also questioned the flight path with a proposed airport, and the power source for the new development with the future closure of the Pickering Nuclear Generating Station. Ms. Kent concluded her delegation by stating that there was a need to ensure that green space was included in the development and that it brings in real jobs.

Greg Fernandes, 582 Rainy Day Drive, Pickering, appeared before the Committee in support of evolving progress but stressed it needed to be done in a controlled manner, noting the need for a cost analysis and the effect on property taxes. He stated he would support future casino funds being used for this project and questioned why the City would give a percentage of casino revenue to the Durham Region when it could be used for initiatives such as this proposed development. Mr. Fernandes raised further questions as to whether existing structures could be utilized to avoid the need for new buildings and whether the building heights could be lowered.

Richard Kane, 1535-207 Diefenbaker Court, Pickering, appeared before the Committee in opposition to the proposed building heights, noting concerns with wind tunneling and the effects on the area, as well as parking, infrastructure and traffic with an influx of new residents. He questioned where the energy would come from to support the new development as well as the timing of crosswalks to provide more time for pedestrians to safely cross streets.

Heather Robinson, Pickering Resident, appeared before the Committee, quoting a CBC news article from April 2017 that discussed the effects of strong wind gusts with tall towers and various multiple phenomenas which can occur at once. She noted the article indicated solutions such as the installation of awnings and podiums to the building’s design, noting it was a shared responsibility to come up with solutions. Members requested Ms. Robinson provide a copy of the article to the City Clerk for circulation to Members of Council.

It was the consensus of the Committee to take a short recess. 5 - 5 - Special Planning & Development Committee Meeting Minutes Monday, June 24, 2019 Council Chambers – 6:30 pm Chair: Councillor Ashe

Committee recessed at 8:05 p.m. and reconvened at 8:10 p.m.

Eileen Higdon, 852 Fairview Avenue, Pickering, appeared before the Committee and stated that she thought the development was exciting but that the change in building heights was concerning as well as the minimal parking that would be available for the number of residential units.

Marie Hardie-Beaudoin, 734 Leaside Street, Pickering, appeared before the Committee and stated that the proposal was exciting but that it was not considering age-friendly communities or striving toward such a community. She further stated the need to look at the proposed footprint and work this into the planning process noting that development seemed to be dictating the agenda. Ms. Hardie-Beaudoin raised concerns regarding environmental impacts and the proximity of the development to Frenchman’s Bay as well as the need to incorporate a vision as part of climate change. She further relayed comments regarding the disruption of major construction which brings about noise and dust issues and asked Committee to strongly consider the impacts of the development to taxpayers.

Abigail Sampson, 822 Bem Avenue, Pickering, appeared before the Committee, noting her concerns for the existing residents living in the area. She noted the importance for the City to provide as much information as possible during public engagement.

Napoleon Costaneda, 1400-711 The Esplanade North, Pickering, appeared before the Committee, and stated he was in agreement with previous concerns noted by residents. He also questioned security and how the City proposed to handle a potential increase in crime, as well as issues pertaining to garbage, traffic, bike lanes and the safety of cyclists.

John Fahey, 1400 The Esplanade North, Pickering, appeared before the Committee in support of the Civic Centre redevelopment, noting the potential is here to capture an urban oasis. He stated that while intensification must happen, it is currently unsafe for cyclists. Mr. Fahey further noted the need to look at interconnectivity.

Sid Cocker, 1000 The Esplanade North, Unit 1012, Pickering, appeared before the Committee, questioning the increase in building height, noting that he felt most residents were opposed to this. He noted he had supported the original plan, but that this one is currently overboard.

6 - 6 - Special Planning & Development Committee Meeting Minutes Monday, June 24, 2019 Council Chambers – 6:30 pm Chair: Councillor Ashe

There were no further delegations.

Councillor Ashe, Chair, summarized the concerns raised by residents during the meeting as follows:

 Building height and the impact on shadowing  Transportation network  Occupancy yields  Tax rates  Environmental impacts/climate change  Greenspace  Maintaining retail/development charges  Wind tunnels  Parking  Housing mix  Flight path with proposed airport  Crime  Garbage  Need for a business case

Discussion ensued with Members of the Committee requesting that staff provide clarification on how parking would be accommodated and that underground parking have a direct access onto Pickering Parkway and Kingston Road as opposed to internal roadways, cost analysis, density comparisons as well as rental components with a broader incorporation of CAPREIT lands and how the age-friendly community would be addressed.

4. Adjournment

Moved by Mayor Ryan Seconded by Councillor McLean

That the meeting be adjourned.

Carried

Meeting adjourned at 8:35 pm

7 - 7 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

Mayor Ryan called the meeting to order and led Council in the saying of the Invocation.

2. Disclosure of Interest

No disclosures of interest were noted.

3. Adoption of Minutes

Resolution # 102/19

Moved by Councillor Butt Seconded by Councillor Brenner

In Camera Council Minutes, May 27, 2019 Council Minutes, May 27, 2019 1 - 8 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

Executive Committee Minutes, June 17, 2019 Planning & Development Committee Minutes, June 17, 2019

Carried

4. Presentations

There were no presentations.

5. Delegations

5.1 Carion Fenn, Carion Fenn Foundation Re: Durham Mental Health Day, October 10, 2019

Carion Fenn, President & CEO of Carion Fenn Foundation appeared before Council to provide an overview of their foundation, and was joined by Billie Jane Bolton-Rojo, Aisha Francis and Olga Syka, Members of the Foundation.

Through the aid of a Power Point presentation, they provided an overview of the Foundation, a registered charity that promotes health and wellness. The presenters outlined the various types of mental health they support, as well as the awareness and support programs available. They noted the impact mental illness has on families, the community as well as the workplace.

In closing, Ms. Fenn noted that Durham Mental Health Day will be held on October 10, 2019 and thanked Mayor and Council for issuing the first proclamation in recognition of Mental Health Day.

5.3 Paul White, Fairport Beach Neighbourhood Association Re: Notice of Motion Review and Update of Property Standards By-law

Paul White, 507 Cliffview Road, Pickering, appeared before Council in support of the Notice of Motion for a review and update of the Property Standards By-law. Through the aid of a PowerPoint presentation, he provided Council with a number of photos outlining the condition of vacant lots on Cliffview Drive that are pending development. He indicated the lots have become a dump site, with various items of garbage, tree stumps, brush and other debris along with deep ruts left by heavy equipment. He stated that the City of Pickering has two relevant 2 - 9 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

by-laws that could deal with and enforce regular maintenance of such lots, but that they were not being utilized. He noted that complaints resulted in little feedback with no sufficient resolution. Mr. White recommended that the by-laws contain short form wording, that fines be increased, that a review of the zoning by-laws be undertaken, that the City contract out inspectors to address staffing concerns and that there be more response to complaints received by the City.

5.2 Catherine Reidt Re: Neighbourhood Noise Concerns

Catherine Reidt, 1744 Finch Avenue, Pickering, appeared before Council to express her concerns relating to constant noise emanating from a car dealership in their neighbourhood. She stated that the issues are a result of their intercom system and activating of car horns to locate vehicles in the lot. She noted the noise can be heard with all windows and doors closed, and noted the negative impacts of excessive noise on health and quality of life. She stated that they have sought support from City By-law and approached the dealership directly, with no solutions. She noted that the dealership had made some adjustments, but more could be done. She respectfully requested that Council recognize a need for action and look into current by-laws to increase effectiveness and enforcement.

6. Correspondence

6.1 Corr. 16-19 Gary Carr, Regional Chair, Halton Region Re: Bill 108 – Proposed More Homes, More Choice Act

Resolution # 103/19

Moved by Councillor Ashe Seconded by Councillor McLean

That Corr. 16-19, dated May 31, 2019, from Gary Carr, Regional Chair, Halton Region, regarding Bill 108 – Proposed More Homes, More Choice Act be endorsed.

Carried

3 - 10 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

6.2 Corr. 17-19 Alexander Harras, Manager of Legislative Services/Acting Clerk, Town of Ajax Re: Regional Government Review

Resolution # 104/19

Moved by Councillor Ashe Seconded by Councillor McLean

That Corr. 17-19, dated May 23, 2019, from Alexander Harras, Manager of Legislative Services/Acting Clerk, Town of Ajax, regarding the Regional Government Review be endorsed.

Carried

6.3 Corr. 18-19 June Gallagher, Deputy Clerk, Municipality of Clarington Re: Central Lake Ontario Conservation Authority - Funding

Resolution # 105/19

Moved by Councillor Ashe Seconded by Councillor McLean

That Corr. 18-19, from June Gallagher, Deputy Clerk, Municipality of Clarington, regarding Central Lake Ontario Conservation Authority – Funding be endorsed.

Carried

6.4 Corr. 19-19 Debbie Leroux, Deputy CAO/Director of Legislatives Services/Clerk, Township of Uxbridge Re: 2022 Ontario Summer Games

Resolution # 106/19

Moved by Councillor Ashe Seconded by Councillor McLean

4 - 11 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

That Corr. 19-19 received from Debbie Leroux, Deputy CAO/Director of Legislatives Services/Clerk, Township of Uxbridge, regarding 2022 Ontario Summer Games be endorsed.

Carried

7. Report EC 2019-06 of the Executive Committee held on June 17, 2019

7.1 Director, Community Services, Report CS 06-19 Beverage Supply Agreement Renewal – Coca-Cola Canada Bottling Limited

Council Decision:

1. That the Mayor and City Clerk be authorized to execute a Beverage Supply Agreement with Coca-Cola Canada Bottling Limited as set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, Community Services and the Director, Corporate Services & City Solicitor; and,

2. That the appropriate City officials be authorized to take the necessary actions as indicated in this report.

7.2 Director, Community Services, Report CS 08-19 Quotation No. Q-7-2019 Supply and Delivery of Road Grader with Attachments

Council Decision:

1. That Quotation No. Q-7-2019 submitted by Toromont CAT in the amount of $361,823.10 (HST excluded) be accepted;

2. That the total gross project cost of $410,555.00 (HST included), including the amount of the quotation, optional equipment (Automated Grade Control system) and other associated costs, and the total net project cost of $369,717.00 (net of HST rebate) be approved;

3. That the Director, Finance & Treasurer be authorized to finance the total net project cost in the amount of $369,717.00 as follows:

5 - 12 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

a) the sum of $350,000.00, as provided for in the 2019 Capital Budget, be increased to $369,000.00, to be financed by the issue of debentures by the Regional Municipality of Durham over a period not to exceed five years;

b) the balance sum of $717.00 to be funded from property taxes;

c) the annual repayment charges in the amount of approximately $81,150.00 be included in the annual Current Budget for the City of Pickering commencing 2019, or such subsequent year in which the debentures are issued, and continuing thereafter until the debenture financing is repaid, and any financing cost to be paid out of the Current Budget; and,

d) the Treasurer be authorized to make any changes, adjustments, and revisions to amounts, terms, conditions, or take any actions necessary in order to effect the foregoing;

4. That the draft By-law attached to this report be enacted; and,

5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in the report.

7.3 Director, Community Services, Report CS 24-19 Gingerbread Co-operative Nursery School (Pickering) Inc. License Agreement Renewal

Council Decision:

1. That the Mayor and City Clerk be authorized to execute a License Renewal Agreement with Gingerbread Co-operative Nursery School (Pickering) Inc. as set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, Community Services and the Director, Corporate Services & City Solicitor; and,

2. That the appropriate City officials be authorized to take the necessary actions as indicated in this report.

6 - 13 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

7.4 Director, Community Services, Report CS 30-19 Community Festivals and Events – Approval of Christmas Market in Esplanade Park

Council Decision:

1. That Council authorize staff to issue a park permit for the use of Esplanade Park by Graymatter Marketing Solutions from Friday, November 29 to Saturday, November 30, 2019 (inclusive) for a Christmas Market, on terms and conditions satisfactory to Director, Community Services and Chief Administrative Officer; and,

2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

7.5 Director, Engineering Services, Report ENG 07-19 Amendment to Traffic and Parking By-law 6604/05 Inclusion of New Roads and Traffic Controls, Kindwin Subdivision

Council Decision:

1. That the attached draft by-law be enacted to amend Schedule “2”, Schedule “5”, Schedule “6”, Schedule “7”, Schedule “9” and Schedule “10” to By-law 6604/05 to provide for the regulation of stopping and parking on highways or parts of highways under the jurisdiction of the Corporation of the City of Pickering, specifically to provide for the inclusion of new roads and traffic controls into the Traffic and Parking By-law; and,

2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

7.6 Director, Engineering Services, Report ENG 08-19 Amendments to Traffic and Parking By-law 6604/05 – Various Locations

Council Decision:

1. That the attached draft by-law be enacted to amend Schedule “1”, Schedule “2”, Schedule “6”, Schedule “7”, and Schedule “14”, to By- law 6604/05 to provide for the regulation of stopping and parking on highways or parts of highways under the jurisdiction of the 7 - 14 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

Corporation of the City of Pickering, specifically to provide for stopping restrictions on Sheppard Avenue, parking restrictions on Bainbridge Drive, an all-way stop at the intersection of Pine Grove Avenue and Woodview Avenue, and Community Safety Zones on Toynevale Road and on Rosebank Road; and,

2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

7.7 Director, City Development & CBO, Report PLN 15-19 Sustainable Pickering Year-in-Review

Council Decision:

That Report PLN 15-19 be received for information.

7.9 Director, Finance & Treasurer, Report FIN 09-19 Investment Portfolio Activity for the Year Ended December 31, 2018 Ontario Regulation 438/97 under the Municipal Act, 2001

Council Decision:

It is recommended that report FIN 09-19 of the Director, Finance & Treasurer, regarding Investment Portfolio Activity for the Year Ended December 31, 2018, be received for information.

7.10 Director, Finance & Treasurer, Report FIN 11-19 Annual Indexing – Development Charges and Seaton Financial Impacts Agreement

Council Decision:

1. That Report FIN 11-19 of the Director, Finance & Treasurer be received;

2. That effective July 1, 2019 as provided for in By-law No. 7595/17, the Development Charges (the “DCs”) referred to in Schedule “C” of that By-law be increased by 5.2 percent;

3. That effective July 1, 2019 as provided for in By-law No. 7595/17, the DCs referred to in Schedule “D” of that By-law be increased by an annual indexing of 5.2 percent; 8 - 15 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

4. That effective July 1, 2019 the payments related to “10 per cent Soft Services” as provided for by the Seaton Financial Impacts Agreement (FIA) dated November 26, 2015 be increased by an annual indexing of 5.2 per cent; and,

5. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report.

7.11 Director, Finance & Treasurer, Report FIN 12-19 Universal City One Developments Inc. – Request to Defer Payment of Development Charges

Council Decision:

1. That Report FIN 12-19 of the Director, Finance & Treasurer be received;

2. That, pursuant to By-law 7595/17:

a) the request by Universal City One Developments Inc. to defer the payment of the City’s share of Development Charges in the amount of approximately $1,739,400 to the earlier of: (i) six months after the commencement of foundation construction at 1474 Bayly Street, Pickering or (ii) when above grade construction at the said address is commenced, be approved;

b) that the requirements of Section 14(2) of By-law 7595/17 be waived accordingly and that the date of issuance of the final building permit will determine the applicable Development Charge rate and, if the final building permit is issued before July 1, 2019, that the payment of Development Charges will be based on the current rate plus interest, be approved;

c) that Universal City One Developments Inc., be required to enter into a Development Charge Deferral Agreement with the City on terms satisfactory to the Director, Finance & Treasurer and the Director, Corporate Services & City Solicitor; and,

3. That the appropriate officials of the City of Pickering be authorized to give effect thereto.

9 - 16 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

7.12 Director, Finance & Treasurer, Report FIN 13-19 2019 Final Tax Due Date for Commercial, Industrial, and Multi- Residential Realty Tax Classes

Council Decision:

1. That Report FIN 13-19 of the Director, Finance & Treasurer be received;

2. That the Director, Finance & Treasurer be authorized to issue the final 2019 Tax Bills for Commercial, Industrial and Multi-Residential properties with a due date of September 26, 2019;

3. That the Director, Finance & Treasurer be authorized to make any changes or undertake any actions necessary, including altering the due date, in order to ensure that the tax billing process is completed and in order to comply with Provincial Regulations;

4. That the draft By-law attached to this report be enacted; and,

5. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report.

Resolution # 107/19

Moved by Councillor Pickles Seconded by Councillor Butt

That Report EC 2019-06 of the Executive Committee meeting held on June 17, 2019 be adopted, save and except Item 7.8, Report FIN 08-19.

Carried

7.8 Director, Finance & Treasurer, Report FIN 08-19 2018 Year End

A brief discussion period ensued with staff responding to questions raised with respect to the possibility of changing the appointment term of the auditor from 3 years to 1 year. It was noted that a new financial system was in the process of being implemented and that it would be preferable to retain the existing auditor for at least 2 years and after that time, staff could proceed with an RFP to investigate the available options. 10 - 17 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

Resolution # 108-19

Moved by Councillor McLean Seconded by Councillor Brenner

1. That the Report to the Executive Committee on the 2018 audit as submitted by Deloitte LLP (Deloitte) be received for information;

2. That the 2018 draft Audited Consolidated Financial Statements for the City of Pickering be approved; and,

3. That Deloitte LLP be reappointed to provide external auditing services to the City of Pickering for a 3 year term.

Carried

8. Report PD 2019-05 of the Planning & Development Committee held on June 17, 2019

8.1 Director, City Development & CBO, Report PLN 16-19 Proposed Telecommunication Tower Shared Network Canada Part of Lot 14, Concession 9, Now Parts 2 to 4, Plan 40R-20211 (2170 Ninth Concession Road) Installation #66

This item was referred back to staff at the Planning & Development Committee meeting held on June 17, 2019.

8.2 Director, City Development & CBO, Report PLN 17-19 Official Plan Amendment OPA 18-004/P Zoning By-law Amendment Application A 09/18 Trillium Housing Oak Non-Profit Corporation Part of Lot 18, Concession 3, Part 1, 40R-29457 (Southeast Corner of William Jackson Drive and Earl Grey Avenue)

Council Decision:

1. That Official Plan Amendment Application OPA 18-004/P, submitted by Trillium Housing Oak Non-Profit Corporation, to re-designate the lands located on the southeast corner of William Jackson Drive and 11 - 18 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

Earl Grey Avenue from “Urban Residential Areas – Medium Density Areas” to “Urban Residential Areas – High Density Areas” to allow a maximum site density of 161 units per net hectare in order to facilitate a residential condominium development consisting of 264 stacked units, be approved, and that the draft by-law to adopt Amendment 37 to the Pickering Official Plan as set out in Appendix I to Report PLN 17-19 be forwarded to Council for enactment;

2. That Zoning By-law Amendment Application A 09/18, submitted by Trillium Housing Oak Non-Profit Corporation, to facilitate a residential condominium development consisting of 264 stacked units on lands located on the southeast corner of William Jackson Drive and Earl Grey Avenue, be endorsed subject to the provisions contained in Appendix II to Report PLN 17-19, and that staff be authorized to finalize and forward an implementing Zoning By-law Amendment to Council for enactment;

3. That Informational Revision 25 to the Pickering Official Plan Duffin Heights Neighbourhood Map 25 to delete the symbol for a “Proposed Separate Elementary School”, as set out in Appendix III, be approved; and,

4. That the changes to the Duffin Heights Neighbourhood Development Guideline Figure A – Tertiary Plan, as shown on Appendix IV to Report PLN 17-19, to delete the “Future Elementary School”, be approved.

8.3 Director, City Development & CBO, Report PLN 18-19 Comprehensive Zoning By-law Review Work Program

Council Decision:

1. That Council endorse the Work Program for Pickering’s Comprehensive Zoning By-law Review and authorize staff to proceed as outlined in Appendix I to Report PLN 18-19; and,

2. That Council authorize staff to prepare and release a Request for Proposal to retain external planning consultants to assist with the completion of Phase 1 of the Comprehensive Zoning By-law Review as outlined in Appendix II to Report PLN 18-19, and report back to Council on the hiring recommendation.

12 - 19 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

Resolution # 109/19

Moved by Councillor Pickles Seconded by Councillor Butt

That Report PD 2019-05 of the Planning & Development Committee meeting held on June 17, 2019 be adopted.

Carried

9. Reports – New and Unfinished Business

9.1 Director, Corporate Services & City Solicitor, Report LEG 06-19 Strategic Plan Proposal of Planning Solutions Inc.

A brief discussion ensued with staff providing clarification on timelines for stages 1 and 2 of the work plan.

Further discussion ensued regarding the need to be flexible in the implementation of the Plan as the City embarks on various projects and the need for these projects to feed into the Strategic Plan.

Resolution # 110/19

Moved by Councillor Butt Seconded by Councillor Brenner

1. That the Proposal of Planning Solutions Inc. dated June 13, 2019 be received for information;

2. That the two stage strategic planning process described in the Proposal be endorsed, inclusive of: (a) A Stage I Workplan which recognizes the City’s existing capital projects and goals; and (b) A Stage II Strategic Plan which will establish a vision and long term goals for the City, including a vision for the City’s future growth areas;

3. That the strategic planning process be inclusive, involving Council, City staff, community partners, agencies, organizations, residents, businesses, landowners and other stakeholders; and,

13 - 20 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report.

Carried

9.2 Director, Engineering Services, Report ENG 06-19 Consultant Selection for Stormwater Management Facilities Asset Management Plan Proposal No. RFP-3-2019

Resolution # 111/19

Moved by Councillor Pickles Seconded by Councillor Cumming

1. That Proposal No. RFP-3-2019 – Stormwater Management Facilities Asset Management Plan, submitted by The Municipal Infrastructure Group Limited in the amount of $235,966.60 (HST included) be accepted;

2. That the total gross project cost of $332,082.00 (HST included), including the proposal amount, a contingency and other associated costs, and the total net project cost of $299,050.00 (net of HST rebate) be approved;

3. That Council authorize the Director, Finance & Treasurer to fund the total net project cost of $299,050.00 by a transfer from the Federal Gas Tax Reserve Fund; and,

4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

Carried

9.3 Director, Finance & Treasurer, Report FIN 14-19 Provincial Audit and Accountability Fund

Discussion ensued with staff providing clarification on the areas of focus in the revised report.

14 - 21 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

Further discussion ensued regarding the funds being offered by the Province to undertake an audit and clarification that the intent was not to dissect the operations or budget of the City but rather assistance to help find efficiencies.

Resolution # 112/19

Moved by Councillor Cumming Seconded by Councillor Butt

1. That Report FIN 14-19 of the Director, Finance & Treasurer be received;

2. That staff be directed to submit an Audit and Accountability Fund: Expression of Interest for grant funding to the Ministry of Municipal Affairs and Housing Central Region by June 30, 2019 deadline;

3. That Council grant the Chief Administrative Officer and the Director, Finance & Treasurer the authority to single source a third party consulting engagement in accordance with the City’s Purchasing Policy Item 10.03 and not to exceed $100,000 should the City of Pickering’s request for funding be approved by the Ministry of Municipal Affairs and Housing; and,

4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report.

Carried Unanimously on a Recorded Vote

10. Motions and Notice of Motions

10.1 Review and Update of Property Standards By-law

Discussion ensued with respect to the need to be pro-active regarding property standards concerns, as some residents may fear reporting issues.

Members questioned whether the revised by-law would take into consideration work done by contractors on City boulevards and whether Canada Post could have accommodations for residents to place flyers in order to avoid having them litter the streets.

15 - 22 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

Resolution # 113/19

Moved by Councillor Brenner Seconded by Councillor Cumming

Whereas the City of Pickering adopted Property Standards By-law 5943/02 on January 21, 2002, enabling Property Standards Officers to enforce the By-law;

Whereas the By-law grants authorization to any employee, agent, inspector or Officer of the City, and/or any Health Inspector to act as an assistant to the City of Pickering’s Property Standards Officers for the purpose of enforcement; Whereas residents in the City of Pickering have voiced frustrations to elected Officials of the noticeable deterioration of conditions on construction sites and/or occupied residential sites; Whereas municipalities have implemented models as to how they enforce property standards; and,

Whereas research has supported the “Broken Window Theory: the concept of each problem that goes unattended in a given environment affects people’s attitude towards the environment and leads to more problems.” Now Therefore be it resolved that: 1. Council direct City staff through the CAO, to commence a review of By-law 5943/02; 2. Review best practices from other GTA municipalities as to their By-laws and methods of enforcement, including an integrated team approach; 3. Consult with the City of Pickering’s Property Standards Committee; 4. Report back to Council on an amended By-law no later than the October 21, 2019 Council meeting; and, 5. Staff be instructed to commence enforcement as permitted in the current By-law Part VII, Section 127-131, in response to complaints.

16 - 23 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

Carried

11. By-laws

11.1 By-law 7698/19

Being a By-law to authorize the Supply and Delivery of One New Latest Model Year Road Grader with Attachments project in the City of Pickering and the issuance of debentures in the amount of $369,000.00.

11.2 By-law 7699/19

Being a By-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property.

11.3 By-law 7700/19

11.4 By-law 7701/19

Being a by-law to exempt Blocks 224 to 264, Plan 40M2625, Pickering from the part lot control provisions of the Planning Act.

11.5 By-law 7702/19

Being a By-law to exempt Blocks 83 to 106, 116, 117, 177 and 178, Plan 40M-2632, from the part lot control provisions of the Planning Act.

11.6 By-law 7703/19

Being a By-law to exempt Block Q, Plan M-15, Pickering, from the part lot control provisions of the Planning Act.

17 - 24 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

11.7 By-law 7704/19

Being a By-law to Establish the 2019 Final Property Tax Due Date for the Commercial, Industrial and Multi-Residential Tax Classes.

11.8 By-law 7705/19

Being a By-law to adopt Amendment 37 to the Official Plan for the City of Pickering (OPA 18-004/P).

11.9 By-law 7706/19

Being a By-law to amend Restricted Area (Zoning) By-law 3037, as amended, to implement the Official Plan of the City of Pickering, Region of Durham, being Part of Lot 18, Concession 3, Part 1, 40R-29457, City of Pickering (A 09/18).

11.10 By-law 7707/19

Being a By-law to amend Zoning By-law 7553/17, as amended, to remove the holding provision “H6” (A 09/19).

Resolution # 114/19

Moved by Councillor McLean Seconded by Councillor Cumming

That By-law Nos. 7698/19 through 7707/19 be approved.

Carried

13. Other Business

13.1 Staff were requested to look into the audio system in the Council Chambers over the summer months to explore opportunities to improve the effectiveness of the system.

18 - 25 - Council Meeting Minutes Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting

14. Confirmation By-law

By-law Number 7708/19

Councillor McLean, seconded by Councillor Butt moved for leave to introduce a By-law of the City of Pickering to confirm the proceedings of June 24, 2019.

15. Adjournment

Moved by Councillor Pickles Seconded by Councillor Cumming

That the meeting be adjourned.

Carried

The meeting adjourned at 9:43 pm

Dated this 24th day of June, 2019.

Mayor David Ryan

Susan Cassel, City Clerk

19 - 26 - Special Council Meeting Minutes Monday, July 22, 2019 Council Chambers 9:30 am

Present: Mayor David Ryan Councillors: K. Ashe M. Brenner S. Butt I. Cumming B. McLean D. Pickles Also Present: T. Prevedel - Chief Administrative Officer K. Bentley - Director, City Development & CBO P. Bigioni - Director, Corporate Services & City Solicitor B. Duffield - (Acting) Director, Community Services J. Eddy - Director, Human Resources M. Gadzovski - (Acting) Director, Engineering Services S. Karwowski - Director, Finance & Treasurer C. Rose - Chief Planner S. Cassel - City Clerk J. Yoshida - Deputy Fire Chief M. Guinto - Manager, Public Affairs & Corporate Communication F. Jadoon - Manager, Economic Development & Strategic Projects V. Plouffe - Manager, Facilities Capital Projects N. Surti - Manager, Development Review & Urban Design L. Harker - Deputy Clerk

1. Disclosure of Interest

No disclosures of interest were noted.

2. Matters for Consideration

2.1 Chief Administrative Officer, Report CAO 07-19 New Pickering City Centre Memorandum of Understanding (“MOU”)

Tony Prevedel, Chief Administrative Officer, appeared before Council to provide an overview of Reports CAO 07-19 and FIN 15-19. He noted the importance and significance of the City Centre Project and stated that there has been a high

- 27 - Special Council Meeting Minutes Monday, July 22, 2019 Council Chambers 9:30 am degree of interest in the Project thus far. Mr. Prevedel indicated that the Memorandum of Understanding included in Report CAO 07-19 is not a binding document, but one that will serve as the basis for negotiation and completion of the binding agreements that would shape and define the various aspects of the City Centre Project. He indicated that funding for the project will come from casino revenues, assessment growth and development charges and noted that there may be further opportunities for funding through sponsorship programs.

Stan Karwowski, Director, Finance & Treasurer, appeared before Council to provide a high level financial analysis for the City Centre Project which included a best case, most likely, and worst case scenario. Mr. Karwowski provided an explanation of the proposed multi-year financial plan and assumptions, and indicated that the casino revenues will be utilized to pay for the capital costs associated with the Project and that tax levies will be utilized for the operating costs of the new municipal facilities. He noted that the estimate for casino revenues was conservative, as there is no history to calculate from, and further noted that a conservative approach had been taken overall when conducting the financial stress test. Mr. Karwowski provided a handout to Members of Council, which provided further details on the development charges funding, calculation for the proposed bridge link between the new library and seniors centre and the Library development charges funding.

A question and answer and discussion period ensued between Members of Council and Staff regarding:

 connectivity of the buildings in the City Centre and the importance of a pedestrian friendly environment that offers walkability without the need to go outside;  the maximization of commercial spaces and clarification as to their proposed locations;  concerns regarding the ingress and egress of the parking garage and the need to consider the in/out access on a main road such as Kingston Road;  whether the City Centre Project would utilize all of the casino revenues and whether funds would still be available for other City initiatives;  the importance of having an appraiser to ensure fair valuation of the lands associated with the Project;  the additional operating savings that will be experienced through the closure of the East Shore Community Centre and the redirection of these savings to the operating costs associated with the new facilities;  the proposed management fee of 4.5% and whether there was the possibility to negotiate and lower these fees;  the availability of various government grants for the City Centre project;

- 28 - Special Council Meeting Minutes Monday, July 22, 2019 Council Chambers 9:30 am

 the City owned lands along the Esplanade South and the possibility of building the City Centre there instead of on the Pickering Town Centre (PTC) lands;  impacts on the tax levy outside the City Centre Project should Council direct an increase in the City’s service levels for future budget years;  the number of seats proposed in the performing arts theatre and whether this capacity could be increased to accommodate larger and more significant events;  the underground parking garage, including the number of floors and parking spaces proposed, whether any soil testing had been conducted to date and the breakdown of the associated costs that would be covered by the City and PTC as well as the sharing of parking revenues;  the design of the proposed City facilities and the work done thus far with staff noting that design experts had been engaged to ensure that the best designs were developed for the needs of each specific facility;  if Ajax will be contributing revenues from the Casino to the Region of Durham;  the importance of a third party peer review to ensure that the City was not paying too much with a request that staff provide information to Council on the peer review(s) conducted to date;  whether the Durham West Arts Centre (DWAC) will be initiating a fundraising campaign to contribute to the art centre;  the unknown impacts of Bill 108 as it relates to development charges;  the cost of debt per capita and the average across the GTA in relation to the proposed cost per capita for the residents of Pickering; and,  timelines for reports back to Council on the City Centre Project and target dates for commencement of the Project.

Council implored Staff to consider the comments noted throughout the meeting so that they could be addressed in future reports regarding the City Centre Project.

Resolution #115/19

Moved by Councillor Pickles Seconded by Councillor Butt

1. That the draft Memorandum of Understanding dated July 16, 2019 regarding the construction of new City facilities and the transfer of certain parcels of land (Attachment No. 1 to this Report) be endorsed;

2. That City staff be directed to negotiate binding agreements to govern all of the issues set out in the Memorandum of Understanding, and that such binding agreements be brought to Council for final approval; and,

- 29 - Special Council Meeting Minutes Monday, July 22, 2019 Council Chambers 9:30 am

3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this Report.

Carried Unanimously on a Recorded Vote

2.2 Director, Finance & Treasurer, Report FIN 15-19 Civic Centre Project & Multi-Year High Level Financial Analysis

Resolution #116/19

Moved by Councillor Pickles Seconded by Councillor Butt

1. That Report FIN 15-19 of the Director, Finance & Treasurer be received;

2. That Council direct staff to proceed with the Civic Centre project based on a fixed price contract model that includes the construction of the following: Senior & Youth Centre approximately (63,000 square feet); Performing Arts Centre (approximately 37,000 square feet); Central Library (approximately 43,000 square feet with a roof terrace), underground parking (350 spots), associated landscaping and the required relocation of services: sanitary sewers, storm sewers, utilities and water mains;

3. a) That Council direct that for financial planning purposes, the total cost of the Civic Centre project be $124,054,246 (net HST) excluding the costs for the bridge link between the Library and Seniors Centre, the relocation of service costs and any related fees and if the total contract price increases over 2 per cent, further Council approval is required to proceed;

b) That the total cost of the bridge link noted above, at $5,375,357 be added to the total project cost within the report with appropriate DC funding, and that staff make appropriate adjustments to the financial plan;

4. That Council approve to single source the construction of the Civic Centre municipal buildings, underground parking lot and the relocation of services to Pickering Town Centre/OPB Realty;

- 30 - Special Council Meeting Minutes Monday, July 22, 2019 Council Chambers 9:30 am

5. That Council direct that the cost sharing principles for the relocation of services and oversizing of pipes be based on the principle that the direct benefiting property owners are responsible for their proportionate share of costs;

6. That Council endorse the principle for financial planning purposes for the existing term of Council that Casino revenues are to be first applied to fund the construction and related servicing costs for the Civic Centre project and the remaining funds are to be transferred to operational capital reserves or reserve funds (vehicle, major equipment, facilities, roads and bridges, stormwater) that in-turn reduces the City’s use of five year internal loans and eventually all internal loans;

7. That Council authorize staff to apply to all major senior government grants that are available and applicable, under the grants criteria, and that the Arts Centre project be designated as the top grant candidate;

8. That the Director, Finance & Treasurer be authorized to begin the process to amend the Development Charges By-law 7595/17 to increase the development charge fees that are required to fund the development charges share of the Civic Centre project based on the financial plan and that Council approve the engagement of the firm Watson & Associates Economists Ltd. to undertake this work;

9. That Council approve the additional fees as proposed by Sabourin Kimble & Associates Ltd. in the amount of $380,000 plus HST for an increase in scope to undertake the necessary project management, detailed design, utility relocation coordination and the transportation planning for phase 1 in accordance with the purchasing policy 10.03 (c), as the assignment is above $50,000;

10. That Council approve the total revised gross project consulting cost for Sabourin Kimble & Associates Ltd. in the amount of $994,400 (including HST), and the total revised net project cost of $895,488 (net of HST rebate) to be funded from the Rate Stabilization Reserve;

11. That Council lift the hold on the hiring of the Manager, Arts Centre position and that staff initiate the process of hiring for the position as identified in the 2019 budget; and,

12. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report.

Carried Unanimously on a Recorded Vote

- 31 - Special Council Meeting Minutes Monday, July 22, 2019 Council Chambers 9:30 am

2.3 Chief Administrative Officer, Report CAO 06-19 Municipal Servicing 407 Corridor Lands Phase One Tender No. T-12-2019

Resolution #117/19

Moved by Councillor Ashe Seconded by Councillor Brenner

1. That Tender No. T-12-2019 Municipal Servicing 407 Corridor Lands Phase One as submitted by TACC Construction Ltd. in the total tendered amount of $6,702,841.28 (HST included) be accepted;

2. That Council approve the hiring of Sabourin, Kimble & Associates Ltd. to provide contract administration and inspection services and other associated costs in the amount of $365,000.00 (HST excluded) for Tender No. T-12-2019 Municipal Servicing 407 Corridor Lands Phase One, in accordance with Purchasing Policy 10.03 (c) as the assignment is over $50,000.00;

3. That the total gross project cost of $9,029,319.00 (HST included), including the tendered amount and other associated costs, and the total net project cost of $8,131,181.00 (net of HST rebate) be approved;

4. That Council authorizes the Director, Finance & Treasurer to front fund the total net project cost in the amount of $8,131,181.00 as follows:

a) the sum of $7,625,722.00 as approved for in the 2019 Finance and Taxation Capital Budget to be funded by Third Party Contribution Reserve Fund;

b) the sum of $400,000.00 as provided for in the 2019 Finance and Taxation Capital Budget be increased to $505,459.00 to be funded by a transfer from the Rate Stabilization Reserve;

c) the Treasurer be authorized to make any changes, adjustments, and revisions to amounts, terms, conditions, or take any actions necessary in order to effect the foregoing;

5. That Council direct staff to fully recover all front funding costs less City’s share of $505,459.00 from Kubota and future benefiting land owners;

- 32 - Special Council Meeting Minutes Monday, July 22, 2019 Council Chambers 9:30 am

6. That the City’s recoverable costs be subject to annual indexing to take effect July 1st and that the non-residential building construction price index be used for purposes of indexing or a rate of 2 per cent, whichever is higher; and,

7. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

Carried

3. Confirmation By-law

By-law Number 7709/19

Councillor McLean, seconded by Councillor Cumming moved for leave to introduce a By- law of the City of Pickering to confirm the proceedings of July 22, 2019.

Carried

4. Adjournment

Moved by Councillor McLean Seconded by Councillor Cumming

That the meeting be adjourned.

Carried

The meeting adjourned at 11:20 am.

Dated this 22nd day of July, 2019.

David Ryan, Mayor

Susan Cassel, City Clerk

- 33 - Executive Committee Meeting Minutes September 9, 2019 Council Chambers – 2:00 pm Chair: Councillor Butt

Present: Mayor David Ryan Councillors: K. Ashe M. Brenner S. Butt I. Cumming B. McLean D. Pickles Also Present: T. Prevedel - Chief Administrative Officer K. Bentley - Director, City Development & CBO P. Bigioni - Director, Corporate Services & City Solicitor M. Carpino - Director, Community Services J. Hagg - Fire Chief R. Holborn - Director, Engineering Services S. Cassel - City Clerk M. Guinto - Manager, Public Affairs & Corporate Communications J. Halsall - Manager, Budgets & Internal Audit F. Jadoon - Manager, Economic Development & Strategic Projects S. Milton - Manager, Recreation Services T. Ryce - Supervisor, Cultural Services S. Muir - Coordinator, Corporate Communications & Community Engagement L. Harker - Deputy Clerk Due to a family matter, Councillor Brenner was unable to Chair the Executive Committee Meeting. Councillor Butt assumed the Chair with the understanding that Councillor Brenner would assume the Chair at the Planning & Development Committee meeting to be held at 7:00 pm. 1. Disclosure of Interest

No disclosures of interest were noted.

2. Delegations

There were no delegations.

3. Matters for Consideration

3.1 Chief Administrative Officer, Report CAO 08-19 - 1 - - 34 - Executive Committee Meeting Minutes September 9, 2019 Council Chambers – 2:00 pm Chair: Councillor Butt

Continuation of City of Pickering Magazine

A brief question and answer period ensued regarding the costs of the magazine and whether they had been borne by taxpayers. Staff confirmed that no tax dollars were used to fund the magazine.

It was requested that staff consider including a notation in future issues, displayed in a prominent location, to make readers aware of how the magazine is funded.

Recommendation:

Moved by Councillor Pickles Seconded by Councillor Cumming

1. That Council approve, in principal, the continued production and municipal- wide distribution of the Your City magazine, on an as-needed basis going forward;

2. That Council approve, in principal, to retain Graymatter Marketing Solutions for the project management of the magazine; and,

3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report.

Carried

3.2 Director, Community Services, Report CS 10-19 Tender for Pickering Recreation Complex Heating Boiler System Replacement Tender No. T-26-2019

Recommendation:

Moved by Mayor Ryan Seconded by Councillor Cumming

1. That Tender No. T-26-2019 submitted by Mapleridge Mechanical Contracting Inc., in the amount of $304,468.33 (HST included) be accepted;

- 2 - - 35 - Executive Committee Meeting Minutes September 9, 2019 Council Chambers – 2:00 pm Chair: Councillor Butt

4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

Carried

3.3 Director, Community Services, Report CS 21-19 Quotation No. Q-15-2019 Supply & Delivery of Four One-Ton Dump Trucks with 12’ Aluminum Dump Body

Recommendation:

Moved by Mayor Ryan Seconded by Councillor Cumming

1. That Quotation No. Q-15-2019, submitted by Donway Ford Sales Ltd., in the amount of $220,724.00 (HST excluded) be accepted;

3. That the Director, Finance & Treasurer be authorized to finance the total net project cost of $260,578.00 as follows:

a) the sum of $192,945.00 as provided for in the Capital Budget from Development Charges Roads & Related;

b) the sum of $67,633.00 as provided for in the Capital Budget from the Vehicle Replacement Reserve fund; and,

4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

Carried

3.4 Director, Community Services, Report CS 28-19 Volunteer Policy Approval

Recommendation: - 3 - - 36 - Executive Committee Meeting Minutes September 9, 2019 Council Chambers – 2:00 pm Chair: Councillor Butt

Moved by Councillor Pickles Seconded by Councillor Brenner

1. That Council approve the Volunteer Policy as set out in Attachment 1, subject to minor revisions deemed acceptable to the Director, Community Services; and,

2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

Carried

3.5 Director, Community Services, Report CS 32-19 Quotation No. Q-16-2019 Quotation for the Supply & Delivery of Four Pick-Up Trucks and Three SUVs

Recommendation:

Moved by Mayor Ryan Seconded by Councillor Cumming

2. That the total gross project cost of $325,363.00 (HST included) including other associated costs and that the total net project cost of $288,792.00 (net of HST rebate) be approved;

3. That the Director, Finance & Treasurer be authorized to finance the total net project cost of $288,792.00 from the Vehicle Replacement Reserve; and,

4. That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report.

Carried

3.6 Director, Finance & Treasurer, Report FIN 16-19 2018 Building Permit Stabilization Reserve Fund

Recommendation: - 4 - - 37 - Executive Committee Meeting Minutes September 9, 2019 Council Chambers – 2:00 pm Chair: Councillor Butt

Moved by Councillor Pickles Seconded by Councillor Brenner

That Report FIN 16-19 of the Director, Finance & Treasurer be received for information.

Carried

4. Other Business

4.1 Councillor Brenner gave notice that he would be presenting two Notices of Motion with regards to Growth Management and Housing Options at the September 23rd Council meeting.

5. Adjournment

Moved by Councillor Cumming Seconded by Councillor Brenner

That the meeting be adjourned.

Carried

The meeting adjourned at 2:03 pm.

- 5 - - 38 - Planning & Development Committee Meeting Minutes September 9, 2019 Council Chambers – 7:00 pm Chair: Councillor Brenner

No disclosures of interest were noted.

2. Delegations

2.1 Geoffrey Grayhurst, President, Dorsay Development Corporation James Miner, Chief Executive Officer, Sasaki Re: Vision for a Proposed New Community in Northeast Pickering

Geoffrey Grayhurst, President, Dorsay Development Corporation and James Miner, Chief Executive Officer, Sasaki, withdrew their delegation and did not appear before the Committee.

2.2 Dayna Gilbert, Director of Development, CAPREIT Re: Report PLN 20-19, Zoning By-law Amendment Application, A 06/19

Dayna Gilbert, Director of Development, CAPREIT, was heard under Item 4.2, Report PLN 20-19.

1 - 39 - Planning & Development Committee Meeting Minutes September 9, 2019 Council Chambers – 7:00 pm Chair: Councillor Brenner

2.3 Steve Gilchrist Re: Report PLN 20-19, Zoning By-law Amendment Application, A 06/19

Steve Gilchrist, was heard under Item 4.2, Report PLN 20-19.

2.4 Gregory Fernandes Re: Report PLN 20-19, Zoning By-law Amendment Application, A 06/19

Gregory Fernandes was not in attendance and did not make a delegation before the Committee.

3. Information Reports

Councillor Brenner, Chair, gave an outline of the requirements for a Statutory Meeting under the Planning Act. He outlined the notification process procedures and also noted that if a person or public body does not make oral or written submissions to the City before the By-law is passed, that person or public body are not entitled to appeal the decision of City Council to the Local Planning Appeal Tribunal (LPAT), and may not be entitled to be added as a party to the hearing unless, in the opinion of LPAT, there are reasonable grounds to do so.

C. Rose, Chief Planner, appeared before the Committee to act as facilitator for the Information Reports portion of the meeting, explaining the process for discussion purposes as well as the order of speakers.

3.1 Information Report No. 14-19 Zoning By-law Amendment Application A 07/19 Draft Plan of Subdivision Application SP-2019-02 Oak Hill Developments Ltd. and White-Pine General Contractors Ltd. Lot 60 and 61, Plan 418 (467 and 471 Rosebank Road)

A public information meeting was held under the Planning Act, for the purpose of informing the public with respect to the above-noted application.

Cody Morrison, Planner II, appeared before the Committee to provide an overview of Zoning By-law Amendment Application A 07/19. Through the aid of a PowerPoint presentation, Mr. Morrison provided an overview of the subject lands, noting that this application is for a residential development, a new public road, and the extension of Gilmoss Road.

Steve Edwards, Planner, GHD, appeared on behalf of the applicant and acknowledged that they would continue to work with City Staff on the 2 - 40 - Planning & Development Committee Meeting Minutes September 9, 2019 Council Chambers – 7:00 pm Chair: Councillor Brenner

neighbourhood guidelines to keep with the surrounding area. Mr. Edwards noted that the Dunn Avenue extension was not proposed with this development, and that he was available to answer any questions.

Bill Trapper, 520 Gilmoss Road, appeared before the Committee in opposition to the application. Mr. Trapper expressed his concern due to the fact that there is no cul de sac proposed and questioned whether this was a requirement on a dead end road. He also expressed concerns regarding the number of proposed lots on the property and the ability for snow plows to clear the snow on the road in front of his property.

Brett Barrer, 529 Gilmoss Road, appeared before the Committee and stated that the development does not fit with the current neighbourhood, and that the proposal for 11 homes on 150 feet of frontage is too dense. He stated that there is no snow removal or garbage pickup on this section of the street, and that the development property has not been well-maintained. He raised further concerns regarding access for emergency vehicles and Gilmoss Road not being fully extended.

Paula MacDonald, 379 Rosebank Road, appeared before the Committee expressing concerns regarding the potential increase in traffic, and emergency vehicles being unable to access the area due to the lack of a cul de sac. She raised further concerns about the precedent the infill development would set for the future.

There were no further delegations from the public.

A discussion period ensued with Members of Council requesting that the applicant ensure traffic concerns were addressed and the lack of services are discussed with the Region of Durham. It was also requested that Staff follow up regarding the property standards concerns noted on the property, and that Staff address the issue of street connections as it pertains to the Planning Act so that residents were informed.

4. Planning & Development Reports

4.1 Director, City Development & CBO, Report PLN 19-19 Zoning By-law Amendment Application A 02/19 2545633 Ontario Inc. Pt Lot 6, Plan 585, Now Pt 11, Plan 40R-2633 (2620 Brock Road)

Recommendation: 3 - 41 - Planning & Development Committee Meeting Minutes September 9, 2019 Council Chambers – 7:00 pm Chair: Councillor Brenner

Moved by Councillor Ashe Seconded by Councillor Butt

Carried

4.2 Director, City Development & CBO, Report PLN 20-19 Zoning By-law Amendment Application A 06/19 City Initiated: City Facilities and Pickering Town Centre Joint Venture Select Lands East and West of Glenanna Road in the City Centre - REVISED

Dayna Gilbert, Director of Development, CAPREIT, appeared before the Committee to express CAPREIT’s desire to continue to collaborate with the Pickering Town Centre and the City of Pickering as it pertains to the draft block plan and the new City Centre. Ms. Gilbert expressed that they wanted to ensure the collaboration looked at the plans in a holistic manner so that the necessary road and pedestrian connections to CAPREIT’s property were included.

A brief question and answer period ensued with Members of Council questioning what CAPREIT’s future plans are for their property, and how they plan to continue to protect the interests of their tenants. Ms. Gilbert stated that they had opportunities to build on other sections of their lands so that tenants could be transitioned from one building to another. She also responded to questions regarding how they are ensuring accessibility compliance, and the number of rental units owned by CAPREIT in the GTA.

Steve Gilchrist appeared before the Committee expressing concerns regarding the method of disposal of the City-owned lands and questioned what benefits were being realized by the Developer. He noted that this project is a duplication of services already present in the area and the lack of detailed studies that showed operating costs of the new proposed City facilities. Mr. Gilchrist questioned why the specific amount of development charges was not included in the Report and why Section 37 of the Planning Act was not utilized for this development. He concluded with questions pertaining to the number of children who would reside in the new community and whether there had been any consideration for the need 4 - 42 - Planning & Development Committee Meeting Minutes September 9, 2019 Council Chambers – 7:00 pm Chair: Councillor Brenner for new schools and stated that if needed, the associated costs should be borne by the developers, not the taxpayers.

A brief question and answer period ensued regarding a business case estimate and peer review of costs, with City Staff advising Council that these would be provided to Council prior to the September 23, 2019 Council Meeting.

Kyle Bentley, Director, City Development & CBO, provided an overview of the chronology of events that led to Report PLN 20-19. He noted that through the Provincial Growth Plan, the City Centre location was identified as a location of growth and intensified development. With the aid of a PowerPoint presentation, Mr. Bentley provided an overview of the proposed buildings and building heights in the development.

Tony Prevedel, Chief Administrative Officer, advised the Committee that Staff are currently working on the details of the Memorandum of Understanding between the City of Pickering and OPB Realty Inc, owners of the Pickering Town Centre. He stated that the particulars of the financial aspects of the development were presented to Council in July through report FIN 15-19 and that the costs would be realized through assessment growth, development charges and casino revenues.

A question and answer period ensued between Members of Council and Staff regarding:

 comparisons between the current zoning and proposed zoning outlined in Attachments #4 and #5 of Report PLN 20-19, and how these models demonstrate the differences in densities and visual sight lines through the use of taller, slender buildings;  clarification on the floor space index being proposed;  cost of servicing for the current and proposed zoning;  how this project addresses the intensification requirements of the Province;  property evaluation/appraisal of the City owned lands on the south side of The Esplanade South and the need to ensure the City is getting fair value;  the maintenance requirements of each property and who will be responsible;  the underground parking structure and associated costs to the City as well as the need to consider conducting soil samples to determine if there are any issues that need to be addressed;  mitigation measures for wind effects to ensure pedestrian comfort and safety;  concerns regarding adequate commercial and retail space;  clarification of the various mixed residential uses in the proposed development and the size of the rental units in the main tower building;

5 - 43 - Planning & Development Committee Meeting Minutes September 9, 2019 Council Chambers – 7:00 pm Chair: Councillor Brenner

 concerns regarding building heights and whether the Developer would be amenable to a reduction in height; and,  timelines for reports back to Council on the various stages of the City Centre Project and target dates for commencement of construction.

Recommendation:

Moved by Mayor Ryan Seconded by Councillor Cumming

1. That City Initiated Zoning By-law Amendment Application A 06/19 to amend City Centre Zoning By-law 7553/17, as amended, be approved, to:

a) introduce new definitions for Net Floor Area and Floor Space Index;

2. Further, that the draft zoning by-law amendment to implement Zoning By-law Amendment Application A 06/19, as set out in Appendix I to Report PLN 20-19, be forwarded to Council for enactment.

Carried on a Recorded Vote as Follows

Yes No Councillor Ashe Councillor McLean Councillor Brenner Councillor Butt Councillor Cumming Councillor Pickles Mayor Ryan

6 - 44 - Planning & Development Committee Meeting Minutes September 9, 2019 Council Chambers – 7:00 pm Chair: Councillor Brenner

5. Other Business

5.1 Councillor McLean requested that Staff look into the costs and the ability to prioritize the installation of sidewalks at Dixie Road and Glendale Drive and Dixie Road to Merritton Road due to there currently being none there.

5.2 Councillor McLean requested that Staff provide Council with guidelines regarding the timing and enforcement for putting up election signs for the upcoming Federal Election.

6. Adjournment

Moved by Mayor Ryan Seconded by Councillor Cumming

That the meeting be adjourned.

Carried

The meeting adjourned at 9:26 pm.

7 - 45 - Corr. 20-19

July 3, 2019

The Honourable Doug Ford, Premier of Ontario Legislative Building Queen's Park Toronto ON M7A 1A1

Dear Premier:

Please be advised that Brantford City Council at its meeting held June 25, 2019 adopted the following:

Endorsement of LUMCO Resolution regarding Retail Cannabis Stores

A. THAT the Association of Municipalities of Ontario (AMO) and the Premier of Ontario be advised that Brantford City Council ENDORSES the following Resolution adopted by LUMCO (Large Urban Mayors Caucus of Ontario) at its May 24, 2019 Meeting:

WHEREAS in April 2017, the Federal Government introduced Bill C-45, The Cannabis Act, and Bill C-46, An Act to Amend the Criminal Code, outlining plans to legalize, regulate and restrict access to cannabis in Canada; and

WHEREAS the Province of Ontario responded with corresponding legislation, the Cannabis Control Act, 2017, the Ontario Cannabis Retail Corporation Act, 2017, the Cannabis License Act, 2018, and Bill 36- Cannabis Statue Law Amendment Act, 2018; and

WHEREAS collectively, this legislation created a regulatory regime effective October 17, 2018 that allows Ontario residents who are 19 years of age or older to: 1. Purchase recreational cannabis online through the Ontario Cannabis Store 2. Possess up to 30 grams of cannabis 3. Grow up to four (4) cannabis plants per household 4. Purchase cannabis from a provincially approved private retail supplier as of April 1, 2019; and

WHEREAS municipalities across Ontario were given until January 22, 2019 to choose if retail cannabis stores will be prohibited within their borders and those that "opted out" may at a later date by resolution of their respective Council, lift the prohibition and permit them in the future; and

CITYCLERK'S OFFICE City Hall, 100 Wellington Square, Brantford, ON N3T 2M2 P.O Box 818, Brantford, ON N3T 5R7 Phone: (519) 759-4150 - Fax:46 (519) - 759-7840 www.brantford.ca 2

WHEREAS Ontario Regulation 468/18 permits limited municipal regulatory control over location and zoning, licensing and spatial separation to sensitive land uses other than a school as defined by the Education Act;

NOW THEREFORE BE IT RESOLVED THAT the Large Urban Mayors Caucus of Ontario (LUMCO) recommends that additional local regulatory controls be approved by the Province of Ontario around retail cannabis stores that would: A. Provide a municipality with the unrestricted ability to control the location of retail cannabis stores through zoning; and, B. In the alternative to A; 1) Limit the concentration and number of cannabis retail stores in any one municipality by introducing a minimum distance separation measure between retail stores (minimum 500 metres); and, 2) That cannabis stores be restricted to a Commercial Zone or Area which permits retail stores; and 3) Clearly defining sensitive land uses, in addition to schools, which would be impacted by having a retail cannabis store located adjacent to them. Such other sensitive land uses would include, but not be limited to, day cares, colleges and universities, community centres, nursing homes, libraries and actively programmed municipal parks; and, 4) That the current minimum distance separation of 150 meters from a cannabis retail store to a school be increased to a minimum of 500 metres from any sensitive land use to be defined as noted in paragraph 3 above; and C. That all municipalities that have approved retail cannabis stores to be located in their jurisdictions receive 50% of ALL excise tax collected by the Province of Ontario on the sale of cannabis; not limited to revenues in excess of $100 million; and

THAT upon adoption of this Resolution by LUMCO, it be presented to all Ontario Municipal Councils with a request to endorse and that the municipally adopted resolutions then be forwarded to the Association of Municipalities of Ontario (AMO) and the Premier of Ontario's office;

Further, THAT members of the LUMCO Retail Cannabis Committee request a meeting with Minister Doug Downey regarding this resolution and to also request the AMO Board add this topic as an agenda item for discussion at the August 2019 AMO Annual Conference

.8. THAT a copy of this Resolution BE FORWARDED to the MP and MPP Brantford-Brant, the Federation of Canadian Municipalities (FCM) and other municipalities in the Province of Ontario.

- 47 - 3

Your attention with regard to this important matter is most appreciated.

Yours truly,

Char ene Touzel City Clerk cc Association of Municipalities of Ontario Phil McColeman, MP, Brantford-Brant Will Bouma, MPP, Brantford-Brant Federation of Canadian Municipalities Other Municipalities in the Province of Ontario

- 48 - Corr. 21-19

THE CORPORATION OF THE CITY OF STRATFORD Resolution: Opposition to Changes in 2019 Provincial Budget and Planning Act

WHEREAS on April 11, 2019, the Provincial government tabled a new budget, some of which represents a significant shift in priorities, with direct implications to the City of Stratford and municipalities across Ontario;

AND WHEREAS this shift in priorities will put disproportionate pressure on municipal governments to either fully fund Provincially discontinued programs or partially supplement programs and services at current service levels;

AND WHEREAS the City of Stratford recognizes that the Government of Ontario announced in May 2019 that it will reverse mid-year cuts to critical services of public health, childcare and ambulance services and requests an opportunity to work collaboratively to find solutions that will work for all partners and protect services prior to drafting 2020 budgets;

AND WHEREAS previous legislation that abolished the OMB and replaced it with LPAT received unanimous – all party support as all parties recognized that local governments should have the authority to uphold their provincially approved Official Plans and community driven planning;

AND WHEREAS in the spirit of working together for the benefit of all Ontario residents, Stratford City Council opposes the upcoming changes to the Planning Act as municipalities were not consulted and afforded an opportunity to provide feedback;

AND REQUESTS a meeting with MPP Pettapiece, the Minister of Municipal Affairs and other related ministries on the effects of downloading onto municipal governments;

AND THAT this resolution be forwarded to all municipalities in Ontario and to AMO. ------

The Corporation of the City of Stratford, P.O. Box 818, Stratford ON N5A 6W1 Attention: City Clerk, 519-271-0250 ext 235, [email protected]

“Community Excellence with Worldwide Impact” - 49 - Corr. 22-19 Memo

To: Mayor Ryan and August 14, 2019 Members of Council

From: Marisa Carpino Director, Community Services

Copy: Chief Administrative Officer City Clerk Supervisor, Museum Services

Subject: Pickering Museum Village Policy - Repeal of Pickering Museum Village Policy (CUL 060) & Pickering Museum Village Procedure (ADM 040-001) File: A - 1100

Pickering Museum Village Policy (CUL 060) originated on May 30, 2011 and was updated on December 11, 2017. The policy was enacted as a compliance measure to meet the Ontario Community Museum Standards established by the Province of Ontario. The Pickering Museum Village participates in the Community Museum Standards program, and receives annual operating funding of approximately $39,000 from the Community Museum Operating Grant (CMOG) program.

Over the past several years, CMOG has introduced requirements for museums to have “standards-specific” policies for areas such as collections management, exhibitions management, interpretation and education, research, conservation, and community relations, which includes volunteer management and human resources. For this reason, PMV have since created and introduced the Collections Development and Management Policy (CUL 010); Exhibit Policy (CUL 050); Interpretation and Programming Policy (CUL 040); Research Policy (CUL 040); and, Conservation Policy (CUL 020). Community Relations will be guided by the Volunteer Policy (under development), and the Pickering Museum Village strategic plan.

As a result of these new “standards-specific” policies, the overarching Pickering Museum Village Policy (CUL 060) and its supporting Pickering Museum Village Procedure (ADM 040-001) are now redundant. Therefore, it is recommended that Pickering Museum Village Policy (CUL 060) and Procedure (ADM 040-001) be repealed.

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Attachment Pickering Museum Village Policy (CUL 060) Pickering Museum Village Procedure (ADM 040-001)

- 50 - P1CKER1NG Policy

Policy Title: Pickering Museum Village Policy CULPolicy 060 Number

ADMReference - 040 Boards and MayDate 30,Originated 2011 (m/d/y) DateDecember Revised 11, (m/d/y)2017 27Pages Committees Policy FIN - 030 Financial Control Policy City Policy and Procedure Manual, Vol. 2 (Human Resources Policies and Procedures) "Standards for Community Museums in Ontario," Government of Ontario, Ministry of Tourism and Culture, 2006 "Ethics Guidelines," Canadian Museum Association, 1999. "Code of Ethics and Guidance for Practice," The Canadian Association for Conservation of Cultural Property and The Canadian Association of Professional Conservators, 2009 Occupational Health & Safety Act, 2011 Council Resolution #373/17

Approval: Chief A.min" Jrativ ier Supervisor,Point of Contact···· Cult.u.ral Services � ew 1,1/"},fA'fP

Policy Objective This Policy document outlines processes that comply with the Ministry of Tourism, Culture and Sport's standards for community museums in Ontario, and addreSl'>!=!.l> areasJhatdo not have an associated Pickering Museum Village (hereinafter referred to as the "PMV") policy or procedure as PMV staffwork through a transition from procedure to policy. When the transition is . completed, this document will be replaced with policies and procedures that reflect all required standard areas,. and all current PMV functions. (Governance; Finance,,Commuriity, Exhibition, Interpretation and Education, Human Resources, Collections Development and Managl:l.ment,

- 51 - Conservation, Research), as well as Volunteers. Amendments will be recommended to existing City of Pickering policies and procedures that ensure museum-specific operational issues and needs are covered that also comply with Ministry requirements.

Index Page

01 Definitions 2-5

02 PMV Mandate, Vision, Mission, and Values 5-6

03 Governance Procedures 6

04 Finance 6-7

05 Community 7-11

06 Exhibition 11

07 Interpretation and Education 11-13

08 Human Resources 14-17

09 Collection Management Procedure 17-20

10 Conservation Procedure 20-25

11 Volunteer Procedure 25-27

12 Research Procedure 27

01 Definitions

01.01 Access - The ability of all users, whether members of the public, staff, or volunteers, to participate in the use of the PMV and its collections for enjoyment and edification.

01.02 Accessibility - The municipality's responsibility to make its services and activities inclusive for all persons with disabilities.

01.03 Accessioning - The process of taking physical possession and title of the object and documenting the acquisition.

01.04 Acquisitions - Objects that the museum has legal ownership and control over and are generally made by acceptance of donation, purchases or field collecting.

Policy Title: Pickering Museum Village Policy Page 2 of 27 Policy Number: CUL 060 - 52 - 01.05 Active Display - Any living history exhibit or demonstration during which equipment may be operational (e.g., spinning, cooking, steam threshing, etc.), or movement or action is required by the presenter or visitor.

01.06 Active Volunteer - One who participates in mandatory training seminars as required and attends a minimum of 1 event/activity in a 1-year period.

01.07 Artifact - An object created or produced by humans, that has cultural significance to Pickering. It may be used in exhibition, explanation, or research, and is held in trust for the public for future generations to appreciate and learn from. An artifact may be a building, an object including furniture, tools, vehicles, household or personal items, textiles, books or paper records.

01.08 Cataloguing - A process that identifies and records essential information and identifiable characteristics, pertaining to an object, allowing ii to be categorized according to Chenhall's System of Classification in order that the data may be effectively retrieved and the object accurately interpreted.

01.09 Chenhall's Nomenclature - A universally accepted classification system with identifying terms that enable curators, registrars, and cataloguers to precisely and accurately describe material culture, and to ensure that there is standardized understanding of terminology among museum staff and volunteers working with the artifact collections, and also between museums nationally and internationally to enable the sharing of information and cultural objects. In-house use of this system also creates standardization of cataloguing for staffand volunteers at PMV, ensuring that record keeping is accurate, and complete.

01.10 Collections Sub-Committee - A sub-committee of the Pickering Museum Village Advisory Committee.

01.11 Condition Report- A document that provides a detailed description of an object's physical and chemical status, and its overall stability, and exhibition and storage requirements.

01.12 Conservation Treatment - Slowing or reversing deterioration or damages acquired by an artifact or building.

01.13 Contextual Exhibits - Those artifacts on display in the heritage buildings that have been selected to illustrate, in context, the daily life in homes, businesses, and institutions and on farms within the former boundaries of Pickering Township.

01.14 Core Collection - Contains artifacts that have a specific association with ( or in some cases are typically used by) a person, place or event within Pickering Township that would have been used between 1810 and 1920. Artifacts in this collection are reserved for research and display under controlled conditions.

Policy Title: Pickering Museum Village Policy Page 3 of 27 Policy Number: CUL 060 - 53 - 01.15 Deaccessioning - The process of permanently removing an artifact from the core collection.

01.16 Disposal - The physical removal or reassignment of an object in the collection.

01.17 Education Collection - Contains objects available for the purpose of interactive displays and demonstrations which could result in deterioration or damage through use.

01.18 Education Program - Refers to programs designed specifically for school children, and include on-site tour programs and "heritage to go" outreach programs.

01.19 Exhibits - Refer to on-site living history displays in heritage buildings, temporarygallery exhibits, off-site displays, travelling exhibits on loan, and living history presentations and demonstrations.

01.20 Inactive Volunteer - A volunteer who has had no contact or participation with PMV. After 1 year they will be removed from the active volunteer list.

01.21 Incoming Loans - Objects that are temporarily accepted into a museum from another institution and do not involve any change or promise of change in ownership. These objects receive the same level of care as the museum's own collection.

01.22 On Leave - Refers to a planned absence of a volunteer agreed to by the Event & Volunteer Programmer and the volunteer, and is no longer than 1 year in length. This leave may be taken at the volunteer's discretion for any reason including bereavement, study, illness, stress, and family needs.

01.23 Outgoing Loans - Objects that are temporarily released from a museum's collection (or other owner) to another institution and do not involve any change or promise of change in ownership.

01.24 Preventative Conservation - A strategy that details all actions taken to impede deterioration of artifacts and buildings, or to protect them from potential damage. Preventative measures include environmental monitoring and control where objects are stored or displayed; avoiding, monitoring, recording, and treating pest infestations; and practising comprehensive housekeeping routines.

01.25 Public Program - Registered programs, guest presentations, workshops and foodways programming developed for the public of all ages, requiring registration or reservation booking, taking place on-site or as off-site outreach.

01.26 Repatriation - The process of returning an artifact to a museum or donor with which it has stronger provenance or rightful ownership.

Policy Title: Pickering Museum Village Policy Page 4 of 27 Policy Number: CUL 060 - 54 - 01.27 Skills - Refers to skills development training designed to acquaint volunteers and staffwith heritage activities, chores, jobs, and handicrafts to enable them to build a knowledge base for interpretation.

01.28 Special Event - An annual function, or a one-time function such as a dramatic production, exhibit opening, grand opening, seasonal celebration, or other thematic occurrence that meets the PMV Statement of Purpose.

01.29 Temporary Exhibits - Displays developed to more deeply interpret a PMV theme or focus, and can reach a broader audience by travelling to an off-site location, or be installed in the Temporary Gallery space for a set length of time.

01.30 Treatment Report - A detailed description of conservation treatments performed on an artifact to stabilize, and/or counteract deterioration sustained by the artifact.

02 PMV Mandate, Vision, Mission, and Values

02.01 As approved by Mayor and Council in September 2011, PMV governing statements are as follows:

Vision Engaging communities through innovative, fun and vibrant living history

Mission Pickering Museum Village welcomes our guests to explore and experience our cultural heritage; we dedicate our buildings, artifacts, and programs to inspire a broader appreciation and understanding of life in our communities from 1810 to 1920.

Mandate • Collecting, preserving, documenting, housing, exhibiting, and interpreting pertinent artifacts • Researching and documenting historical informationsupporting the township's material and social culture • Developing programs responsive to the needs of the community • Recruiting and retaining quality staff and volunteers • Maximizing the utilization of community organizations and associations

Values • Accuracy of interpretation • Access to all • Welcoming guest experience • Respectful

Policy Title: Pickering Museum Village Policy Page 5 of 27 Policy Number: CUL 060 - 55 - 03 Governance Procedures

PMV is owned and operated by The Corporation of the City of Pickering as per By-law# 620/77. To assist with transparency and community relevance, City staff work cooperatively with the PMV Advisory Committee.

03.01 The Coordinator, Museum Operations will:

a) Develop Plans, Policies, Procedures, and Standard Operating Procedures that meet the requirements of the City of Pickering, and the standards as directed by the Ministry of Tourism, Culture and Sport.

b) Work with the Advisory Committee and its sub-committees to propose and manage programs and special events that meet the criteria of the PMV Statement of Purpose; to plan and manage short, medium, and long-range capital plans; and to manage all aspects of the collection as outlined in approved plans, policies, and procedures.

c) Ensure the training of, and the ethical behaviour of, all staff at PMV as per the "Ethics Guidelines" of the Canadian Museum Association, and the City of Pickering's Policies, Procedures, and training requirements.

03.02 Refer to PMV Standard Operating Procedures for detailed information on:

a) Policy, Procedure, and Standard Operating Procedure development processes for the City of Pickering.

b) Working relationships with the Advisory Committee.

c) Working relationships with the Pickering Museum Village Foundation.

d) Seeking grants.

04 Finance

04.01 The Coordinator, Coordinator, Museum Operations will:

a) Provide input on, and manage an annual revenue and expense operating budget that is available to City stafffor review at all times.

b) Provide input on, and manage capital budget allocations.

c) Work with the PMV Advisory Committee to put forward funding proposals to the Pickering Museum Village Foundation.

d) Seek grants to assist with specific projects and to offset operating and capital costs.

Policy Title: Pickering Museum Village Policy Page 6 of 27 Policy Number: CUL 060 - 56 - 04.02 Refer to City of Pickering Financial Control Policy (FIN 030) for details regarding standard processes and associated procedures.

04.03 Refer to City and PMV Standard Operating Procedures Cash Reports, Bank Deposits, Use of the Cash Register, Requisitioning Invoices, Gift Shop Consignment, Facility Bookings, etc.

05 Community

PMV will uphold its mandate by ensuring equal community access to its exhibits, artifacts, and programs by seeking out community partnerships that fit that mandate, and by enabling community input.

05.01 The Coordinator, Museum Operations will:

a) Ensure that the artifacts and the museum village site will be maintained and cared for to levels that meet accessibility, health & safety, and conservation standards as set out by law and the "Standards for Community Museums in Ontario".

b) Strive to provide public access to artifacts, exhibits, and educational resources insofar as that access is not detrimental to the artifacts and buildings in the museum village's care as directed by the PMV Conservation Procedure.

c) Endeavour to make partnerships with groups and organizations within the City of Pickering and beyond, funding agencies, and other museums whenever those partnerships will benefit the museum village and the goals set out by the PMV.

d) Provide opportunity for input from stakeholders to ensure that all services, programs, exhibits, events, and plans undertaken by the PMV will remain relevant to the PMV mandate and the needs and interests of the community.

05.02 Public Access:

a) Contextual and Temporary Exhibits will be the primary public access point to the PMV's collection.

b) Hours of operation will be clearly posted and publicized.

c) Access outside of posted hours of operation will be accommodated whenever possible to school groups, special-interest groups, community groups, academics, and other interested individuals by special appointment.

d) Access to the Education Collection and library resources must be made by appointment.

Policy Title: Pickering Museum Village Policy Page 7 of 27 Policy Number: CUL 060 - 57 - e) Access to the artifacts held in the PMV Collection Storage Room and Conservation Lab will be determined on a case-by-case basis.

f) PMV reserves the right to deny requests for access.

g) Refer to PMV Standard Operating Procedures for detailed information on how and where operating hours will be posted, and how appointments will be set up for the public with appropriate staff outside of regular operating hours and/or staff shifts.

05.03 Accessibility

a) PMV will meet all legislated requirements for persons with disabilities to the best of its ability, within available resources, while maintaining the integrity and aesthetics of as accurate a living history facility as possible.

b) All print mate.rial will conform to legislated accessibility standards and will be provided in alternate formats as requested.

c) As required by the City of Pickering, all new PMV staffand volunteers must attend an in-house Accessibility Training Session.

d) Refer to PMV Standard Operating Procedures for specific ways in which the museum village will enable access to persons with disabilities, and ways in which PMV will provide alternative solutions if accessibility needs cannot reasonably be met.

05.04 Marketing and Communications

a) • The City will provide budgetary funding annually for the promotion and marketing of the PMV.

b) The Cultural Services team of the Community Services Department will support the PMV in disseminating promotional materials, and producing interpretive guides, text panels, and signage.

c) PMV staffwill operate to the timelines and expectations set out in the annual PMV Marketing Plan. This plan will include submission deadlines for:

i. All press releases, radio, magazine and newspaper advertisements;

ii. Graphics requests;

iii. Brochures;

iv. Program publications supporting events and programs;

v. Signage; and

Policy Title: Pickering Museum Village Policy Page 8 of 27 Policy Number: CUL 060 - 58 - vi. Promotional print material such as posters and flyers, web postings, and social media posts and biogs.

d) All materials submitted to the Marketing, Research & Communications staffwill adhere strictly to all legislated accessibility laws and guidelines, and to the City of Pickering Writing Style Guide.

e) PMV staff will collect and maintain a broad range of photographs of events, programs, and activities to support promotions.

f) PMV staff with the guidance and input of the Marketing, Research & Communications team, will collect market data on visitors (on-site, web, and social media).

g) PMV will increase access by the public to the Collections by posting images and information (be it text, audio and/or visual), of artifacts not ordinarily on display, through virtual exhibits and galleries, and the use of a variety of technological and social media platforms.

h) PMV staffwill make it a priority to encourage interaction with the public through all planned interpretive activities, exhibits, communications, and social media platforms in order to better engage the community.

05.05 Rental Access

a) The grounds and buildings of PMV will be made available for use by individuals and groups insofar as new risks to the collection and heritage buildings are minimized, as conforms to the PMV Conservation Procedure, and Standard Operating Procedures.

b) Rental use during public or booked operating hours must uphold the PMV's positive public image and ensure fair access for all users.

c) If the rental use requires the removal of artifacts from a location, the Conservator will be responsible for packing, and moving/supervising transport of the artifacts, and their return.

d) User fees for rental use must generate net revenue.

e) Refer to PMV Standard Operating Procedures for detailed information Booking School Tours and Outreach Programs, Facility Rentals, Filming Contracts, Preparing User Fees, Setting Up Registered Programs in Class, Supervising Rental Use, etc.

05.06 Filming Rental Access

a) If alterations are required to the exterior or interior of the heritage buildings, acceptance, denial, or acceptable compromises will be

Policy Title: Pickering Museum Village Policy Page 9 of 27 Policy Number: CUL 060 - 59 - determined by the Coordinator, Museum Operations on a case-by-case basis, and will include input fromthe Conservator.

b) Film companies must provide all details for proposed alterations so that the Coordinator, Museum Operations will have the opportunity to review and seek clarification where necessary in order to deny, accept, or identify compromises that will be acceptable.

c) Proposed alterations may be allowed if:

i. The alteration will not damage any original feature or component of the building.

ii. The alteration improves the accuracy of the representative time period of the building and may be considered a permanent improvement.

iii. The alteration is removable/reversible.

d) · 1f alterations (e.g., painting) have been accepted, those details must be included in the contract, along with any notes, expectations and caveats (e.g., must paint back to original wall colour with recommended paint, etc.).

e) If interior filming will be included in the use, the Coordinator, Museum Operations and the Conservator must be provided all details and have the opportunity to deny or identify changes and use that will be acceptable, including proposed rental or removal of artifacts.

f) The Conservator, or the Coordinator, Museum Operations in the case of absence, will be the staffperson responsible for supervising filming activity when:

i. Accepted alterations have been approved to the interior or exterior of heritage buildings.

ii. Artifacts will be removed.

iii. Filming will take place in a heritage building.

g) The Conservator, or the Coordinator, Museum Operations in the case of absence, must approve all strike and/or reparation work involving heritage buildings and artifacts before the film company may leave.

h) If artifacts have been approved to be removed, the Conservator will train the film crew, and will supervise all removal.

Policy Title: Pickering Museum Village Policy Page 10 of 27 Policy Number: CUL 060 - 60 - i) The film company will be responsible for arranging and paying for appropriate storage of artifacts. PMV reserves the right to approve removal and storage companies.

j) The Conservator will supervise the return of removed artifacts to their original location.

k) In the case of interior filming, the Conservator will determine the ability of the artifacts in that location to withstand light exposure and remove vulnerable artifacts prior to the commencement of filming.

I) All alterations, modifications, compromises, artifact removal etc., will be recorded in the Film Supervision Log.

m) Film rental user fees must reflect potential overtime of staffrequired for supervision.

n) PMV and the City of Pickering will be acknowledged in film credits.

06 Exhibition

06.01 Changes to the Temporary Exhibit schedule for exhibits on or off the site will be made only if adequate resources exist, or can be made available to support the research, development, installation, and de-installation of the proposed exhibit.

06.02 The Conservator will be responsible for installation and de-installation of all exhibits.

06.03 Only staff and/or volunteers trained in exhibit design and handling of artifacts may develop, install, and de-install an exhibit under the supervision of the Conservator.

06.04 Temporary exhibits will be developed with clear objectives and measureable outcomes as identified in the Interpretation and Education Procedure section of this document.

07 Interpretation and Education

PMV is a living history site. Through the way in which artifacts are displayed in the buildings, to the costumed volunteers and staff interpreters, to the demonstrations performed by those interpreters, the settlement and development of the former Township of Pickering is brought to life for the visitor. It is not the intent of PMV to provide a static display with detailed labels and descriptions within the village site. PMV will uphold its Statement of Purpose by providing programs, exhibits, special events, and dramatic productions in which visitors will have, as much as possible, the opportunity to experience the activities, sounds, textures, smells, and tastes of the past.

Policy Title: Pickering Museum Village Policy Page 11 of 27 Policy Number: CUL 060 - 61 - 07.01 All PMV programs and activities will meet the following interpretive themes:

a) Home - types architecture, clothing, food, household work, families, neighbourhood, society.

b) Education - early schools, type, curriculum.

c) Work- trades, economy, industry, male and female work outside the home.

d) Transportation - methods and modes, styles, road building, navigation.

e) Services - energy sources, medicine, mercantilism, religious institutions, social and service clubs.

f) Politics - conditions and changes throughout the 19th and early 20th centuries.

07.02 All programming will meet the following aims for students/visitors/participants:

a) Learn more about the history of Pickering Township.

b) Understand the type of environment that early settlers encountered.

c) Examine the backgrounds and values of the township's early settlers.

d) Understand how settlers (in our community) related to the environment and how success was gained through innovation and adaptation.

e) Illustrate change in the community from the early partof the 19th century to the present.

f) Develop skills through hands-on learning experience.

07.03 The Coordinator, Museum Operations will:

a) Be responsible for planning and developing education programs that meet the curriculum requirements of Ontario schools and the PMV Statement of Purpose.

b) Be responsible for planning and developing public workshops and programs that are relevant to the community and meet the PMV Statement of Purpose.

c) Ensure that education and public programs are widely promoted and communicated to partner groups and clients.

d) Ensure the booking of all services through the museum office.

Policy Title: Pickering Museum Village Policy Page 12 of 27 Policy Number: CUL 060 - 62 - e) Be responsible for setting a temporary exhibition schedule for the following year, and assign research topics to seasonal staff.

f) Be responsible for the arrangement of partnership exhibitions offthe PMV.

07.04 The Event & Volunteer Programmer will be responsible for:

a) Developing and planning Special Events and public programs as required by the Coordinator, Museum Operations.

b) Preparing and presenting the next year's line-up of proposed Special Events to the PMV Advisory Committee each August, .based on current year outcomes, and for approval by that committee.

c) Ensuring that Special Events and public programs are promoted and communicated.

07.05 The Museum Booking Coordinator will be responsible for:

a) Initial customer service.

b) Booking all on-site and outreach programming.

c) Collecting of all revenues associated with programming.

07.06 On-site education tours will be made available from mid-April to Christmas.

07.07 All public programming will be made by appointment or registration. A full booklet of available tour themes and outreach programs and guest speaker presentations will be specially designed for, and distributed to, special interest groups. Program categories may include:

a) Tours, outreach programs, and guest speaker presentations for special interest groups and will be booked in advance.

b) Workshops will be developed and set up for pre-registration and will be promoted in the City Leisure Guide.

07.08 A full schedule of special events will be planned and submitted to the Advisory Committee six months prior to the start of the next year (July).

07.09 For more details on the use of artifacts in programming, refer to the Collection Management Procedure and the Conservation Procedure sections of this document.

Policy Title: Pickering Museum Village Policy Page 13 of 27 Policy Number: CUL 060 - 63 - 08 Human Resources

PMV is an award-winning living history site that excels in customer service, and innovative and interactive programming. In order to fulfil its purpose, and maintain its standards, commitment to staffand volunteer investment is necessary.

As a facility owned and operated by the City of Pickering, PMV, its staff, and volunteers are subject to all policies and procedures regarding the operation of a municipal facility, and the conduct of staff. In addition to those policies and procedures, strict adherence to the Collective Agreement between The Corporation of the City of Pickering and the Canadian Union of Public Employees, Local 129 must be observed.

08.01 Human Resources Management

a) Under the guidance of the Human Resources Division, the City of Pickering will ensure that the staff person responsible for the administration of the PMV and its collection has appropriate training, credentials, and work experience. That staff person will provide input to City staff to assist in the recruitment, training, and retaining of high quality staff, and will guide the City to ensure that the PMV operates in accordance with Ministry Standards for Community Museums in Ontario, and the Canadian Museum Association's Ethics Guidelines.

b) All staffmembers and volunteer positions will have a written job description.

c) Recruitment, performance assessment, recognition, and termination of PMV staff will be conducted ethically and with strict adherence to all current legislation, City of Pickering Policies and Procedures, and the Collective Agreement.

d) Volunteer recruitment, assessment, recognition and appreciation, and termination will be conducted ethically, as per the guidelines in the Volunteer Procedure section of this document.

e) City of Pickering Policies and Procedures, and PMV Standard Operating Procedures will be followed by all staff and volunteers as is applicable to their duties and responsibilities.

f) All staff will receive training in, or provide current certification for, the following:

i. First Aid (current every two years)

ii. CPR-C and AED (current annually)

iii. Health & Safety Training at Orientation (on-line annually)

iv. Fire Extinguisher Training (annually)

Policy Title: Pickering Museum Village Policy Page 14 of 27 Policy Number: CUL 060 - 64 - v. Accessibility, Respect in the Workplace, Sustainable Pickering, Customer Service, and other training as deemed appropriate.

vi. Emergency Response Plan (annually), Orientation to PMV (including relevant policies, procedures, and standard operating procedures).

g) Staffworking with children must receive training in HIGH FIVE (Principles of Healthy Child Development) as a requirement of employment.

h) Staff working with food must be trained in the guidelines for Safe Food Handling. A Safe Food Handling certified staffmember must be on duty to supervise the preparation of food for the public.

i) Staff working with chemicals must have Health & Safety/WHMIS training as applicable.

j) Staffworking on computers must agree to attend Computer Orientation training at the City of Pickering and observe all Policies and Procedures related to computer use.

k) Clearance to drive the PMV truck will be required for all staffas ii will be a necessary way to transport displays, exhibits, and presentation materials and equipment.

I) General training in the care and handling of artifacts will be provided to all staff and volunteers to ensure adequate care for the artifacts in the PMV's possession, and to aid in activities in all areas of the PMV.

m) Every effortwill be made to ensure equal access to the workplace for staffof all abilities.

n) Every staff person's and volunteer's accomplishments as both an individual and a team member are recognized through achievement and recognition programs.

o) All PMV staffand volunteers will be provided a copy of, and be expected to observe, guidelines for museums as set out in the Canadian Museum Association's "Ethics Guidelines".

p) All PMV staff and volunteers will be provided a copy of, and be expected to observe, guidelines for museums as set out in the Canadian Museum Association's "Ethics Guidelines".

Policy Title: Pickering Museum Village Policy Page 15 of 27 Policy Number: CUL 060 - 65 - equipment, protective devices or clothing required by the employer [section 28(1)(b)]; report to the employer or supervisor any known missing or defective equipment or protective device that may be dangerous [section 28(1)(c)]; report any known workplace hazard to the employer or supervisor [section 28(1 )(d)]; report any known contravention of the Act or regulations to the employer or supervisor [section 28(1)(d)]; not remove or make ineffective any protective device required by the employer or by the regulations [section 28(2)(a)]; not use or operate any equipment or work in a way that may endanger any worker [section 28(2)(b)]; and not engage in any prank, contest, feat of strength [section 28(2)(c)].

08.02 Professional Development

a) All staff and volunteers, including Advisory Committee members, will be provided with opportunities to participate in. various training workshops, seminars and conferences, so that they may enhance skills, increase knowledge, and gain resources to effectively interpret the PMV and the lifestyles of the 19th and early 20th centuries in Pickering Township.

b) A variety of mandatory training seminars and skills development workshops will be offered throughout the year to PMV volunteers. All staff and volunteers are encouraged and will be provided opportunities to further their knowledge of history, museological theory and practice, and heritage skills, and to share that knowledge in the development and presentation of programs and services at PMV. Workshop and seminar presenters will be a collection of qualified PMV staff and knowledgeable guests. In-house volunteer training workshops and seminars will be open, free of charge to all staff and volunteers.

c) Only a qualified and certified Conservator will care for the core collection and conduct conservation treatment on artifacts. That staff member will be responsible for planning and presenting general training to staffin the care and handling of artifacts.

d) The primary focus of staff training will be in the areas outlined in section 08.01 of this Policy. All other areas of development will be assessed as resources are made available.

e) Membership and participation by PMV staff in local museum groups (e.g., York-Durham Association of Museums and Archives, Museum and Art Gallery Educators Collective of Durham, etc.) will be encouraged and promoted for the purpose of sharing ideas, networking, and problem solving.

PolicyTitle: Pickering Museum Village Policy Page 16 of 27 Policy Number: CUL 060 - 66 - Conservation of Cultural Property (CAC) and attendance at related conferences by the Coordinator, Museum Operations, the Conservator and/or the Event & Volunteer Programmer will be encouraged to promote continual learning and knowledge of changing trends within the field.

g) Staffrequesting additional professional development opportunities must provide adequate background information, and resources applied for before they may register for conferences, seminars and workshops held by outside institutions.

h) Each newly appointed PMV Advisory Committee member will be provided with a comprehensive Orientation Binder, complete with a copy of the CMA (Canadian Museums Association) Ethics Guidelines, Ministry of Tourism and Culture Standards for Museums in Ontario, PMV Policy, relevant City of Pickering Policies and Procedures, PMV Volunteer Handbook. In addition, time will be given at the first meeting, for a presentation providing an overview of the museum and its operation. This orientation and introduction will be in addition to the City of Pickering's orientation for new Committee members.

08.03 Professional Development Investment

a) Resources will be dedicated in the PMV budget to enable the annual attendance of at least one staff member at relevant conferences of key professional associatioris (e.g. CMA, OMA, CCI, CAC, etc.).

b} Resources will be assured in the PMV budget to provide in-house workshops and other training sessions for staffand volunteers, and to allow for the hiring of guest presenters as required.

c) Subscriptions to museological periodicals and memberships, and the purchase of library resources to support PMV research, program development, and professional development will be included in the PMV budget.

08.04 Refer to City of Pickering Human Resources Policies and Procedures, and Administration Policies and Procedures (particularly those pertaining to Health & Safety), and the Collective Agreement for details regarding recruiting, hiring, supervision, evaluating, and conduct of employees.

08.05 Refer to City of Pickering Policy and Procedure Manual for PMV Standard Operating Procedures and the Collective Agreement for details regarding, registering stafffor City of Pickering training seminars, orientation of new hires, employment requisitions, term employee roll-over requisitions, etc.

Policy Title: Pickering Museum Village Policy Page 17 of 27 Policy Number: CUL 060 - 67 - 09 Collection Management Procedure

09.01 Refer to the Collections Development and Management Policy.

09.02 Accessioning Guidelines are as follows:

a) Items accepted into the collection must conform to the criteria as outlined in the Collection Development and Acquisitions Policy.

b) Once an object has been accepted into the collection all documentation as outlined in related procedures must be completed.

c) All core collection acquisitions will be identified using the Chenhall nomenclature for classification.

d) Two cataloguing systems will be maintained, one for the core collection and a separate inventory for the education collection. In order to differentiatethe systems, all "core" artifacts will have a number in the format of YYYY.D.la, where 'YYYY' is the year accepted into the collection, 'D' is the donation number that year, 'I' isJhe item number within that donation and 'a' is a letter designating item parts where required. Prior to 2009 all numbers also began with an "X".

e) Where practical, the objects in the education collection will be numbered in the same way as the core collection except that they will start with the letter "E". Prior to 2009, items that were not considered core collection were prefaced with an "R" suggesting "reproduction". While some items were, in fact, reproductions, others with this label were antiques. Those items of age, useful in the Education Collection, will continue to bear the "R" code; however, files will be updated to reflect their origin and age.

f) A photographic record will be kept of all new acquisitions as part of the cataloguing process.

g) Collections data is stored on the City's SAN (Storage Area Network), which is backed up to disk on a daily basis as well as being replicated to a second SAN at the Recreation Complex for backup and recovery purposes. The data is also backed up to tape on a monthly basis as part of a tape backup rotation, with the tapes stored off-sitefor disaster recovery purposes.

h) Catalogue numbers will be affixed to artifactsin a manner that will prevent damage to or deterioration of the object. The PMV Labelling Artifacts Standard Operating Procedure will be followed by all staffwhen applying an artifact number.

i) As part of the recording system, location information will be kept for each artifact. When artifacts are moved the new location must be updated on the artifact record and in the Past Perfect 5.0 database.

Policy Title: Pickering Museum Village Policy Page 18 of 27 Policy Number: CUL 060 - 68 - j) Artifacts which are of specific significance to recognizable cultural, ethnic, or religious groups may be returned to such groups upon their request under specific guidelines. Such groups must be able to assure the PMV that the object is integral to the beliefs or culture of the group and that they are able to provide proper care of the object according to accepted conservation methods. Return of such objects will be approved by the PMV Advisory Committee and approved by Council.

09.03 Inventoryof Artifact Collection Guidelines are as follows:

a) PMV will perform regular, comprehensive inventories of artifacts in all heritage buildings and storage areas.

b) An inventory worksheet shall be used during the inventory and will track the following:

i. Artifact Accession Number

ii. Artifact Name

iii. Location

iv. General Condition (Poor, Fair, Good, Excellent)

v. Name of Recorder

vi. Date of Inventory

c) Staffand volunteers performing inventory must be trained on the Care and Handling of Artifacts, and the Inventory Standard Operating Procedure.

09.04 Loans Guidelines are as follows:

a) Objects for loan must be in stable enough condition to withstand the travel, exhibit, and handling conditions that they will undergo to complete the loan.

b) Insurance coverage as appropriate for the individual object and loan must be provided or specifically exempted. The borrowing institution will be responsible for the cost of packaging, shipping and adequate insurance coverage.

c) Loans of artifacts to outside institutions and individuals must be accompanied by a copy of the condition report, detailed photographs, and the signed loan agreement. Both parties will retain a copy of the insurance agreement.

Policy Title: Pickering Museum Village Policy Page 19 of 27 Policy Number: CUL 060 - 69 - d) For artifacts returning to the PMV after having been on loan, a second condition report will be done to determine any changes or deterioration in the artifact.

e) For both outgoing and incoming loans appropriate loan forms must be signed prior to the loan taking place.

09.05 Refer to the PMV Deaccession Procedure for details regarding the deaccession of artifacts process.

09.06 When disposing of artifacts following approval to deaccession, the Government of Ontario, Ministry of Tourism, Culture and Sport's Museum Section will be given the option of including the object on the Provincial Donor's List.

1 O Conservation Procedure

10.01 Refer to the Conservation Policy for details.

10.02 The Conservator will ensure that artifacts moved from one location to another, whether on-site or off-site, are packed, transported, and unpacked safely and securely, and buildings moved are adequately stabilized and supported for transport.

10.03 Collections Storage Guidelines are as follows:

a) An area will be designated for core collection storage only. This storage area will be restricted access to trained staff and volunteers only, and will be kept dark when staffare not present.

b) Every effort will be made to minimize overcrowding in current storage conditions, with the aim to improve the facilityin the future, and increase storage capabilities for future acquisitions.

c) The collection storage room will be maintained in organization to ensure that similar materials are kept together, with the most sensitive objects stored in the centre of the area.

d) Housekeeping procedures will be routinely followed in heritage buildings and storage areas, and will be conducted by staffand volunteers with appropriate training. Schedules and checklists will be provided and monitored by senior museum staff.

e) Storage shelving will conform to safety standards, will be strong enough to bear weight required, and will be lined with acid-free blotter paper. Boxes and supports will be manufactured from conservation quality materials.

Policy Title: Pickering Museum Village Policy Page 20 of 27 Policy Number: CUL 060 - 70 - f) Storage shelving will begin at a minimum height of 4 inches from the floor to the bottom shelf to mitigate flood damage. Every effort will be made to avoid direct floor storage.

g) For details regarding care of artifacts on exhibit, refer to the Exhibition Policy.

10.04 Risk Management and Security Guidelines are as follows:

a) PMV will hire a surveillance company to inspect all access gates nightly to monitor and deter vandalism and potential theft.

b) Any suspected vandalism will be reported immediately by staff by way of an Incident Report that will be filed with the City of Pickering, resulting in an investigation, and remedial action as necessary.

c) The Administration Building where the core collection is stored will have a security alarm system, and the storage room door will be equipped with a lock.

d) The Redman House Program Centre where the PMV's reproduction costume collection is stored, and where contextual exhibit artifacts are stored during the winter will have a security and fire alarm.

e) Concerns about building and artifact conservation noted in regular Building Maintenance Survey Inspections will be accompanied with priority deadlines and action assigned to appropriate staff to correct noted deficiencies.

f) All heritage buildings will be kept locked when not in use. A security checklist will be maintained by staff, and tracked to note buildings that are opened and closed during use and operation.

g) Condition Assessments on heritage buildings by PMV staff will be dependent upon staff and volunteer resources, and may take 2 to 3 years to complete.

h) PMV Disaster Preparedness Plan will include a specified emergency work area and will ensure that all staff are thoroughly trained and familiar with the plan.

10.05 Storage and Exhibition Environmental Monitoring and Controls Guidelines are as follows:

a) PMV will strive to restrict light levels to acceptable levels as determined by the sensitivity of the artifact material. Light levels will be minimized by the following measures:

Policy Title: Pickering Museum Village Policy Page 21 of 27 Policy Number: CUL 060 - 71 - i. Fluorescent light bulbs in the storage area and conservation lab will be covered in UV filter sleeves.

ii. Light bulbs over shelves where the most sensitive artifacts (e.g. textiles) are stored will be reduced from two bulbs to one to decrease visible light damage.

iii. Nouvir Fibre Optic lighting system will illuminate the Temporary Gallery space.

iv. UV film will be placed on all windows in exhibition locations, including Temporary Gallery space and heritage buildings.

v. PMV will use a digital light meter and a UV light meter to monitor light levels routinely to mitigate artifact deterioration.

vi. All heritage buildings will be provided with double-lined reproduction curtains that will be opened only when the PMV is open to the public.

b} Relative humidity and temperature levels will be minimized and maintained within the appropriate range (40% - 60% relative humidity with 50% being the goal and 18 °C - 22° C for the temperature), as much as is feasibly possible by the following measures:

i. A thermo-hygrograph will be operating in the core collection storage area at all times. Record charts will be changed, analyzed and filed monthly. The calibration must be checked every three months using a sling psychrometer, and it will be reconditioned every six months.

ii. Digital hygrometer thermometers will be installed in every heritage building to monitor temperature and relative humidity. Records will be maintained, and artifacts at risk removed when ranges are unacceptable.

iii. Dehumidifiers will be operated in areas where required, and will be maintained, monitored, emptied, and recorded as necessary.

iv. Anomalies in environmental conditions will be investigated by the Conservator, and corrected promptly.

c) Dust and pollution will be minimized through the following measures:

i. Use of door mats, regular sweeping, dusting, and vacuuming routines.

Policy Title: Pickering Museum Village Policy Page 22 of 27 Policy Number: CUL 060 - 72 - ii. Smoking will be prohibited in the PMV, and will be restricted to the public parking lot on the upper site, or offthe PMV property on the lower site.

iii. Fans will be used to improve air circulation around the artifactsin the core collection storage area.

d) PMV will strive to deter pests and infestations by practicing good housekeeping procedures, restricting food and drink to designated areas, completing regular inspections, and responding to suspected pest-related issues promptly. Integrated pest management will be conducted as follows:

i. The Conservator will work collaboratively with maintenance staff and pest contractors to monitor, record, and report pest activities· and infestations and ensure appropriate action is taken to treat infestations.

ii. Trained pest control specialists will be contracted to advise and treat chronic pest infestations that threaten the collection and/or heritage buildings or the safety of staff, volunteers, and guests.

iii. Regular treatments will be performed by professionals on areas where there are known reoccurrences in an effort to prevent and deter infestation.

iv. Sticky traps will be used in buildings where there is suspected insect activity.

v. Mouse bait will be placed in strategic locations throughout the buildings and monitored monthly.

vi. Food and beverages will be restricted in heritage buildings as much as possible. Heritage cooking demonstrations will be the exception, and will be properly cleaned up afterwards.

vii. All areas where food is prepared or served will be cleaned and sanitized immediately.

viii. Garbage and recycling must be removed daily, or more frequently as volume requires.

ix. Food and beverages will be strictly prohibited in the conservation lab and collections storage areas.

x. Fresh plants and flowers are strictly prohibited inside any building on site including the Administration Building and the Redman House Program Center. The exception will be weddings; floral arrangements will be removed at the conclusion of the rental.

Policy Title: Pickering Museum Village Policy Page 23 of 27 Policy Number: CUL 060 - 73 - xi. Plants, flowers and grass will not be permitted to grow within 2 feet of the buildings.

xii. All storage areas and heritage buildings will be inspected monthly for signs of pests and infestations.

xiii. Staff and volunteers will be trained to recognize signs of pest presence and will report sightings and evidence to the Conservator.

e) Recording of environmental conditions will be conducted by the following measures:

i. Staffand volunteers will report any concern regarding temperature, humidity, housekeeping, maintenance, and suspected pest to collection and/or maintenance staff immediately.

ii. All data from environmental recording systems and devices will be kept on file in the Conservation Lab. Every effort will be made to correct deficiencies as they arise.

iii. For further details refer to the PMV Housekeeping and Maintenance Manual, the Environmental Monitoring Standard Operating Procedure, and the Pest Management Standard Operating Procedure.

10.06 Conservation Treatment Space Guidelines are as follows:

a) A conservation lab space will be allocated in the Administration Building, specifically for the care and treatment of collections.

b) The lab space will be adjacent to triage and storage areas.

c) Chemicals will be appropriately stored in a locked chemical storage unit, and MSDS sheets will be maintained by staff for all products stored in the unit.

10.07 Conservation Treatment Guidelines are as follows:

a) PMV will perform conservation treatments involving intervention only as a last resort after preventive conservation measures have proven unsuccessful in stabilizing the artifact.

i. Intended use of object

Policy Title: Pickering Museum Village Policy Page 24 of 27 Policy Number: CUL 060 - 74 - ii. Context

iii. Conservation ethics

iv. Condition of the object

v. Composition of the object

vi. Historic evidence and information

vii. Aesthetic entity

viii. Informative activity

ix. Conservation resources

x. Conservator's competence

xi. Object of belief (e.g. First Nations)

xii. Sustainable long-term preservation of the artifact

11 Volunteer Procedure

In order to effectively meet its Statement of Purpose, PMV will provide an extensive and comprehensive volunteer program that will employ volunteers in a variety of specialized clubs or societies, as well as costumed interpretation and behind the scenes, administrative support. PMV will ensure a full volunteer program that will include mandatory and optional training opportunities, service hours tracking, and recognition of achievement. Volunteers will receive a Volunteer Handbook in which their roles, training, and expectations are clearly outlined. At all times, volunteers will be held to the ethics as outlined in the City of Pickering Human Resources Policies, and the Canadian Museum Associations "Ethics Guidelines".

11.01 The Event and Volunteer Programmer will:

a) Draft and maintain current job descriptions for lead positions of volunteer clubs and societies at PMV. Job descriptions will be approved by the Coordinator, Museum Operations, the Supervisor, Cultural Services, and Human Resources Division as appropriate.

b) Recruit, interview, and follow up on references, criminal reference checks, and/or vulnerable sector screenings to determine appropriate volunteer candidates.

c) Ensure that all new volunteers attend mandatory training seminars, which will include, but not be limited to orientation to the City of Pickering and the PMV, emergency response plan, health & safety

Policy Title: Pickering Museum Village Policy Page 25 of 27 Policy Number: CUL 060 - 75 - guidelines, accessibility standards, fire extinguisher use, customer service, etc.

d) Ensure that all volunteers attend refresher training seminars and a minimum of one skills development workshop annually or as required in the Volunteer Handbook.

e) Provide training that meets the needs of PMV, its Statement of Purpose, and the volunteer team.

f) Track all volunteer hours and skills contributions.

g) Maintain a current list of active and inactive volunteers.

h) Schedule volunteer work.

i) Nominate volunteers forappropriate federal, provincial and other outside awards programs and opportunities .

. j) Plan and present an annual Volunteer Appreciation Reception at which the service achievements of the PMV volunteers will be acknowledged, shared, appreciated, and rewarded.

11.02 Volunteers have the right to:

a) Be treated as a co-worker, not just free help.

b) A suitable and mutually agreed-upon assignment.

c) Be prepared for the job by orientation and training sessions that are thoughtfully planned and effectively presented.

d) Advice and support from a designated supervisor, continued training on the job, information on new developments, and training for greater responsibility.

e) Know whether or not their work is effective and how it can be improved.

f) Be kept informed about programs, activities, and happenings at the PMV.

g) Be heard, to feel free to make suggestions, and to have respect shown for an honest opinion.

h) Be appreciated and recognized for contributions to the success of PMV.

11.03 Volunteer will be responsible to:

a) Be aware of the goals and objectives of the PMV as contained in its Statement of Purpose.

Policy Title: Pickering Museum Village Policy Page 26 of 27 Policy Number: CUL 060 - 76 - b) Be sincere in their offerof service.

c) Maintain a good working relationship with staffand other volunteers.

d) Represent the staff, volunteers, and PMV in a positive manner.

e) Be cheerful and pleasant when working with the public.

f) Welcome supervision and guidance graciously and consult with staff when unclear on policy or action.

g) Undertake training as required and be willing to learn from all sources including reading material, staff, other volunteers, and the public.

h) Follow organizational guidelines and maintain the integrity and confidentiality of PMV.

i) Work as a team member to carry out duties reliably, to be on time, and to call with as much notice as possible if not available for the agreed upon assignment.

11.04 Any serious breach in the above listed Rights and Responsibilities, to City of Pickering Policies and Procedures, or to the Ethics Guidelines as outlined by the Canadian Museum Association may result in the termination of a volunteer

12 Research Procedure

12.01 Refer to the PMV Research Policy.

12.02 Time will be made available forstaff required to conduct research, and to supervise research work performed by volunteers as required and as program development moves forward in areas targeted by the Coordinator, Museum Operations.

12.03 Refer to the Conservation Policy, and to sections 05 (Community Procedure) and 10 (Conservation Procedure) of this document for details on public access to the collection, and on care and handling of artifacts.

Policy Title: Pickering Museum Village Policy Page 27 of 27 Policy Number: CUL 060 - 77 - .- '

City Procedure

Procedure Title: Pickering Museum Village Procedure Procedure Number: ADM 040-001 Reference: Date Originated: Date Revised: ADM - 040 Boards and Committee Policy May 30, 2011 June 1, 2012

"Standard for Community Museums in Ontario", Government of Ontario, Ministry of Tourism and Culture, 2006

"Ethics Guidelines", Canadian Museum Association, 1999.

"Code of Ethics and Guidance for Practice", The Canadian Association for Conservation of Cultural Property and The Canadian Association of Professional Conservators, 2009

Occupational Health & Safety Act, 2011 Point of Contact: Coordinator, Museum Operations

Procedure Objective

This procedure was developed to ensure that as a responsible steward of the community's heritage, Pickering Museum Village ("PMV") will uphold its Vision, Mission, Values, Goals and Mandate while meeting the standards required by the Ministry of Tourism, Culture and Sport for community museums in the key areas of: Governance, Finance, Community, Exhibition, Interpretation and Education, Research, Human Resources, Collection, Conservation and Volunteers.

For specific and detailed standard operational procedures relating to each of the key areas detailed in this procedure, refer to PMV Standard Operating Procedures, City of Pickering Procedures, City of Pickering Standard Operating Procedures, and the associated Pickering Museum Village Standards documents as updated from time to time at the request of the Ministry of Tourism, Culture and Sport.

- 79 - ; ....

Index

01 Definitions 2

02 PMV Mandate, Vision, Mission, and Values 5

03 Governance Procedures 5

04 Finance Procedure 6

05 Community Procedure 7

06 Exhibition Procedure 9

07 Interpretation and Education Procedure 13

08 Human Resources Procedure 19

09 Collection Management Procedure 21

10 Conservation Procedure 28

11 Volunteer Procedure 33

12 Research Procedure 35

01 Definitions

01.01 Access is the ability of all users, whether members of the public, staff, or volunteers, to participate in the use of the museum village and its collections for enjoyment and edification.

01.02 Accessibility refers to the municipality's responsibility to make its services and activities inclusive for all persons with disabilities.

01.03 Accessioning is the process of taking physical possession and title of the object and documenting the acquisition.

Procedure Title: Pickering Museum Village Procedure Page 2 of 49 Procedure Number: ADM 040-001 - 80 - . ,

01.04 Acquisitions are objects that the museum has legal ownership and control over and are generally made by acceptance of donation, purchases or field collecting.

01.05 Active Display refers to any living history exhibit or demonstration during which equipment may be operational (e.g., spinning, cooking, steam threshing, etc.), or movement or action is required by the presenter or visitor.

01.06 Active Volunteer•is one who participates in mandatory training seminars as required and attends a minimum of 1 event/activity in a 1 year period.

01.07 Artifact: An object created or produced by humans, that has cultural significance to Pickering; It may be used in exhibition, explanation, or research, and is held in trust for the public for future generations to appreciate and learn from. An artifact may be a building, an object including furniture, tools, vehicles, household or personal items, textiles, books or paper records.

01.08 Cataloguing: a process that identifies and records essential information and identifiable characteristics, pertaining to an object, allowing it to be categorized according to Chenhall's System of Classification in order that the data may be effectively retrieved and the object accurately interpreted.

01.09 The Collections Committee is a sub-committee of the Pickering Museum Village Advisory Committee.

01.10 Condition Report is a document that provides a detailed description of an object's physical and chemical status, and its overall stability, and exhibition and storage requirements.

01.11 Conservation Treatment refers to slowing or reversing deterioration or damages acquired by an artifact or building.

01.12 Contextual Exhibits are those artifacts on display in the heritage buildings that have been selected to illustrate, in context, the daily life in homes, businesses, and institutions and on farms within the former boundaries of Pickering Township.

Procedure Title: Pickering Museum Village Procedure Page 3 of 49 Procedure Number: ADM 040-001 - 81 - ..

01.13 Core Collection contains artifacts that have a specific association with (or in some cases are typically used by) a person, place or event within Pickering Township that would have been used between 1810 and 1920. Artifacts in this collection are reserved for research and display under controlled conditions.

01.14 Deaccessioning is the process of permanently removing an artifact from the core collection.

01.15 Disposal is the physical removal or reassignment of an object in the collection.

01.16 Education Collection contains objects available for the purpose of. interactive displays and demonstrations which could result in deterioration or damage through use.

01.17 Education Program refers to programs designed specifically for school children, and include on-site tour programs and "heritage to go" outrea·ch programs.

01.18 Exhibits refer to on-site living history displays in heritage buildings and, temporary gallery exhibits, and to off-site displays, travelling exhibits on loan, and living history presentations and demonstrations.

0.1.19 Inactive Volunteer refers to a volunteer who has had no contact or participation with PMV. After 1 year they will be removed from the active volunteer list.

01.20 Incoming Loans are objects that are temporarily accepted into a museum from another institution and do not involve any change or promise of change in ownership. These objects receive the same level of care as the museum's own collection.

01.21 On Leave refers to a planned absence of a volunteer agreed to by the Event & Volunteer Programmer and the volunteer, and is no longer than 1 year in length. This leave may be taken at the volunteer's discretion for any reason including bereavement, study, illness, stress, and family needs.

Procedure Title: Pickering Museum Village Procedure Page 4 of 49 Procedure Number: ADM 040-001 - 82 - 01.22 Outgoing Loans are objects that are temporarily released from a museum's collection (or other owner) to another institution and do not involve any change or promise of change .in ownership.

01.23 Preventative Conservation refers to a strategy that details all actions taken to impede deterioration of artifacts and buildings, or to protect them from potential damage. Preventative measures include environmental monitoring and control where objects are stored or displayed; avoiding, monitoring, recording, and treating pest infestations; and practising comprehensive housekeeping routines.

01.24 Public Program refers to registered programs, guest presentations, workshops and foodways programming developed for the public of all ages, requiring registration or reservation booking, taking place on-site or as off-site outreach.

01.25 Repatriation is the process of returning an artifact to a museum or donor with which it has stronger provenance or rightful ownership.

01.26 Skills refers to skills development training designed to acquaint volunteers and staff with heritage activities, chores, jobs, and handicrafts to enable them to build a knowledge base for interpretation.

01.27 Special Event refers to an annual function, or a one-time function such as a dramatic production, exhibit opening, grand opening, seasonal celebration, or other thematic occurrence that meets the PMV Statement of Purpose.

. ' 01.28 Temporary Exhibits are displays developed to more deeply interpret a PMV theme or focus, and can reach a broader audience by travelling to an off-sitelocation, or be installed in the Temporary Gallery space for a set length of time.

01.29 A Treatment Report provides a detailed description of conservation treatments performed on an artifact to stabilize, and/or counteract deterioration sustained by the artifact.

02 PMV Vision, Mission, Values, and Mandate

Vision Engaging Communities through innovative, fun, and vibrant living history

Procedure Title: Pickering Museum Village Procedure Page 5 of 49 Procedure Number: ADM 040-001 - 83 - Mission Pickering Museum Village welcomes our guests to explore and experience our cultural heritage; we dedicate our buildings, artifacts, and programs to inspire a broader appreciation and understanding of life in our communities from 181 O to 1920.

Mandate • Collecting, preserving, documenting, housing, exhibiting, and interpreting pertinent artifacts. • Researching and documenting historical information supporting the township's material and social culture. • Developing programs responsive to the needs of the community. • Recruiting and retaining quality staff and volunteers. • Maximizing the utilization of community organizations and associations.

Values • Accuracy of interpretation • Access to all • Welcoming guest experience • Respectful workplace

03 Governance Procedures

, PMV is owned and operated by The Corporation of the City of Pickering as per By-law# 620/77. To assist with transparency and community relevance, City staff work cooperatively with PMV Advisory Committee.

03.01 The Coordinator, Museum Operations will:

a) Develop Standard Operating Procedures that meet the requirements of the City of Pickering, and the standards as directed by the Ministry of Tourism, Culture and Sport.

Procedure Title: Pickering Museum Village Procedure Page 6 of 49 Procedure Number: ADM 040-001 - 84 - c) Ensure the training of, and the ethical behaviour of, all staff at PMV as per the "Ethics Guidelines" of the Canadian Museum Association, and the City of Pickering's Policies, Procedures, and training requirements.

03.02 Refer to PMV Standard Operating Procedures for detailed information on:

a) Policy, Procedure, and Standard Operating Procedure development processes for the City of Pickering.

b) Working relationships with the Advisory Committee.

c) Working relationships with the Pickering Museum Village Foundation

d) Seeking grants.

04 Finance Procedures

04.01 The Coordinator, Museum Operations will:

a) Provide input on, and manage an annual revenue and expense operating budget that is available to City stafffor review at all times.

b) Provide input on, and manage capital budget allocations.

c) Work with PMV Advisory Committee to put forward funding proposals to the Pickering Museum Village Foundation.

d) Seek grants to assist with specific projects and to offset operating and capital costs.

04.02 Refer to City of Pickering Financial Control Policy (FIN 030) for details regarding standard processes and associated procedures for Cash Receipts (FIN 030-001), Expense and Mileage Claim Reimbursements (FIN 030-002), and Petty Cash and Float Handling (FIN 030-004).

04.03 Refer to City and PMV Standard Operating Procedures for detailed information on Cash Reports, Bank Deposits, Use of the Cash Register, Ticket Ops, Requisitioning Invoices, Gift Shop Consignment, Facility Bookings, etc.

Procedure Title: Pickering Museum Village Procedure Page 7 of 49 Procedure Number: ADM 040-001 - 85 - 05 Community Procedure

PMV will uphold its mandate by ensuring equal community access to its exhibits, artifacts, and programs by seeking out community partnerships that fit that mandate, and by enabling community input.

05.01 The Coordinator, Museum Operations will:

e) Refer to PMV Standard Operating Procedures for detailed information on working with partner groups.

f) Refer to City of Pickering Health & Safety Guidelines, and PMV Standard Operating Procedures for detailed information on Health & Safety issues for all employees, and for guidelines associated with the museum village jobs.

Procedure Title: Pickering Museum Village Procedure Page 8 of 49 Procedure Number: ADM 040-001 - 86 - 05.02 Public Access:

a) The living history exhibits in the PMV's artifact buildings, and the temporary gallery space will be the primary public access point to the PMV's collection.

b) Hours of operation will be clearly posted and publicized.

d) Access to the Education Collection and library resources must be made by appointment.

e) Access to the artifacts held in the PMV Collection Storage Room and Conservation Lab will be determined on a case-by-case.basis.

f) PMV reserves the right to deny requests for access.

05.03 Accessibility:

b) All print material will conform to legislated accessibility standards and will be provided in alternate formats as requested.

c) As required by the City of Pickering, all new PMV staff and volunteers must attend an in-house Accessibility Training Session.

Procedure Title: Pickering Museum Village Procedure Page 9 of 49 Procedure Number: ADM 040-001 - 87 - d) Refer to PMV Standard Operating Procedures for specific ways in which the museum village will enable access to persons with disabilities, and ways in which PMV will provide alternative solutions if accessibility needs cannot reasonably be met.

05.04 Marketing and Communications

a) The City of Pickering will provide budgetary funding annually for the promotion and marketing of the PMV.

b) The Culture & Recreation Marketing, Research & Communications team will support the PMV in disseminating promotional materials, and producing interpretive guides, text panels, and signage.

c) PMV staffwill operate to the timelines and expectations set out in the annual PMV Marketing Plan. This plan will include submission deadlines for: i. all press releases, radio, magazine and newspaper advertisements ii. graphics requests iii. brochures iv. program publications supporting events and programs; v. signage vi. promotional print material such as, posters and flyers vii. web postings, and social media posts and biogs

d) All materials submitted to the Marketing, Research & Communications staff will adhere strictly to all legislated accessibility laws and guidelines, and to the City of Pickering Style Guide.

e) PMV staffwill collect and maintain a broad range of photographs of . events, programs, and activities to support promotions.

f) PMV staffwith the guidance and input of the Marketing, Research & Communications team, will collect market data on visitors (on-site, web, and social media).

g) The PMV will increase access by the public to the Collections by posting images and information (be it text, audio and/or visual), of

Procedure Title: Pickering Museum Village Procedure Page 10 of 49 Procedure Number: ADM 040-001 - 88 - artifacts not ordinarily on display, through virtual exhibits and galleries, and the use of a variety of technological and social media platforms.

h) PMV staff will make it a priority to encourage interaction with the public through all planned interpretive activities, exhibits, communications, and social media platforms in order to better engage the community.

05.04 Rental Access

b) Rental use during public or booked operating hours must uphold the PMV's positive public image and ensure fair access for all users.

c) If the rental use requires the removal of artifacts from a location, the Conservator will be responsible for packing, and moving/supervising transport of the artifacts, and their return.

d) User fees for rental use must generate net revenue.

05.05 Filming Rental Access

a) If alterations are required to the exterior or interior of the heritage buildings, acceptance, denial, or acceptable compromises will be determined by the Coordinator, Museum Operations on a case-by case basis, and will include input from the Conservator.

Procedure Title: Pickering Museum Village Procedure Page 11 of 49 Procedure Number: ADM 040-001 - 89 - c) Proposed alterations may be allowed if: i. The alteration will not damage any original feature or component of the building. ii. The alteration improves the accuracy of the representative time period of the building and may be considered a permanent improvement. iii. The alteration is removable/reversible.

d) If alterations (e.g., painting) have been accepted, those details must be included in the contract, along with any notes, expectations and caveats (e.g., must paint back to original wall colour with recommended paint, etc.).

f) The Conservator, or the Coordinator, Museum Operations in the case of absence, will be the staffperson responsible for supervising filming activity when: i. accepted alterations have been approved to the interior or exterior of heritage buildings ii. artifacts will be removed or rented iii. filming will take place in a heritage building

h) If artifacts have been approved to be removed, the Conservator will train the film crew, and will supervise all removal.

i) The film company will be responsible for arranging and paying for appropriate storage of artifacts. Pickering Museum Village reserves the right to approve removal and storage companies.

j) The Conservator will supervise the return of removed artifactsto their original location.

Procedure Title: Pickering Museum Village Procedure Page 12 of 49 Procedure Number: ADM 040-001 - 90 - ---, I

I) All alterations, modifications, compromises, artifact removal etc., will be recorded in the Film Supervision Log.

m) Film rental user fees must reflect potential overtime of staff required for supervision.

n) Pickering Museum Village and the City of Pickering will be acknowledged in film credits.

06 Exhibition Procedure

Exhibitions are a medium for interpretation. All exhibitions developed and installed by PMV staff, on or off of the museum village site will relate to the PMV mandate and link to the PMV's identified interpretive themes.

06.01 To promote the broadest opportunity possible for guests to be engaged, involved, educated, and entertained, PMV exhibitions will be of three distinct types:

a) Contextual exhibits are those artifacts on display that have been selected to illustrate, in context, the daily life in homes, businesses, institutions, and on farms within the former boundaries of Pickering Township. The buildings of PMV and their surroundings will be used to develop a "time street" to cover the period from 1810 to 1920. Each building will establish a specific point in that continuum.

b) Temporary exhibits, are displays developed to more deeply interpret a PMV theme or focus, or highlight artifacts not normally on display, and can reach a broader audience by travelling to an off-site location, or be installed in the Temporary Gallery space for a set length of time.

c) Active exhibits represent those displays that involve interpretation and interactive participation with the public by employing the physical use · of an Education artifact.

Procedure Title: Pickering Museum Village Procedure Page 13 of 49 Procedure Number: ADM 040-001 - 91 - 06.02 Signage, Publications, and Text Panels

a) In keeping with the aesthetics of an authentic living history site, there will be no signage or text provided within the village setting except for indications of the location of public washrooms and AED machines.

b) All information presented to visitors will be provided by costumed interpreters, or from printed material provided to each visitor upon entering the site.

c) All information presented in text or by staffand volunteers will be based upon documented research, and will be accurate, objective, relevant, truthful, sensitive, and interesting.

d) Text panels for temporary gallery exhibitions and all publication materials will conform to accessibility standards and copyright law.

e) Refer to City Procedures and PMV Standard Operating Procedures for guidelines on writing style and accessibility standards.

06.03 Temporary Exhibit Schedule

a) Temporary exhibits will be planned well enough in advance to ensure adequate time for proper research, development, installation, and de installation.

b) The schedule of exhibits in the PMV Temporary Gallery space will be set no less than one year in advance, with dates of installation and take-down scheduled to ensure qualified staffwill be availa.ble to perform the work.

c) Changes to the schedule for exhibits on or offthe site will be made only if adequate resources exist, or can be made available to support the research, development, installation, and de-installation of the proposed exhibit.

d) The Conservator will be responsible for installation and de-installation of all exhibits.

Procedure Title: Pickering Museum Village Procedure Page 14 of 49 Procedure Number: ADM 040-001 - 92 - e) Only staffand/or volunteers trained in exhibit design and handling of artifacts may develop, install, and de-install an exhibit under the supervision of the Conservator.

f) Temporary exhibits will be developed with clear objectives and measureable outcomes as identified in the Interpretation and Education Procedure section of this document. g) The PMV may request the loan of an artifact from another institution for the purpose of enhancing the theme of the Temporary Exhibit.

06.04 Use of Artifacts in Exhibitions

a) Artifacts selected for exhibit must be stable, and will be monitored to ensure safe exposure in chosen settings (living history heritage buildings, temporary gallery, off-siteexhibition location, etc.).

b) Selection of artifacts for exhibit will be determined in strict adherence to Conservation and Collection Management Procedures.

c) Artifacts in contextual exhibits will be conserved to a "usable" condition, as if they are in regular use during the time represented in order to accurately represent the interpretive through-lines of the museum village. Artifacts will not be restored to "brand-new" condition.

d) Sensitive artifacts in contextual exhibits in the heritage buildings will be removed to storage for the coldest months of the year.

e) Wherever possible, rooms in buildings will be cordoned offso that the public may view the exhibits from a safe distance.

f) No artifact on display as part of a Temporary Exhibit will be used or handled.

g) All artifacts chosen to be displayed as part of a Temporary Exhibit will have a detailed Condition Report completed, as well as photographic documentation. Cleaning, stabilization and treatment reports on artifacts prior to exhibition will be performed by the Conservator. Refer to Conservation Procedures section of this document for more details.

Procedure Title: Pickering Museum Village Procedure Page 15 of 49 Procedure Number: ADM 040-001 - 93 - h) Off-Site Temporary Exhibitions will be mounted in public venues that are monitored and / or approved by the Conservator, environmentally controlled, and secured from handling and theft.

i) Artifacts which are subject to damage or deterioration from exposure to light and heat will be displayed only in areas where light, heat, and humidity levels can be monitored and controlled. j) Where multiple artifacts of one type of item are available, a schedule of rotation from display to storage will be implemented to mitigate deterioration due to light, heat, and humidity exposure.

k) Design and materials used for mounting contextual and/or temporary exhibits will ensure the protection of the artifact from damage due to either environmental factors or handling by the public.

I) All materials used in the mounting of artifacts will be chemically inert, stable and acid free. Mounts will be designed to ensure adequate support of artifacts while being unobtrusive to the overall aesthetic of the exhibit.

m) Those artifacts deemed to be hazardous to the public, or particularly sensitive, will be exhibited in display cases.

06.05 Use of Artifacts in Active Displays

a) An Education Collection of artifacts has been identified for the purposes of demonstrating use of items. These items have been determined to have no provenance, are not threatened by irreparable damage, and have been determined to have significant value as tools. of interpretation.

b) If multiple examples of a particular piece of equipment are present within the collection, artifacts of no provenance or historical connection may be accessioned to the Education Collection.

c) Active exhibits will seek to engage and involve the visitor in a way that ensures learning by interaction, or "hands-on" experience.

d) Artifacts with large moving parts and engines will only be operated by staff and/or volunteers with the legally required certification and

Procedure Title: Pickering Museum Village Procedure Page 16 of 49 Procedure Number: ADM 040-001 - 94 - training to do so (e.g., steam traction engines), and with safety barriers in place to ensure public safety. This equipment must be registered, maintained, and regularly inspected to ensure they meet all legal standards.

e) Refer to PMV Standard Operating Procedures for detailed information on how to handle artifacts, and how Education Collection artifacts may be used.

06.06 Accessibility of Exhibits

All exhibits will be accessible to the public, as per legislative requirements, and insofar as can be made possible in a living history environment. For details on accessibility and public access, refer to the Community Procedure of this document, and the City of Pickering Accessibility Policy.

07 Interpretation and Education Procedure

PMV is a living history site. Through the way in which artifacts are displayed in the buildings, to the costumed volunteers and staff interpreters, to the demonstrations performed by those interpreters,· the settlement and development of the former Township of Pickering is brought to life for the visitor. It is not the intent of PMV to provide a static display with detailed labels and descriptions within the village site. PMV will uphold its Statement of Purpose by providing programs, exhibits, special events, and dramatic productions in which visitors will have, as much as possible, the opportunity to experience the activities, sounds, textures, smells, and tastes of the past.

07.01 Interpretive Themes, Aims & Programming Categories

All PMV programs and activities will meet the following interpretive themes:

a) Home - types of architecture, clothing, food, household work, families, neighbourhood, society.

b) Education - early schools, type, curriculum.

c) Work - trades, economy, industry, male and female work outside the home.

d) Transportation - methods and modes, styles, road building, navigation.

Procedure Title: Pickering Museum Village Procedure Page 17 of 49 Procedure Number: ADM 040-001 - 95 - e) Services - energy sources, medicine, mercantilism, religious institutions, social and service clubs.

f) Politics - conditions and changes throughout the fgth and early 20th centuries.

All programming will meet the following aims for students/visitors/participants:

a) Learn more about the history of Pickering Township.

b) Understand the type of environment that early settlers encountered.

c) Examine the backgrounds and values of the township's early settlers.

d) Understand how settlers (in our community) related to the environment and how success was gained through innovation and adaptation.

e) Illustrate change in the community from the early part of the 19th century to the present.

f) Develop skills through hands-on learning experience.

Interpretative programming falls into three basic categories:

a) Education Programs - consist of both on-site tours and Heritage to Go Outreach Programs and must be booked in advance.

b) Public Programs - consist of on-site themed tours, outreach and guest presentations, and specialized workshops.

c) Special Events and Exhibitions - consist of scheduled large events throughout the calendar year, and themed temporary exhibitions in the Gift Shop gallery space and exhibitions off-site. "Special Events". includes dramatic productions.

Procedure Title: Pickering Museum Village Procedure ; Page 18 of 49 Procedure Number: ADM 040-001 - 96 - 07.02 The Coordinator, Museum Operations will:

a) Be responsible for planning and developing education programs that meet the curriculum requirements of Ontario schools and the PMV Statement of Purpose.

b) Be responsible for planning and developing public workshops and programs that are relevant to the community and meet the PMV Statement of Purpose.

c) Ensure that education and public programs are widely promoted and communicated to partner groups and clients.

d) Ensure the booking of all services through the museum office.

e) Be responsible for setting a temporary exhibition schedule for the following year, and assign research topics to seasonal staff.

f) Be responsible for the arrangement of partnership exhibitions offthe museum village site.

07.03 The Event & Volunteer Programmer will be responsible for:

a) Developing and planning Special Events and public programs as required by the Coordinator, Museum Operations.

b) Preparing and presenting the next year's line-up of proposed Special Events to the PMV Advisory Committee each August, based on current year outcomes, and for approval by that committee.

c) Ensuring that Special Events and public programs are promoted and communicated.

07.04 The Museum Program Assistant will be responsible for:

a) Initial customer service.

b) Booking all on-site and outreach programming.

c) Collecting of all revenues associated with programming.

Procedure Title: Pickering Museum Village Procedure Page 19 of 49 Procedure Number: ADM 040-001 - 97 - 07.05 Development of New Programs

a) New programs will be developed only if they fit the PMV Statement of Purpose, and relevant museum interpretive themes. Priority for development of new programs will only be given consideration when gaps in programming areas are clearly identified, and user feedback suggests expansion of programming is required. For Special Events, outcomes will be measured annually to determine what changes can or should be made for the following year, and put forward to the PMV Advisory Committee for approval.

b) Only staffwho are proven program developers, and/or are trained and mentored in PMV program development will undertake the research, design, and piloting of a new program.

c) From research to program implementation, staffand volunteers will interpret Pickering's heritage and history with accuracy, objectivity, truthfulness, sensitivity, relevance, and will conduct themselves ethically at all times.

d) All program material will adhere to legislative requirements (e.g., copyright, accessibility standards, etc.)

07.06 Education Programs

On-site Education Tours and Heritage to Go outreach programs will be made by appointment. A full booklet of available tour themes and Heritage to Go outreach programs will be specially designed for, and distributed to teachers and will include curriculum connections and a fee schedule. The Education Programs offered by PMV will endeavour to make the history of the area as real as possible so that students will be better able to empathize with early settlers of the region.

On-site education tours will be made available from mid-April to Christmas.

07.07 Public Programs

All public programming will be made by appointment or registration. A full booklet of available tour themes and outreach programs and guest

Procedure Title: Pickering Museum Village Procedure Page 20 of 49 Procedure Number: ADM 040-001 - 98 - speaker presentations will be specially designed for, and distributed to, special interest groups.

a) Themed tours, outreach programs, and guest speaker presentations for special interest groups will be booked in advance.

b) Workshops will be developed and set up in the Class system for �- inclusion in the City Leisure Guide.

c) Special public programs such as themed teas, suppers, etc., will be arranged by appointment.

07.08 Special Events and Exhibitions

a) All special events and exhibitions will meet the themes, aims, and the PMV Statement of Purpose as above.

b) A full schedule of special events will be planned and submitted to the Advisory Committee six months prior to the start of the next year (July).

c) Exhibitions will be planned one year in advance.

d) Off-site exhibitions and active displays will be arranged based on criteria outlined in Section 06.04 and 06.05 of the Exhibition Procedure and relevant Standard Operating Procedures.

07.09 Use of Artifacts in Programming

a) Items of the artifact collection on exhibit in its heritage buildings are to illustrate life in Pickering Township as it was between 1810 and 1920.

b) Wherever possible, artifacts required for programming use and education will be reproductions, or items from the education collection.

c) Only those staff trained in the safe handling of artifacts will be authorized to handle artifacts from the core collection .

. Procedure Title: Pickering Museum Village Procedure Page 21 of 49 Procedure Number: ADM 040-001 - 99 - d) All staff and volunteers will be trained in how to differentiate an Education object from an education collection artifact from a Core Collection artifact.

e) For more details on artifacts, refer to the Collection Management Procedure and the Conservation Procedure sections of this document.

07.10 Program Outcomes

All programs at PMV will be open to evaluation by users in the following ways:

a) All booked tours, outreach programs, and registered programs (includes education tours, Heritage to Go programs for students and the public, and leisure programs and workshops) will include a program evaluation form at the conclusion. For those leaders who cannot complete the form upon completion of the program, the program take home package will include a stamped, self-addressed envelope to encourage feedback.

b) Special Event and General Admission guests will be personally greeted and encouraged to complete a visitor exit survey and/or a visitor comment card upon leaving.

c) A feedback station incorporating both an interactive task and comments will be part of each temporary exhibit.

d) Attendance statistics will be maintained for all PMV programs and activities.

e) The PMV email address will be prominent on the website and promoted as a channel of communication to staff from visitors.

f) Social media feedback from guests will be tracked and recorded.

07 .11 Refer to the Research Procedure, Collection Management Procedure, and Conservation Procedure sections of this document, and PMV Standard Operating Procedures for details regarding developing programs, special

Procedure Title: Pickering Museum Village Procedure Page 22 of 49 Procedure Number: ADM 040-001 - 100 - events, and exhibitions, booking programs, setting up registered programs in Class, etc.

08 Human Resources

PMV is an award-winning living history site that excels in customer service, and innovative and. interactive programming. In order to fulfil its purpose, and maintain its standards, commitment to staff and volunteer investment is necessary.

As a facility owned and operated by the City of Pickering, PMV, its staff, and volunteers are subject to all policies and procedures regarding the operation of a municipal facility, and the conduct of staff. In addition to those policies and procedures, strict adherence to the Collective Agreement between the Corporation of the City of Pickering and the Canadian Union of Public Employees, Local 129 must be observed.

08.01 PMV Human Resources Management

a) Under the guidance of the Human Resources Division, the City of Pickering will ensure that the staff person responsible for the administration of the PMV and its collection has appropriate training, credentials, and work experience. That staff person will provide inpu� to City staff to assist in the recruitment, training, and retaining of high quality staff, and will guide the City to ensure that the PMV operates in accordance with Ministry Standards for Community Museums in Ontario, and the Canadian Museum Association's Ethics Guidelines.

b) All staff members and volunteer positions will have a written job description.

d) Volunteer recruitment, assessment, recognition and appreciation, and termination will be conducted ethically, as per the guidelines in the Volunteer Procedure section of this document.

Procedure Title: Pickering Museum Village Procedure Page 23 of 49 Procedure Number: ADM 040-001 - 101 - e) City of Pickering Policies and Procedures, and PMV Standard Operating Procedures will be followed by all staffand volunteers as is applicable to their duties and responsibilities.

f) All staffwill receive training in, or provide current certification for, the following: i. First Aid (current every two years) ii. CPR-C and AED (current annually) iii. Health & Safety Training at Orientation (and annually) iv. Fire Extinguisher Training (annually) v. Accessibility, Respect in the Workplace, Sustainable Pickering Training, Customer Service, and other training as deemed appropriate vi. Emergency Response Pla·n (annually) Orientation to PMV (including relevant policies, procedures, and standard. operating procedures)

g) Staff working with children must receive training in HIGH FIVE (Principles of Healthy Child Development) as a requirement of employment.

h) Staffworking with food must be trained in the guidelines for Safe Food . Handling. A Safe Food Handling certified staffmember must be on duty to supervise the preparation of food for the public.

i) Staff working with chemicals must have Health & Safety/WHIMIS training as applicable.

j) Staffworking on computers must agree to attend Computer Orientation training at the City of Pickering and observe all Policies and ProceQures related to computer use.

k) Clearance to drive the PMV truck will be required for all staff as it will be a necessary way to transportdisplays, exhibits, and presentation materials and equipment.

I) General training in the care and handling of artifacts will be provided to all staff and volunteers to ensure adequate care for the artifacts in the

Procedure Title: Pickering Museum Village Procedure Page 24 of 49 Procedure Number: ADM 040-001 - 102 - ..

PMV's possession, and to aid in activities in all areas of the museum village.

m) Every effort will be made to ensure equal access to the workplace for staffof all abilities.

n) Every staffperson's and volunteer's accomplishments as both an individual and a team member are recognized through achievement and recognition programs.

o) All PMV staff and volunteers will be provided a copy of, and be expected to observe, guidelines for museums as set out in the Canadian Museum Association's "Ethics Guidelines".

p) All supervisors must: ensure that a worker complies with the OH&SA and regulations [section 27(1)(a)]; ensure that any equipment, protective device or clothing required by the employer is used or worn by the worker [section 27(1)(b)]; advise a worker of any potential or actual health or safety dangers known by the supervisor [section 27(2)(a)]; if prescribed, provide a worker with written instructions about the measures and procedures to be taken for the worker's protection [section 27(2)(b)]; and take every precaution reasonable in the circumstances for the protection of workers [section 27(2)(c)].

q) All workers also have several general duties under the OH&SA. A worker must take responsibility for personal health and safety insofar as he or she is able. Under the Act, a worker must: work in compliance with the Act and regulations [section 28(1)(a)]; use or wear any equipment, protective devices or clothing required by the employer [section 28(1)(b)]; report to the employer or supervisor any known missing or defective equipment or protective device that may be dangerous [section 28(1)(c)]; reportany known workplace hazard to the employer or supervisor [section 28(1)(d)]; report any known contravention of the Act or regulations to the employer or supervisor [section 28(1)(d)]; not remove or make ineffective any protective device required by the employer or by the regulations [section 28(2)(a)]; not use or operate any equipment or work in a way that may endanger any worker [section 28(2)(b)]; and not engage in any prank, contest, feat of strength [section 28(2)(c)].

Procedure Title: Pickering Museum Village Procedure Page 25 of 49 Procedure Number: ADM 040-001 - 103 - 08.02 Professional Development

a) All staffand volunteers, including Advisory Committee members, will be provided with opportunities to participate in various training workshops, seminars and conferences, so that they may enhance skills, increase knowledge, and gain resources to effectively interpret the museum village and the lifestyles of the 19th and early 20th centuries in Pickering Township.

c) Only a qualified and certified Conservator wiU_care for the core collection and conduct conservation treatment on artifacts. That staff member will be responsible for planning and presenting general training to staff in the care and handling of artifacts.

d) The primary focus of staff training will be in the areas outlined in section 08.01 of this procedure. All other areas of development will be assessed as resources are made available.

f) Membership and participation in professional associations such as the Canadian Museum Association (CMA), Ontario Museum Association (OMA), Canadian Conservation Institute (CCI), Canadian Association of Conservation of Cultural Property (CAC) and attendance at related conferences by the Coordinator, Museum Operations, the Conservator and/or the Event & Volunteer Programmer will be encouraged to

Procedure Title: Pickering Museum Village Procedure Page 26 of 49 Procedure Number: ADM 040-001 - 104 - promote continual learning and knowledge of changing trends within the field.

h) Each newly appointed PMV Advisory Committee member will be provided with a comprehensive Orientation Binder, complete with a copy of the CMA (Canadian Museums Association) Ethics Guidelines, Ministry of Tourism and Culture Standards for Museums in Ontario, PMV Procedure, relevant City of Pickering Policies and Procedures, PMV Volunteer Handbook. In addition, time will be given at the first meeting, for a presentation providing an overview of the museum and its operation. This orientation and introduction will be in addition to the City of Pickering's orientation for new Committee members.

08.03 Professional Development Investment a) Resources will be dedicated in the PMV budget to enable the annual attendance of at least one staffmember at relevant conferences of key professional associations (e.g. CMA, OMA, CCI, CAC, etc.).

b) Resources will be assured in the PMV budget to provide in-house workshops and other training sessions for staffand volunteers, and to allow for the hiring of guest presenters as required.

c) Subscriptions to museuological periodicals and memberships, and the purchase of library resources to support PMV research, program development, and professional development will be included in the PMV budget.

08.04 Refer to PMV Standard Operating Procedures and the Collective Agreement for details regarding, registering stafffor City of Pickering

Procedure Title: Pickering Museum Village Procedure Page 27 of 49 Procedure Number: ADM 040-001 - 105 - training seminars, orientation of new hires, employment requisitions, term employee roll-over requisitions, etc.

09 Collection Management Procedure

The collection of artifacts is a tangible representation of the community's heritage and is integral to the existence of the PMV, as outlined in the PMV Mandate, Vision, Mission, and Values. As a responsible steward of those artifacts in its possession, the PMV will maintain current standards and operating procedures for all collection related activities. Those duties will include collection development, acquisitions, accessioning, loans, deaccession, and disposal of artifacts, and the proper documentation of those artifacts.

These procedures provide responsibilities and guidelines in the following areas: Collection Development and Acquisition, Collection Management, Loans, and Deaccession.

09.01 Responsibilities:

a) The Coordinator, Museum Operations: i. Will be responsible for acceptance of any artifact into the collection. Additions to the collections will be jointly approved by the Coordinator, Museum Operations, the Conservator, and the Collections Committee according to the guidelines set out in the PMV Collections Development and Acquisitions Guidelines and the PMV Accessioning Standard Operating Procedure. ii. Will recommend artifact accession, deaccession, or loan, as set out in the PMV collections Development and Acquisitions Procedure. iii. Will ensure the _day-to-day management and care of the collection according to the standards established by the Government of Ontario, Ministry of Tourism, Culture and Sport and the museum community. iv. Will maintain a list of items determined to be desirable for its purposes. This list will be reviewed annually by the Collections Committee. v. Will, with the assistance of the Conservator and the Collections Committee, review the management of the collection annually.

Procedure Title: Pickering Museum Village Procedure Page 28 of 49 Procedure Number: ADM 040-001 - 106 - vi. Must approve outgoing loan of any artifacts to other institutions. vii. Must approve any incoming loan of artifacts to other institutions. viii. Assess and deem artifacts that do not fit the PMV mandate and/or Guidelines for Collecting. ix. Will endorse a list of artifacts for deaccessioning. This includes movement from the Core Collection to the Education Collection, and will submit that list to the Collection Committee to be forwarded for Council approval. x. Will ensure that all staffand volunteers working at the PMV understand and maintain confidentiality in all matters pertaining to the museum's operation, including collection records, and security systems and routines.

b) Pickering Museum Village Advisory Committee (PMVAC) will: i. Appoint a Collections Committee which will review and make recommendations regarding the development, management and care of the collections. The Collections Committee will include appropriate staff, representation of the PMVAC and may also include knowledgeable members of the community. ii. Be responsible for acceptance and deaccessioning of any artifactinto the collections as recommended to the Collections Committee by the Coordinator, Museum Operations, according to the parameters set out in the Collections Development and Acquisitions Procedures. iii. Annually review, through its Collections Committee, the PMV list of desirable artifacts to acquire, as submitted by the Coordinator, Museum Operations. iv. Annually review and approve, through its Collection Committee, a deaccession list for submission to Council for approval.

c) The Conservator will: i. Be responsible for completing and maintaining all documentation pertaining to the collection. ii. Maintain the day-to-day management and care of the collection according to the standards established by the Government of Ontario, Ministry of Tourism, Culture and Sport and the museum community. iii. Assist with reviewing the management of the collection annually.

Procedure Title: Pickering Museum Village Procedure Page 29 of 49 Procedure Number: ADM 040-001 - 107 - iv. Maintain a list of artifacts for deaccessioning. This includes movement from the Core Collection to the Education Collection. v. Be responsible for accessioning all artifacts into the collection (both Core and Education). vi. Be responsible for updating and maintaining the electronic artifact collection database.

09.02 Collection Development and Acquisition Guidelines

As a responsible steward of those artifacts in its possession, the PMV will make every reasonable effort to collect, document, and preserve those artifacts reflective of the museum village's mandate.

The objective of this section is to outline the scope of the PMV collection, establish the priorities for collecting, and regulate the artifacts that will be accepted into the collection. It is based on the standards for ethical behaviour and legislative requirements acceptable to the Government of Ontario, Ministry of Tourism, am:1---Culture and Sport, to the Canadian Museum Association, and to the museum field at large.

For details on how to collect (when and how to complete temporary gift receipts and final loan agreements), completing requisitions for tax receipts, maintaining a list for collecting, determining if an artifact should be deaccessioned, and the steps required to perform that process, refer to PMV Standard Operating Procedures.

a) PMV will collect only those objects that meet a minimum of one the following provenance criteria: i. were made and/or used in Pickering Township ii. are associated with a person, place or event in Pickering iii. are, to a certain extent, typical or representative of objects made or used in Pickering and that are historical, cultural, or aesthetic in nature that primarily cover the period from 1810 to 1920.

b) Acquisitions made either by donation or purchase, will be guided by the parameters set out in PMV's mandate.

c) The object must be in reasonable condition and be able to be housed and preserved in accordance with recognized museum standards.

d) PMV will collect only those objects that can be cared for as outlined in the Collection Management and Conservation Procedures.

Procedure Title: Pickering Museum Village Procedure Page 30 of 49 Procedure Number: ADM 040-001 - 108 - e) In acquiring artifacts for the collection, the PMV and its representatives will act responsibly and in a manner sympathetic to members of the community.

f) No human remains will be accepted into the collection.

g) Objects, which are of specific significance to recognizable cultural, ethnic, or. religious groups, will be added to the collection and displayed under specific guidelines. Representatives of such groups will be consulted to ensure that any display or depiction of such objects is sensitive to their beliefs and concerns.

h) In order to facilitate public and educational programming, and to avoid deterioration of the Core Collection through use, the PMV will also collect objects for an Education Collection.

i) Objects which are accepted into the Education Collection will be those that are typical or representative of objects made or used in Pickering from 1810 to 1920, but which have no specific association with a person, place or event within the Township. These objects may be duplicates of those within the Core Collection.

j) Consideration will be given to the probable outcome of the PMV's refusal to accept the donaUon in regard to its sale, loss of history/ provenance or destruction.

k) The PMV will collect objects with regard to all municipal, provincial and federal statutes and agreements concerning the control or banning of specific materials or objects.

I) PMV staff, Advisory Committee, and Collections Sub-Committee may not personally collect items that fall within the PMV's collection mandate. Such personal collections will be considered a conflict of interest.

m) The PMV will avoid accepting items with stipulations or legal restrictions, including provincial and federal acts, or in contravention of UNESCO Conventions.

Procedure Title: Pickering Museum Village Procedure Page 31 of 49 Procedure Number: ADM 040-001 - 109 - n) The PMV will respect the provisions contained in the Copyright Act, Ont�rio Heritage Act, and the Freedom of Information Act and Protection of Privacy Act insofar as they apply to the ethical acquisition of artifacts.

o) Refer to "Accessioning an Artifact" Standard Operating Procedure for specific details and steps.

09.03 Accessioning Guidelines

All pertinent information regarding the history of the artifacts will be collected, recorded, and preserved.

a) Items accepted into the collection must conform to the criteria as outlined in the Collection Development and Acquisitions Policy.

b) Once an object has been accepted into the collection all documentation as outlined in related procedures must be completed.

c) All core collection acquisitions will be identified using the Chenhall nomenclature for classification.

d) Two cataloguing systems will be maintained, one for the core collection and a separate inventory for the education collection. In order to differentiate the systems, all "core" artifacts will have a number in the format of YYYY.D.la, where 'YYYY' is the year accepted into the collection, 'D' is the donation number that year, 'I' is the item number within that donation and 'a' is a letter designating item parts where required. Prior to 2009 all numbers also began with an "X".

f) A photographic record will be kept of all new acquisitions as part of the cataloguing process.

g) A hard copy of all catalogue records will be maintained in the Redman House Program Centre.

Procedure Title: Pickering Museum Village Procedure Page 32 of 49 Procedure Number: ADM 040-001 - 110 - h) The electronic records will be backed up on the City of Pickering computer server that is accessible to the PMV. The data is stored on the city's SAN (Storage Area Network), which is backed up to disk on a daily basis as well as being replicated to a second SAN at the Recreation Complex for backup and recovery purposes. The data is also backed up to tape on a monthly basis as part of a tape backup rotation, with the tapes stored off-sitefor disaster recovery purposes.

i) Catalogue numbers will be affixed to artifacts in a manner that will prevent damage to or deterioration of the object. The PMV Lal;>elling Artifacts Standard Operating Procedure will be followed by all staff when applying an artifact number.

j) As part of the recording system, location information will be kept for each artifact. When artifacts are moved the new location must be updated on the artifact record and in the Past Perfect 5.0 database.

k) Artifacts which are of specific significance to recognizable cultural, ethnic, or religious groups may be returned to such groups upon their request under specific guidelines. Such groups must be able to assure the PMV that the object is integral to the beliefs or culture of the group and that they are able to provide proper care of the object according to accepted conservation methods. Return of such objects will be approved by the PMV Advisory Committee and approved by Council.

I) Where applicable, the PMV will follow all guidelines and maintain records required by municipal, provincial or federal statutes, such as for firearms or hazardous materials that may be held in the collection.

09.04 Inventory of Artifact Collection

a) The PMV will perform regular, comprehensive inventories of artifacts in all heritage buildings and storage areas.

b) An inventory worksheet shall be used during the inventory and will track the following: i. Artifact accession number ii. Artifact name iii. Location iv. General Condition (Poor, Fair, Good, Excellent) v. Name of Recorder vi. Date of Inventory

Procedure Title: Pickering Museum Village Procedure Page 33 of 49 Procedure Number: ADM 040-001 - 111 - c) Staffand volunteers performing inventory must be trained on the Care and Handling of Artifacts, and the Inventory Standard Operating Procedure.

09.05 Loans Guidelines

PMV will maintain current collections management procedures for, and proper documentation of, the incoming and outgoing loan of those artifacts within its possession.

a) Objects for loan must be in stable enough condition to withstand the travel, exhibit, and handling conditions that they will undergo to complete the loan.

c) Loans to other recognized institutions may be approved for a set period of time providing the institution can ensure that handling, storage and display will meet requirements to safeguard the artifacts. This will include proper environmental controls and security precautions for both storage and display and returning the objects as packaged by PMV.

d) Incoming loans will be discouraged except for the purpose of a temporary exhibition or a specific research or educational project.

e) For both outgoing and incoming loans, a condition report, with photographic documentation, will be required by PMV at the time of the loan.

f) Loans of artifacts to outside institutions and individuals must be accompanied by a copy of the condition report, detailed photographs, and the signed loan agreement. Both parties will retain a copy of the insurance agreement.

g) For artifacts returning to the PMV after having been on loan, a second condition report will be done to determine any changes or deterioration in the artifact.

h) For both outgoing and incoming loans appropriate loan forms must be signed prior to the loan taking place.

Procedure Title: Pickering Museum Village Procedure Page 34 of 49 Procedure Number: ADM 040-001 - 112 - 09.06 Deaccession Guidelines

a) The PMV will not collect artifacts with the intention of future deaccession.

b) From time to time, artifacts may require removal from the collection.

c) Artifacts may be recommended by the Collections Sub-Committee for deaccession if:

i. The artifact is the subject of repatriation. An artifact of specific significance to recognizable cultural, ethnic or religious groups may be returned to such groups upon their request under PMV procedural guidelines. Such groups must be able to assure the PMV that the object is integral to the beliefs or culture of the group and that they are able to provide proper care of the object according to accepted conservation methods. Deaccessioning and return of such objects must be approved by the PMVAC and approved by Council.· ii. The artifact is significantly incomplete (unidentifiable piece or · fragment) or not representative of the type of object. iii. The artifact is in such poor condition that preservation, conservation or restoration is not a viable option. iv. The artifact is duplicated in the collection and a duplicate is not of value to the collection. v. The artifact is not relevant to the PMV's collecting mandate. vi. There is incomplete documentation and provenance for the artifact. vii. The artifact has no effective use in current or future exhibitions, research, interpretation, or public use. viii. There are ethical issues related to ethnographic collections and human remains. ix. There are restrictions on legal title. x. It has subsequently been found that there is questionable legal title. xi. Correcting old accessioning mistakes (i.e. item was never meant to be an artifact or accessioned).· xii. The object is a threat to the collection, staff, volunteers, or structure of the PMV.

d) The PMV Advisory Committee must approve the recommendation of the Collections Sub-Committee in a formal meeting of the committee.

Procedure Title: Pickering Museum Village Procedure Page 35 of 49 Procedure Number: ADM 040-001 - 113 - e) The passed motion to approve the deaccession list will be forwarded to the Mayor and Council for final approval.

f) Only after approval by City Council may objects be removed from the Core and Education Collections in accordance with the Collection Management Procedure.

g) Records (or a copy) will be maintained by the Conservator for all artifacts deaccessioned and will include the original catalogue information, documentation of the reason(s) for deaccessioning and approval, and documentation of the disposal of the artifact. Note will be made with the original entry in the Collection Register of the date of deaccessioning.

09.07 Disposal Guidelines

Once an artifact has been deaccessioned according to the preceding guidelines, the following guidelines for disposal will be followed.

a) PMV will make all reasonable efforts to inform the registered donor or family (if donor is deceased) that the object is to be disposed of and that they will be given one month from the date of notice in which to reply if they desire the object returned to them.

b) Following such period, other local museums will be notified of the object's availability.

c) The Government of Ontario, Ministry of Tourism, Culture and Sport's Museum Section will be given the option of including the object on the Provincial Dono(s List.

d) Providing all of these steps in 04.01 have been followed, the object may then be offeredfor sale to the public by whatever vehicle the Collection Committee sees as necessary.

e) No member or family member of the Collection Committee, the PMVAC or the PMV staff will be allowed to purchase the object.

f) If however, an artifact is in a total state of disrepair as determined by a professional conservator, then the artifactmay be destroyed in view of two persons consisting of the Coordinator, Museum Operations and at least one member of the PMVAC.

Procedure Title: Pickering Museum Village Procedure Page 36 of 49 Procedure Number: ADM 040-001 - 114 - 10 Conservation Procedure

PMV is responsible for the conservation and preservation of the artifacts in its collection. PMV will strive to provide, within reasonable financial ability, the best preventative maintenance, conservation care, and physical environment to artifacts within its possession whether by donation, loan, or purchase. Collection care, and conservation, both preventive and treatment-based, will be undertaken only by a qualified conservator. Where treatment and care exceeds the scope of the conservator, PMV will seek the guidance and skills of qualified experts, All staff working with the collection will maintain strict adherence to the Candadian Museum Association's "Ethics Guidelines" and the "Code of Ethics and Guidance for Practice" as outlined by the Canadian Association for Conservation of Cultural Property and the Canadian Association of Professional Conservators and will follow all current legislation affectingconservation and collection care.

10.01 The Coordinator, Museum Operations will:

a) Be responsible for determining conservation priorities and nature and extent of conservation treatments required in conjunction with the Conservator.

b) Ensure that cleaning, repair or conservation of any artifact is carried out only by qualified personnel, and in such a manner as to maintain the historical and artistic integrity of that artifact.

c) Ensure that the Conservator:

i. Completes condition reports on any artifact prior to undergoing any treatment. Three condition report formats will exist, one each for objects, textiles, and archival material. ii. Completes treatment reports for each treatment performed on an artifact. Reports must be detailed, and include every step of treatment procedures. iii. Takes photographs of any artifact, before, during and after treatment. iv. Maintains photographs and records on arifacts and buildings requiring conservation treatment in the electronic database.

d) Ensure that all staffand volunteers working with the collection will be trained in the safe handling and care of artifacts.

e) Ensure that all maintenance and housekeeping responsibilities are carried out by trained and qualified staff and service providers.

Procedure Title: Pickering Museum Village Procedure Page 37 of 49 Procedure Number: ADM 040-001 - 115 - f) Ensure that regular inspections of the buildings and exhibits, both temporary and contextual, are performed on a regular basis.

10.02 The Conservator will:

a) Complete inventories and assessments of the Collection on a regular basis.

b) Complete condition reports on artifacts prior to commencing tre�tment.

c) Analyze the information within the condition reports to determine level and extent of treatment required.

d) Advise the Coordinator, Museum Operations on conservation priorities, and nature and extent of conservation treatments· required, based on information gathered from condition reports.

e) Clean, repair and/or conserve artifacts, while maintaining their · historical and artistic integrity.

f) Ensure that treatment reports are completed for each treatment performed on an artifact. Reports must be detailed, and include every step of treatment procedures.

g) Ensure that photographs are taken of any artifact, before, during and after treatment, and maintained in the electronic database.

h) Ensure that records are kept on artifacts and buildings requiring conservation treatment.

i) Train all staffand volunteers working with the collection in the safe handling and care of artifacts and housekeeping procedures.

j) Ensure that all core artifacts and education collection items are sufficiently stablefor exhibition, research, program, demonstration, and education use.

k) Ensure that artifacts moved from one location to another, whether on-site or off-site, are packed, transported, and unpacked safely and securely, and buildings moved are adequately stabilized and supported for transport.

I) Ensure that all products and methods employed in the labelling of artifacts are tested and proven stable for the material type of the artifact, and will not harm or damage the artifact.

Procedure Title: Pickering Museum Village Procedure Page 38 of 49 Procedure Number: ADM 040-001 - 116 - ..

m) Conduct regular inspections of all buildings and exhibits (both temporary and contextual) insofar as risk assessment, condition, pest management, and housekeeping and maintenance for artifacts is concerned.

10.03 Collection Storage Guidelines

PMV will provide adequate storage areas to contain the size and scope of the core collection. These areas will be clean, orderly and environmentally controlled insofar as is feasible. These areas will meet the following criteria:

a) An area will be designated for core collection storage only. This storage area will be restricted access to trained staff and volunteers only, and will be kept dark when staff are not present.

b) Every effort will be made to minimize overcrowding in current storage conditions, with the aim to improve the facility in the future, and increase storage capabilities for future acquisitions.

c) The collection storage room will be maintained in organization to ensure that similar materials are kept together, with the most sensitive objects stored in the centre of the area.

d) Housekeeping procedures will be routinely followed in heritage buildings and storage areas, and will be conducted by staff and volunteers with appropriate training. Schedules and checklists will be provided and monitored by senior museum staff.

f) Storage shelving will begin at a minimum height of 4 inches from the floor to the bottom shelf to mitigate flood damage. Every effort will be made to avoid direct floor storage.

g) For guidelines on exhibition, refer to the Exhibition Procedures section of this document.

Procedure Title: Pickering Museum Village Procedure Page 39 of 49 Procedure Number: ADM 040-001 - 117 - 10.04 Risk Management and Security

a) PMV will work to mitigate exposure of the artifacts to damage or loss through fire, flood, water damage, theft, vandalism, accident, insects and vermin.

b) PMV will hire a surveillance company to inspect all access gates nightly to monitor and deter vandalism and potential theft.

c) Any suspected vandalism will be reported immediately by staffby way of an Incident Report that will be filed with the City of Pickering, resulting in an investigation, and remedial action as necessary.

d) The Administration Building where the core collection is stored will have a security alarm system, and the storage room door will be equipped with a lock.

e) The Redman House Program Centre where the PMV's reproduction costume collection is stored, and where contextual exhibit artifacts are stored during the winter will have a security and fire alarm.

f) Regular, formal Building Maintenance and Hazard Inspections will be performed on every heritage and non-heritage building. Concerns will be noted with priority deadlines and action assigned to appropriate staff to correct noted deficiencies.

g) All heritage buildings will be kept locked when not in use. A security checklist will be maintained by staff, and tracked to note buildings that are opened and closed during use and operation.

h) Access to the Core Collection Storage Area is restricted to senior PMV staff. Staff, volunteers, service providers, and approved guests will enter only with the accompaniment of those staff indicated.

i) A full Condition Assessment will be undertaken on all buildings, storage areas, and artifacts periodically, and will take 2-3 years to complete, depending upon staff and volunteer resources.

j) PMV staffwill maintain a Disaster Preparedness Plan in the event of emergencies such as fire, flood, accident, etc. This plan will include a specified emergency work area and will ensure that all staff are thoroughly trained and familiar with the plan.

Procedure Title: Pickering Museum Village Procedure Page 40 of 49 Procedure Number: ADM 040-001 - 118 - 10.05 Storage and Exhibition Environmental Monitoring and Controls

a) The PMV will strive to restrict light levels to acceptable levels as determined by the sensitivity of the artifact material. Light levels will be minimized by the following measures:

i. Fluorescent light bulbs in the storage area and conservation lab will be covered in UV filter sleeves. ii. Light bulbs over shelves where the most sensitive artifacts (e.g. textiles) are store will be reduced from two bulbs to one to decrease visible light damage.

iii. Nouvir Fibre Optic lighting system will illuminate the Temporary Gallery space. iv. UV film will be placed on all windows in exhibition locations, including Temporary Gallery space and heritage buildings. v. The museum will use a digital light meter and a UV light meter to monitor light levels routinely to mitigate artifact deterioration. vi. All heritage buildings will be provided with double-lined reproduction curtains that will be opened only when the museum village is open to the public.

b) Relative humidity and temperature levels will be minimized and maintained within the appropriate range (40% - 60 % relative humidity with 50% being the goal and 18°C - 22°C for the temperature), as much as is feasibly possible by the following measures:

i. A thermohygrograph will be operating in the core collection storage area at all times. Record charts will be changed, analyzed and filed monthly. The calibration must be checked every three months using a sling psychrometer, and it will be reconditioned every six months. ii. Digital hygrometer thermometers will be installed in every heritage building to monitor temperature and relative humidity. Records will be maintained, and artifacts at risk removed when ranges are unacceptable. iii. Dehumidifiers will be operated in areas where required, and will be maintained, monitored, emptied, and recorded as necessary. iv. Anomalies in environmental conditions will be investigated by the Conservator, and corrected promptly.

c) Dust and pollution will be minimized through the following measures:

Procedure Title: Pickering Museum Village Procedure Page 41 of 49 Procedure Number: ADM 040-001 - 119 - J ,

i. Use of door mats, regular sweeping, dusting, and vacuuming routines. ii. Smoking will be prohibited in all buildings, and the centre of the village; smoking is only permitted 15 feet from any building. The preferred "smoking area" is the picnic area of the village site. iii. Fans will be used to improve air circulation around the artifacts in the core collection storage area.

d) Integrated pest management will be conducted as follows:

PMV will strive to deter pests and infestations by practicing good housekeeping procedures, restricting food and drink to designated areas, completing regular inspections, and responding to suspected pest-related issues promptly.

i. The Conservator will work collaboratively with maintenance staff and pest contractors to monitor, record, and report pest activities and infestations and ensure appropriate action is taken to treat infestations. ii. Trained pest control specialists will be contracted to advise and treat chronic pest infestations that threaten the collection and/or heritage buildings or the safety of staff, volunteers, and guests. iii. Regular treatments will be performed by professionals on areas where there are known reoccurrences in an effort to prevent and deter infestation. iv. Sticky traps will be used in buildings where there is suspected insect activity. v. Mouse bait will be placed in strategic locations throughout the buildings and monitored monthly. vi. Food and beverages will be restricted in heritage buildings as much as possible. Heritage cooking demonstrations will be the exception, and will be properly cleaned up afterwards. vii. All areas where food is prepared or served will be cleaned and sanitized immediately. viii. Garbage and recycling must be removed daily, or more frequently as volume requires. ix. Food and beverages will be strictly prohibited in the conservation lab and collections storage areas. x. Fresh plants and flowers are strictly prohibited inside any building on site including the Adminstration Building and the Redman House Program Center. The exception will be weddings; floral arrangements will be removed at the conclusion of the rental.

Procedure Title: Pickering Museum Village Procedure Page 42 of 49 Procedure Number: ADM 040-001 - 120 - xi. Plants, flowers and grass will not be permitted to grow within 2 feet of the buildings. xii. All storage areas and heritage buildings will be inspected monthly for signs of pests and infestations. xiii. Staff and volunteers will be trained to recognize signs of pest presence and will report sightings and evidence to the Conservator.

e) Recording of environmental conditions will be conducted by the following measures:

i. Staff and volunteers will report any concern regarding temperature, humidity, housekeeping, maintenance, and suspected pest to collection and/or maintenance staff immediately. ii. All data from environmental recording systems and devices will be kept on file in the Conservation Lab. Every effort will be made to correct deficiencies as they arise.

f) In areas where the temperature, humidity, lighting, and air cleanliness cannot be controlled (e.g., heritage buildings, temporary gallery, etc.), only those artifacts deemed stable enough to withstand exposure will be on exhibit.

g) For further details refer to the PMV Housekeeping and Maintenance Manual, the Environmental Monitoring Standard Operating Procedure, and the Pest Management Standard Operating Procedure.

10.06 Conservation Treatment Space

a) A conservation lab space will be allocated in the Administration Building, specifically for the care and treatment of collections.

b) Sufficient workspace will be made available for conservation treatment.

c) The lab space will be adjacent to triage and storage areas.

d) Chemicals will be appropriately stored in a locked chemical storage unit, and MSDS sheets will be maintained by stafffor all products stored in the unit.

Procedure Title: Pickering Museum Village Procedure Page 43 of 49 Procedure Number: ADM 040-001 - 121 - J

10.07 Conservation Treatment

a) The PMV will perform conservation treatments involving intervention only as a last resort after preventive conservation measures have proven unsuccessful in stabilizing the artifact.

b) Prior to deciding upon a course of conservation treatment, PMV staff will endeavour to maintain a balance between revelation, investigation, and preservation. The following considerations will be contemplated: i. Intended use of object. ii. Context iii. Conservation ethics iv. Condition of the object v. Composition of the object vi. Historic evidence and information vii. Aesthetic entity viii. Informative activity ix. Conservation resources x. Conservator's competence xi. Object of belief (e.g. First Nations) xii. Sustainable long-term preservation of the artifact

c) The PMV will ensure that conservation treatments are undertaken by a qualified conservator.

d) A full condition report will completed by the Conservator and treatment options will be researched to determine the best course of action.

e) Any treatment which has the possibility of negatively affecting the artifact in the future, or is beyond the scope of the Conservator will be discussed with a specialist in the field.

f) The condition report, treatment report, and full photographic documentation will be maintained throughout the treatment process and added to the artifact's Master File, and linked to the artifact in the electronic database.

g) The Coordinator, Museum Operations and the Conservator will set priorities for the conservation of materials in the collection in the following order: i. Artifacts requiring emergency treatment or stabilization. ii. Artifacts with specific historic, value and provenance. iii. Artifacts required for display or exhibit. iv. Education Collection artifacts used in programming and interpretation.

Procedure Title: Pickering Museum Village Procedure Page 44 of 49 Procedure Number: ADM 040-001 - 122 - l

11 Volunteer Procedure

11.01 The Event and Volunteer Programmer will:

a) Draftand maintain current job descriptions for lead positions of volunteer clubs and societies at PMV. Job descriptions will be approved by the Coordinator, Museum Operations, the Supervisor, Culture & Recreation and Human Resources Division as appropriate.

b) Recruit, interview, and follow up on references, criminal reference checks, and/or vulnerable sector screenings to determine appropriate volunteer candidates.

d) Ensure that all volunteers attend refresher training seminars and a minimum of one skills development workshop annually or as required in the Volunteer Handbook.

e) Provide training that meets the needs of PMV, its Statement of Purpose, and the volunteer team.

f) Track all volunteer hours and skills contributions.

g) Maintain a current list of active and inactive volunteers.

h) Schedule volunteer work.

Procedure Title: Pickering Museum Village Procedure Page 45 of 49 Procedure Number: ADM 040-001 - 123 - J

i) Nominate volunteers for appropriate federal, provincial and other outside awards programs and opportunities.

j) Plan and present an annual Volunteer Appreciation Reception at which the service achievements of the PMV volunteers will be acknowledged, shared, appreciated, and rewarded.

11.02 Volunteer Rights and Responsibilities

Volunteers have the right to:

a) Be treated as a co-worker, not just free help.

b) A suitable and mutually agreed-upon assignment.

c) Be prepared for the job by orientation and training sessions that are thoughtfully planned and effectively presented.

d) Advice and support from a designated supervisor, continued training on the job, information on new developments, and training for greater responsibility.

e) Know whether or not your work is effective and how it can be improved.

f) Be kept informed about programs, activities, and happenings at the PMV.

g) Be heard, to feel free to make suggestions, and to have respect shown for an honest opinion.

h) Be appreciated and recognized for contributions to the success of PMV.

Volunteers will be responsible to:

a) Be aware of the goals and objectives of the PMV as contained in its Statement of Purpose.

b) Be sincere in your offer of service.

c) Maintain a good working relationship with staff and other volunteers.

d) Represent the staff, volunteers, and PMV in a positive manner.

Procedure Title: Pickering Museum Viljage Procedure Page 46 of 49 Procedure Number: ADM 040-001 - 124 - l

e) Be cheerful and pleasant when working with the public.

f) Welcome supervision and guidance graciously and consult with staff when unclear on policy or action.

g) Undertake training as required and be willing to learn from all sources including reading material, staff, and other volunteers, and the public.

h) Follow organizational guidelines and maintain the integrity and confidentiality of PMV.

i) Work as a team member to carry out duties reliably, to be on time, and to call with as much notice as possible if not available for the agreed upon assignment.

11.03 Volunteer Termination

Any serious breach in the above listed Rights and Responsibilities, to City of Pickering Policies and Procedures, or to the Ethics Guidelines as outlined by the Canadian Museum Association may result in the termination of a volunteer.

12 Research Procedure

Research is integral to understanding our communities' past, interpreting that heritage to site guests through exhibitions, education programs, public programs, special events, and dramatic productions. PMV is dedicated to presenting high quality programs that are accurate, relevant, and interesting. To that end, all research undertaken by staffand/or volunteers must adhere to the PMV Statement of Purpose, and must relate to the museum village's interpretive themes as outlined above in the Interpretation & Education Procedure.

12.01 Research by staffand/or volunteers at PMVwill be conducted by staff and/or volunteers in the following primary areas of focus:

a)· Collections (including artifacts in the collection, artifacts under consideration for acquisition, and the museum village's buildings, their interior designs, and gardens).

b) Program development (including Education programs, public programs, special events, exhibitions, and dramatic productions).

Procedure Title: Pickering Museum Village Procedure Page 47 of 49 Procedure Number: ADM 040-001 - 125 - J •.

c) Program support (costume, culinary heritage, dance forms, founding family genealogy).

d) Living history equipment restoration (includes work to accurately maintain and operate gas and steam equipment and to create authentic furnishing and other wooden reproductions for museum use).

e) Professional development and training (includes all museological aspects relevant to the appropriate and current operation of a living history site).

f) Grants and subsidies (includes sourcing new funding opportunities).

g) Assisting and supporting the public and their research projects.

12.02 All research conducted by staffand/or volunteers must be accurate and as objective as possible so as to represent the histories of Pickering's co·mmunities as truthfully and honestly as possible.

12.03 Only those staffand volunteers with proven research skills will conduct research at and on behalf of PMV. Staff and volunteers who have no previous research skills will be trained as required.

12.04 Time will be made available for staffrequired to conduct research, and to supervise research work performed by volunteers as required and as program development moves forward in areas targeted by the Coordinator, Museum Operations.

12.05 All research will be conducted in an ethical manner, and will be properly documented, and sources clearly notated. Where outside assistance, financial or otherwise, has been provided, or copyright permission has been granted to reproduce content, it shall be publicly acknowledged. Similarly, when PMV has supported the research of another individual or group, acknowledgement of the PMV's contribution must be identified as part of the terms of the partnership.

12.06 Costs associated with research will be absorbed in the budget account most applicable (special events, program, travel, stationery).

Procedure Title: Pickering Museum Village Procedure Page 48 of 49 Procedure Number: ADM 040-001 - 126 - ...... ;:,

12.07 Research and written work conducted by staff and/ or volunteers of PMV for the benefit of the museum village, will be the exclusive and sole property of the City of Pickering.

12.08 A research space including a desk, chair, adequate lighting, library, resource files, and access to digitized and electronic artifact collection information will be made accessible to PMV staff and volunteers, and members of the public (with staff supervision).

12.09 Staff, volunteers, and members of the public requiring access to the collection for research purposes must be.trained in the safe handling of artifacts prior to access being granted, as per the Conservation Procedure and the Community Procedure. Wherever possible or necessary, items in the Education Collection may be substituted at the discretion of the Coordinator, Museum Operations.

12.10 Refer to Conservation Procedure and Community Procedure for more details on public access to the collection and on care and handling of artifacts.

Procedure Title: Pickering Museum Village Procedure Page 49 of 49 Procedure Number: ADM 040-001 - 127 - Corr. 23-19

Fixing the Housing Affordability Crisis Municipal Recommendations for Housing in Ontario

14 August 2019

The Association of Municipalities of Ontario (AMO) is a non-partisan, non-profit representing almost all of Ontario’s 444 municipal governments. Working together, the municipal order of government can achieve shared goals and address common challenges.

- 128 - Table of Contents

Table of Contents ...... 2 A Message from AMO President and Chair of AMO’s Affordable Housing and Homelessness Task Force ...... 3 Executive Summary ...... 5 Introduction ...... 7 Principles to Guide an All-of-Government Approach ...... 9 Roles and Jurisdiction in Housing ...... 10 Ontario’s Municipal Order of Government ...... 10 The Government of Ontario ...... 11 The Federal Government ...... 12 Action Plan for an All-of-Government Approach ...... 14 1) Increasing the Supply of Affordable Market Housing for Families ...... 14 2) Creating a Financially Sustainable Model for Community Housing...... 22 3) Expanding Affordable Housing Options ...... 28 4) Ending Homelessness ...... 31 5) Supporting People with their Health Care Needs for Successful Tenancies ...... 32 Conclusion — Looking Forward and Next Steps ...... 34 Appendix A: AMO Affordable Housing and Homelessness Task Force Membership (2015 to 2018) ...... 35 Appendix B: Summary of Recommendations ...... 36 Increasing the Supply of Affordable Market Housing for Families ...... 36 Creating a Financially Sustainable Model for Community Housing ...... 39 Expanding Affordable Housing Options ...... 40 Ending Homelessness ...... 41 Supporting People with their Health Care Needs for Successful Tenancies ...... 41 End Notes ...... 42

2 - 129 - A Message from AMO President and Chair of AMO’s Affordable Housing and Homelessness Task Force

Housing affordability is top of mind for people in Ontario.

Housing is in short supply. Home ownership is out of reach for many. Rents are too high relative to incomes and Ontario’s homeless desperately need a roof over their heads. The lack of suitable affordable housing in Ontario is a significant problem that all orders of government must work together to address in partnership with the private, non-profit, and co-operative housing sectors.

The federal and provincial governments have recognized the severe housing challenges facing Ontario families and have come together recently with various strategies, plans, and funding programs to address the issue. While these initiatives are welcome, more must be done to meet the housing challenges faced by the people of this province. Despite recent measures, many of AMO’s outstanding recommendations to address the housing supply and affordability crisis remain relevant.

Finding solutions to address the housing crisis is a priority for AMO’s Board and AMO’s Affordable Housing and Homelessness Task Force. The task force is comprised of municipal elected officials and senior staff involved in housing from across Ontario. The task force also includes representatives from key organizations on the front lines of housing and homelessness prevention, namely the Ontario Municipal Social Services Association (OMSSA), the Northern Ontario Service Deliverers’ Association (NOSDA), the Ontario Non-Profit Housing Association (ONPHA), and the Co-operative Housing Federation of Canada - Ontario Region (CHF-ON). Advice from the Housing Services Corporation (HSC) and the Ontario Federation of Indigenous Friendship Centres (OFIFC) also informs AMO’s work on housing and homelessness issues. The task force has also benefited from regular collaboration with the Ministry of Municipal Affairs and Housing (MMAH) on housing and homelessness matters. Members of AMO’s Planning Task Force also worked jointly with the Housing Task Force, especially on considerations to increase private market housing supply in Ontario.

This paper consolidates the numerous recommendations developed by the housing task force and approved by AMO's Board of Directors in recent years that have yet to be taken up the provincial government. They reflect perspectives from municipal governments and District Social Service Administration Boards (DSSABs) working on Ontario’s front lines. Their timely implementation would realize efficiencies in Ontario’s housing system and deliver real outcomes for Ontarians. The recommendations suggest actions by all orders of government, as well as housing developers, which would both preserve existing stock and expand the supply of affordable housing options. The recommendations also address homelessness.

Solutions to address the housing crisis are, and will continue to be, an AMO priority in the years ahead. The goal of this paper is to advance a conversation beyond the existing initiatives on how to comprehensively address the housing crisis in Ontario and support healthy and prosperous local communities.

3 - 130 - We look forward to discussions with all housing partners. We must take advantage of the current opportunity to address these housing challenges.

Sincerely,

Jamie McGarvey AMO President Mayor of Parry Sound

4 - 131 - Executive Summary The housing and homelessness crisis in Ontario is serious and widespread, cutting across all four corners of the province and hitting everyone from the middle class to our most vulnerable residents. At its core, it reflects a shortage of affordable housing supply right across Ontario. Both the provincial government and the federal government have taken action through Ontario’s release of the Community Housing Renewal Strategy and the Housing Supply Action Plan, and the federal government’s National Housing Strategy. However, more needs to be done and municipal governments have a number of outstanding recommendations to help address the housing challenges facing Ontario families. Municipal governments are on the front lines of a multi-faceted crisis. This crisis includes a lack of affordable homeownership and rent. Municipalities use local planning and financial tools to create responsible, appropriate, and affordable housing development that contributes to strong communities. They need flexibility and provincial support to bring more housing on stream more quickly, without compromising oversight and due diligence. As well, there is aging, underfunded, and inadequate amounts of Community Housing to meet demand. Municipal governments struggle to deliver costly community housing, crushed by a backlog in capital repairs. Ontario is the only province in Canada where community housing is a municipal responsibility. This burden was never intended to be carried by the property tax base. It is critical to have a sustainable model for funding operations and capital repairs, including permanent and predictable funding for housing supports. Chronic homelessness persists amidst a lack of supportive housing for people with complex health needs, including mental health and addictions. Municipal governments are primary providers of shelters and services for the homeless. The pressure on these services is worsened by the crisis in community housing. Many emergency shelters are at capacity and homelessness touches municipalities of all sizes, across all of Ontario. A more focused effort to address chronic homelessness is needed. The federal and provincial governments have recognized the need for action and it is critical that all three orders of government work together to create more affordable housing that meets Ontarians’ needs. The National Housing Strategy creates a platform for the federal, provincial, and municipal governments to come together to talk about how best to improve housing outcomes for the people of Ontario. The AMO-Ontario Memorandum of Understanding (MOU) Table should continue to help facilitate municipal-provincial discussions on the housing file. An all-of-government approach is needed. This discussion paper consolidates AMO’s existing housing and homelessness prevention policy positions that have yet to be taken up by the provincial government. The paper focuses on five key municipal priorities for housing in local communities:

1) increasing the supply of affordable market housing for families 2) creating a financially sustainable model for community housing 3) expanding affordable housing options 4) ending homelessness; and 5) supporting people with their health care needs for successful tenancies.

5 - 132 - Given the municipal role in housing, municipal governments and DSSABs are well positioned to provide advice on what is needed to address the housing affordability and supply crisis that is compromising quality of life for many and putting many others at risk. While the Housing Supply Action Plan makes some important steps, more needs to be done. Shelter is one of the most fundamental human needs. AMO looks forward to continuing to work together with the federal and provincial governments, along with private developers and housing providers, to tackle the crisis and bring about comprehensive change for Ontarians.

6 - 133 - Introduction

Too many people in Ontario struggle to find housing that makes sense for their needs and for their pocketbooks. Homeownership is increasingly out of reach, rental prices are skyrocketing, and our population is changing faster than the market can adapt to provide the right housing mix. This housing crisis is widespread and points to an affordable housing supply shortage across the province.

The construction of new housing infrastructure is not keeping pace with demand. This affects both people looking for housing and their communities. The access and availability of affordable stock directly relates to the ability to retain and attract workers into the labour force. As well, there is an economic return on investment, as housing development creates jobs in construction and other sectors.

Existing community (i.e. social) housing also faces significant sustainability challenges.1 Many emergency shelters are at capacity and homelessness is prevalent in municipalities of all shapes, sizes, and geographies. The goal of eliminating chronic homelessness across Ontario is becoming harder to achieve.

Conditions in the private housing market make challenges in community housing and homelessness prevention even worse. Unable to find affordable housing on their own, many people turn to community housing to find shelter. What they find is a long waitlist. In some parts of the province the waitlist is growing at an unprecedented speed. Meanwhile, some community housing units sit empty because they are in a state of disrepair. Across the province, people are couch surfing and sleeping in abandoned barns and tents throughout the cold winter months. Our population is also aging with increasingly complex health needs, including mental health, addictions, and trauma-related needs. There are not enough supportive housing units to address demand and housing people in need of support with private landlords can be challenging.

The housing affordability and supply challenges facing Ontario are real and pressing. Both the federal and provincial governments recognized this with the release of recent plans and strategies. This includes the provincial Community Housing Renewal Strategy and Housing Supply Action Plan, and the National Housing Strategy. For these initiatives to succeed, all orders of government must work together to advance transformational change. An “all-of- government” approach to the housing crisis must also involve meaningful partnerships with the private and community sectors. Government cannot do it alone.

This discussion paper moves the conversation on housing solutions forward by consolidating AMO’s outstanding housing and homelessness prevention related policy positions that have yet to be taken up by other orders of government. If implemented, these recommendations can bring about meaningful change while complementing existing provincial and federal initiatives.

1 Social housing is now referred to as Community Housing by the Province of Ontario. This paper reflects this change in terminology. 7 - 134 - The paper begins by outlining principles to guide an all-of-government response to the housing crisis. It then provides a breakdown of roles and jurisdiction in housing and finishes by proposing action items for consideration by each order of government and housing developers. The paper focuses on five key municipal priorities for housing in local communities:

We have a unique opportunity to collectively identify and implement affordable and community-based housing solutions for Ontarians. All three orders of government are at the table. As local front line leaders, municipal governments have their sleeves rolled up and are ready to continue the work.

8 - 135 - Principles to Guide an All-of-Government Approach

A principled approach is necessary to identify meaningful housing solutions that work for all Ontario families. AMO puts forward the following principles to guide an all-of-government approach to housing in Ontario:

1. All orders of government should work together to ensure that the people of Ontario have access to safe, suitable, and affordable housing options. They should dedicate adequate resources to the full range of housing, including homeless shelters, community housing, supportive housing, rental housing, and home ownership. Special attention should be paid to housing solutions for those most in need and for middle-income households.

2. All orders of government should foster ‘complete communities’ with a diverse range and mix of housing options, densities, and tenures developed through sound planning processes.

3. Municipal governments and District Social Service Administration Boards are closest to the people and best positioned to plan and manage housing and homelessness prevention services in their communities. Municipal autonomy is necessary to protect the public interest and meet local needs.

4. Where municipal governments are the primary funders of services in Ontario, they should be the principal policy maker, with input from local communities and housing stakeholders. Provincial legislation, regulations, and policies should give flexibility to meet local needs rather than direct how services are to be delivered. Municipal Service System Managers should be treated as equal partners to co- design housing and homelessness prevention systems in Ontario.

5. Housing and homelessness prevention programs are essentially a means for income redistribution. As such, they should not be funded primarily through property tax revenue. It is unsustainable and at odds with basic principles of good public and fiscal policy.

6. All orders of government should work in partnership with Indigenous communities to advance co-developed, Indigenous-driven housing solutions that meet the needs of Indigenous people.

9 - 136 - Roles and Jurisdiction in Housing

Each order of government has a role to play in addressing the housing supply and affordability crisis. Municipal governments as local planning authorities and service system managers; the Province as a steward of the land use planning and community housing systems; and, the federal government as a system enabler.

The federal and provincial governments also play a role in funding and in the development of frameworks to implement housing approaches. When it comes to strategizing and implementing solutions on the ground, the federal and provincial governments should defer to the expertise of municipal governments and service system managers on the front lines.

Ontario’s Municipal Order of Government

Housing pressures are most keenly felt as a local issue. As the order of government closest to the people, municipal governments and District Social Service Administration Boards (DSSABs) do the heavy lifting in tackling the crisis on the ground.

The municipal interest in housing can be broken down into two general categories. On one hand, municipal governments are responsible for local planning and the implementation of the Ontario Building Code. Municipal governments also pride themselves in being stewards of complete communities that provide a wide range of housing options for residents. Complete communities are places where homes, jobs, schools, community services, parks, and recreation facilities are easily accessible.1 A well-designed built environment also promotes resident quality of life and population health.

On the other hand, some municipal governments administer the community housing system locally. Ontario’s 47 Consolidated Municipal Service System Managers (CMSMs) and DSSABs co-fund, manage, plan, and administer community housing. They also develop affordable housing stock and deliver homelessness prevention programs. Collectively, the 47 are known as Service System Managers.2 CMSMs are upper tier (i.e. county, region) and single-tier governments located in southern Ontario, except for Sudbury in the north which is also a CMSM. DSSABs perform the function of service system manager for social services in northern Ontario, including for housing and homelessness prevention services.

Ontario is the only Canadian province or territory where municipal governments are responsible for the funding and delivery of community housing. In 2017, property taxpayers contributed over $1.77 billion towards community housing.2 This significant investment by municipal governments is a result of the provincial downloading of community housing to service system managers in 2001 – 2002. This amount is just for community housing. It does

2 According to Ontario’s Housing Policy Statement: “Service Managers occupy a unique position as system managers and service providers in the areas of housing assistance, homelessness prevention and support services, income support programs, early learning and child care services. There are also opportunities for Service Managers to work with other related service systems - such as health, community services, children and youth, child welfare, corrections - to enable people to access the housing and supports that they need. The province is promoting coordination efforts across service systems to help maintain housing stability, prevent homelessness and improve outcomes for people.” 10 - 137 - not include the full range of spending by municipal governments for housing-related supports, homelessness prevention programs, or financial incentives that they provide to facilitate affordable housing development. Due to limitations in provincial data collection, a figure representing the full picture is challenging to pull together.

Service system managers work in partnership with co-operative, non-profit, and Indigenous community housing providers. They also consult with community members to address the housing needs of vulnerable, low-income Ontarians. The Housing Services Act, 2011 requires service system managers to develop ten-year housing and homelessness plans. These plans are based on local needs and guide local actions to address homelessness and housing in line with provincial and local priorities. The Act also sets service level standards such as the minimum level of assistance that must be provided by service system managers. Eligibility for rent-geared-to-income (RGI) assistance is also legislated by the Act and its regulations. As well, municipal governments provide housing benefits and rent supplements.

All municipal governments, regardless of whether or not they are designated Service System Managers, play a critical role in facilitating affordable housing. They have several planning and financial tools at their disposal. For example, municipalities can implement community improvement plans, waive or defer development charges, and designate housing providers as municipal capital facilities to provide financial assistance. Many do so to the extent that fiscal circumstances allow and community priorities dictate. It works best where there is close collaboration between service system managers and other municipalities to achieve mutual goals.3

The Government of Ontario

The Government of Ontario has a multifaceted role to play in the search for ‘made in Ontario’ housing solutions. More recently, it has taken a keen focus in addressing the housing crisis with the release of its Housing Supply Action Plan and related legislation.

More Homes, More Choices: Ontario’s Housing Supply Action Plan aims to make it easier to build new housing, and suggests changes to planning, heritage, environmental assessments, endangered species, and conservation-related policy. As well, the Action Plan promises to help renters by making it easier to build new rental properties and to develop secondary suites in existing homes. Many of these provincial proposals have already been addressed with the royal assent of Bill 108, the More Homes, More Choices Act, 2019.

On the planning front, the Province regulates the municipal planning function through legislation like the Planning Act. It is also responsible for numerous provincial directives including the Provincial Policy Statement (PPS), the Greenbelt Plan, and various regional growth plans. This overarching planning framework sets requirements for municipal

3 For more information on what is in the municipal toolbox, see the guide “Municipal Tools for Affordable Housing” produced by the Ministry of Municipal Affairs and Housing on their website http://www.mah.gov.on.ca/AssetFactory.aspx%3Fdid%3D9270

11 - 138 - planning activities, including notifications, public meetings, consultation with third parties, and timelines.

Ontario is also responsible for numerous processes that may affect timelines in the municipal development approval process. This includes the Local Planning Appeal Tribunal (LPAT), provincial environmental assessments, Ontario’s land registry, and more. The Government of Ontario also provides citizen guides to help developers and homeowners navigate the land use planning process.

When it comes to community housing, the Ontario government is the steward of the housing system, creating legislation and establishing service requirements for Service System Managers. The Province regulates community housing through the Housing Services Act, 2011 and sets guidelines for local Housing and Homelessness Plans through the Ontario Policy Statement: Service Manager Housing and Homelessness Plans and through various housing strategies. A new Community Housing Renewal Strategy was released by the provincial government in April 2019 to sustain, repair, and grow the community housing system.

Ontario also has several funding programs to help people find homes. Municipal governments and DSSABs manage service delivery through these provincial funding programs, including the Community Homelessness Prevention Initiative (CHPI), the Strong Communities Rent Supplement, Home for Good, the Canada-Ontario Community Housing Initiative (COCHI) and the Ontario Priorities Housing Initiative (OPHI). This is the successor program to the former Investment in Affordable Housing (IAH) program. Additionally, provincial programs provide funding to: support affordable housing construction; facilitate homeownership and renovations; advance homelessness prevention; increase access to low- cost financing; and, provide rent supplements and housing allowances, amongst other objectives. Some of these programs, like the OPHI and COCHI programs, are co-funded with the federal government. They all have specific mandates and targets with time-limited funding. The provincial government is also the primary funder of supportive housing in Ontario.

For more information on Ontario’s housing programs and initiatives, see the MMAH website.

The Federal Government

The federal government functions as a system enabler when it comes to housing policy and funding. Leveraging its fiscal capacity, Canada can help make community housing financially viable across the country, promote the expansion of more affordable housing options, and help prevent homelessness.

The first full federal community housing program in Ontario began in the 1950s. Many units were built under this federal leadership. From 1986 to1992, the federal government’s role in housing slowly diminished until funding for new community housing came to a complete halt in 1993. The federal government then transferred administrative responsibility for its community housing stock to the province through a 1999 agreement with Ontario. These

12 - 139 - administrative functions were further passed on to municipal governments with the enactment of the Social Housing Reform Act in 2000.

In the years that followed, the federal government slowly began taking tentative steps towards reclaiming its prior role. It returned in force beginning in 2016 with consultations for a new National Housing Strategy. As part of the strategy, several remaining federal housing programs will be replaced by successor initiatives.

The National Housing Strategy announced in 2017 is a Canada-wide $40 billion, 10-year plan. A bilateral agreement on the National Housing Strategy was signed between Canada and Ontario in 2018. Work is ongoing to finalize the design and implementation of the strategy in the Ontario context. Notably, a Trilateral Coordination Forum has been created with representatives from the federal, provincial, and municipal orders of government to advance the strategy in Ontario. Key highlights of the agreement are: • investments of approximately $4 billion over 9 years to protect, renew, and expand community housing — this funding will also support Ontario’s priorities related to housing repair, construction, and affordability; • a new Canada Housing Benefit in Ontario; and • long-term, predictable funding to preserve existing community housing units beginning April 1, 2019.

Funding opportunities are also available outside of the bilateral agreement through the National Co-Investment Fund and other initiatives. Other federal housing supports include seed funding programs, funding to preserve community housing, support for innovative financing opportunities, various loan insurance programs, and other investments in affordable housing. In addition, the federal government is creating a Technical Resource Centre called the Community Housing Transformation Centre. The purpose of this Centre is to help community housing providers build capacity to become more effective and sustainable.

AMO is pleased to see federal-provincial co-operation under the National Housing Strategy and the willingness to work with service system managers. Both the provincial and municipal governments are providing significant funding to cost match the federal dollars and leverage investments in Ontario. The 2019 Ontario Budget confirmed the provincial investment in the strategy. It also indicated next steps in negotiating and co-designing the Canada-Ontario Housing Benefit with the Canada Mortgage and Housing Corporation (CMHC). This proposed housing benefit will help address housing affordability.

While the 2019 Federal Budget did not include further new investments for community housing, it did include initiatives targeting private market housing. This includes assistance for new home buyers and an increase in funding for new rental construction. The federal budget also includes funding to support urban Indigenous service providers. As well, the federal government introduced legislation that would require future governments to maintain an ongoing National Housing Strategy. This is significant. Some, nonetheless, feel the government is not going far enough to establish an enshrined right to housing.

For more information on the National Housing Strategy, see AMO’s submission to the 2016 National Housing Strategy consultation process here. Information on the strategy and 13 - 140 - federal housing programs is also available from the federal government and from the Canada Mortgage and Housing Corporation. The Canada-Ontario bilateral agreement can also be found on the CMHC website.

Action Plan for an All-of-Government Approach

1) Increasing the Supply of Affordable Market Housing for Families

The cost of market housing — both homeownership and rental — is increasingly out of reach for everyday people. According to the CMHC, the cost of the average new single-detached home in Ontario was $1,003,516 in February 2019. The median was around $750,000.3 When resales are incorporated, the province-wide average for February 2019 was $580,019.4

In the rental market, the average price of a three-bedroom apartment is around $1,500.5 Prices are even higher in the GTHA for both home sales and rental prices. This impacts the overall figures for Ontario. Given relatively stagnant wage growth, the cost of homeownership, and high rents, it now takes potential buyers around 12 years to save for a down payment.6

The proportion of renters and homeowners in core housing need, defined as people paying more than 30% of their income on housing, is increasing. According to the 2016 census, Ontario was the province with the highest proportion of households in core housing need. This situation is not limited to one region or municipalities of a certain size. There are many different housing markets in the province, all with their unique needs.

Another key challenge relates to low vacancy rates and the amount of new rental stock entering the housing market. Across Ontario, the vacancy rate for rental housing is at a meagre 1.8%.7 This means that renters have limited options when it comes to upgrading to a new apartment or downsizing to save costs. New housing stock is also taking too long to get to market for a range of reasons, many of which are outside of municipal control. Estimates suggest that Ontario is already short 29,000 affordable rental homes. This means that 13,700 new rental homes must come online each year for the next ten years to accommodate population growth.8 Meanwhile, over 100,000 new proposed housing units across Ontario are waiting for development appeal proceedings due to an under-resourced Local Planning Appeal Tribunal (LPAT).9

The factors leading to an unaffordable housing market are complex. They include a combination of low vacancy rates, inadequate supply, high commodity and investment interests, but also modest employment and labour markets. Many buyers and renters do not make enough money to truly afford housing available on the market.

While housing affordability is a challenge province-wide, some problems are unique to Ontario’s north and rural areas. Given stable or declining population levels, homeownership is relatively accessible in most of Northern Ontario. Rents are also 20-30% below the province-wide average. Instead, in the north, the key challenge is the state of existing housing. A short construction season and a limited supply of skilled trade workers mean that new housing is harder and more expensive to build. This means that families have no place 14 - 141 - to move or ability to renovate when their existing homes become older and increasingly obsolete. For this reason, much of the housing stock needs to be renovated.10

Throughout the consultation on Ontario’s Housing Supply Action Plan, AMO identified actions that all orders of government and developers could take to improve Ontario’s housing supply and affordability. AMO emphasized that many delays in the planning approval process were due to incomplete applications, third-party reviews and provincial processes, and due to decision timelines. AMO also emphasized that growth should continue to pay for growth.

Bill 108, the More Homes, More Choices Act, 2019 took several actions to advance the Province’s Housing Supply Action Plan, including: reforming development charges for hard services; introducing a new community benefit charge framework for soft services; and, reforming the LPAT process. Changes were also made to shorten legislated planning approval timelines.

The government effort to find solutions to the problems at hand are laudable. However, there are still some details to be worked on to achieve key goals. Bill 108 received mixed reviews from AMO and municipal governments. Ontario’s municipal governments are nonetheless committed to continuing to work with the province to advance housing in local communities. While there are positive elements, there are some areas of concern such as the return to de novo hearings at the LPAT and the potential limiting of municipal ability to recover the costs of growth and plan effectively for the good of their communities.

At the time of writing, several regulations related to the new community benefits framework and development charge reforms are open for public consultation on the regulatory registry. It is important that the finalized regulations reflect municipal input and do not have a negative fiscal impact on municipal governments. There is also an important consultation underway on changes to the Provincial Policy Statement, including measures to support housing development.

While AMO is pleased that the government is prioritizing housing supply with the release of the Housing Supply Action Plan, more needs to be done. All orders of government and the development community must strive for continuous improvement to address the housing supply and affordability crisis. In its initial submission to the Housing Supply Action Plan, AMO made numerous recommendations for all three orders of governments and developers to help address the issue. Many of these recommendations remain relevant now that Ontario’s plan has been released. AMO appreciates that the provincial government has signalled that its work to increase housing supply will continue. Therefore, the following recommendations should be considered for the future. Ontario’s municipal governments are on the front line and ready to work with all government and community partners to find and implement housing solutions that make sense for Ontario families.

While addressing market housing is important, it must be said that measures to improve market housing alone will not solve the housing crisis in Ontario. Co-ops and government- funded community housing also require attention. The private market is nonetheless a critical contributor with an important role to play.

15 - 142 -  Streamline to Speed up the Approval Process by Addressing Implementation Challenges

Speed is an important factor in bringing new housing supply to market. One of the key measures introduced through Bill 108 was shortening the timelines for municipal governments to make planning decisions related to official plans from 210 to 120 days and from 150 days to 90 days for zoning by-law amendments. As well, plans of subdivision applications are now sheltered from third- party appeals.

When it comes to planning, municipal governments look for good processes and due diligence to safeguard the public interest, ensure local standards are met, and to make sure that communities are designed using sound planning principles. All involved parties can make changes that would speed up the development approval process. A key challenge for many municipal governments is that developers will submit incomplete or inadequate applications that are not detailed enough, causing delays in the planning approval process. Improving the quality of applications submitted to municipal governments would speed up approvals. As well, many delays in the planning process are due to delays in agency or provincial approval processes and requirements.

It is unclear how legislative changes related to the LPAT will speed up the construction of housing. Although Ontario has committed to increasing the number of LPAT adjudicators to clear the backlog, appeal proceeding timelines will likely increase in the near future once the LPAT returns to old de novo hearing rules.

The Planning Act had previously empowered municipal councils to make the decision on planning matters based on a test of the application’s conformity to the municipality’s official plan, provincial plans, and the Provincial Policy Statement. With the passing of Bill 108, adjudicators will rule based on what they perceive to be the best planning outcome. The reinstated rules also allow planning applicants to introduce new evidence during the hearing process not previously shared with the municipality in the initial application. Historically, drawn out de novo hearings have delayed construction. This raises concerns that the return to these rules will result in further delays. AMO urges the government to monitor and evaluate the impacts of these changes.

There remain a number of implementation challenges to speeding up new housing development. All parties involved, whether it be municipal governments, the provincial government or developers, can take steps to help. AMO understands that the government will continue its efforts to increase housing supply. The following recommendations are presented for further consideration by all.

Recommendation #1: That municipal governments continue to work to ensure that zoning by laws are up to date with official plans.

Recommendation #2: That municipal governments pursue and move towards e-permitting if they have the resources.

Recommendation #3: That municipal governments consider the benefit of third-party coordinating engineers as a potential option. 16 - 143 - Recommendation #4: That municipal governments explore the benefits of offering one-window ‘concierge services’ to fast track priority proposals.

Recommendation #5: That municipal governments consider whether adopting a Community Planning Permit System would meet the needs of their local communities.

Recommendation #6: That municipal governments consider succession management strategies to ensure that they can continue to employ well- qualified building inspectors.

Recommendation #7: That the provincial government modernize notice provisions.

Recommendation #8: That the provincial government continue to document and disseminate Best Management Practices (BMPs) and provide data support to municipal governments to foster learning, resulting in continuous improvement.

Recommendation #9: That the provincial government provide support to housing developers including sharing of BMPs.

Recommendation #10: That the provincial government provide training to help municipal governments increase the supply of building inspectors.

Recommendation #11: That housing developers take steps to ensure they submit complete, quality applications to reduce timelines and reduce the number of resubmissions.

Recommendation #12: That housing developers take good care to prepare comprehensive site plans.

Recommendation #13: That housing developers diligently and completely fulfill contractual Clearing Conditions in a timely manner.

Recommendation #14: That housing developers ensure timely building inspections to keep projects on track and on schedule.

 Promote a Mix of Housing and Missing Middle Housing

AMO believes in fostering complete communities with a diverse range and mix of housing options, densities and tenures to meet needs as required by the PPS. This is essential if municipal governments are to meet affordability targets.

In many areas, there is a lack of what is known as ‘missing middle’ housing. This term means different things to different people. Generally, it refers to a missing range of middle density housing options. This is housing that can adapt to different lifestyles – such as

17 - 144 - intergenerational living, new families, and seniors aging in place. This could include row houses, semi-detached homes, townhouses, or other options. For many, ‘missing middle’ housing can also refer to housing affordable to middle income earners.

In many cases, not enough housing for both families and seniors is being built near transit, schools, workplaces and amenities. For example, families need family-sized housing and rental accommodations. In other situations, over-housed seniors may need options to downsize their living accommodations and/or seek shared housing arrangements. Potential solutions to address these challenges require innovative thinking. Secondary suites, flex housing, and the construction of homes that can be easily outfitted with accessibility features later on should be part of the equation.

Municipal governments have a range of tools under provincial legislation to facilitate affordable housing development. One promising tool is inclusionary zoning as it requires a share of affordable housing in new developments. However, Bill 108 limits municipal governments’ ability to effectively leverage this tool. Inclusionary zoning is now limited to protected major transit station and development permit system areas. This means that inclusionary zoning will not be possible in areas that lack major transit stations. There are also barriers to creating development permit systems that will limit the number of units built leveraging inclusionary zoning in these areas. Inclusionary zoning has been successful in other jurisdictions, primarily in the United States. It can help fill in the gap in ‘missing middle’ income housing if provincial rules allow it to be used in broader situations.

It is also important for all three orders of government to work together to increase the supply of rental units. The lack of new builds has had a negative impact on affordability in the rental market. Increasing the number of rentals will help maximize the mix of housing in Ontario’s municipalities.

Recommendation #15: That the provincial government provide further information and promote awareness among municipal governments of their ability to enact inclusionary zoning by-laws, including on the new rules following the Royal Assent of Bill 108.

Recommendation #16: That municipal governments revisit zoning to explore zero-lot-line housing, tiny homes, laneway housing, flex housing, shared housing, and other types of housing that reduce land costs and increase density.

Recommendation #17: That the provincial government consider financial incentives for developers to encourage missing middle-type housing for moderate-income families.

Recommendation #18: That the provincial government support growth of new housing supply with corresponding investments in infrastructure including schools, hospitals, transit, and transportation.

Recommendation #19: That the provincial government work in partnership with municipal governments to change public attitudes opposed to 18 - 145 - intensification by making the public more aware of the negative impact of sprawl on the environment, traffic congestion, and on the costs of municipal services.

Recommendation #20: That the provincial government ensure there is enough flexibility and supports for municipal governments to look at underused and strategically located employment lands for mixed-uses, including housing.

Recommendation #21: That developers consider a menu of finishes so that more modest options are available.

Recommendation #22: That developers consider the potential for expandable/reducible units (i.e. time-share units often have the option of combining adjoining units for larger floor plans or closing off access for small units).

Recommendation #23: That developers design buildings in a way that allows for the future installation of accessible features.

 Support the Cost of New Housing Supply Through Existing Tools

Some have pointed to municipally imposed charges and fees as contributing to the high cost of housing. However, fees like development charges are not the root cause of the housing supply and affordability crisis nor would reducing them solve the problem. Rather it will create new ones. Municipal governments and the Province must work together to dispel myths about development charges, property taxes, and user fees by promoting how they are critical to creating livable homes and communities.

Growth must pay for itself. Development charges are not a revenue source for municipal governments. Rather, they are cost recovery for expensive but necessary infrastructure to connect new builds to existing municipal services, including water, sewage, roads, and electricity. A house cannot be occupied without access to these vital municipal services. The infrastructure cannot pay for itself nor is it fair to increase neighbours’ property taxes or reduce existing municipal services to finance expensive infrastructure for new developments.

Despite the importance of development charges as a cost recovery tool for municipal governments, the Province introduced reforms as part of Bill 108 against municipal advice. Now, only select municipal ‘hard’ services are eligible for development charges as a matter of legislation. As well, in many cases, development charges are payable over 6 years rather than being payable to the municipality up front. This increases administrative burden and cost for municipal governments. It was however positive that the province added in new expenses into the development charges calculation including paramedic services and waste diversion.

Bill 108 also introduced a new Community Benefits charge framework to replace height and density bonusing under Section 37 of the Planning Act. The Community Benefits charge

19 - 146 - framework will create a mechanism for municipal governments to finance the development of soft services now ineligible for development charges. A risk for municipal governments is that these changes will impact the ability for growth to pay for growth. By listening to municipal advice, the Province can minimize negative impact as it develops regulations.

Recommendation #24: Municipal governments should continue to exercise the ability to voluntarily provide financial incentives when they are able, and at their sole discretion, to facilitate the targeted development of new affordable housing in line with local municipal objectives.

Recommendation #25: The provincial government should ensure development charges and community benefits charges are calculated in a way that ensures growth pays for growth.

Recommendation #26: The provincial government should consider allocating revenues generated from the land transfer tax and the non- resident speculation tax to affordable housing and for financial incentives to encourage housing solutions for moderate-income households.

For more information on development charges and their importance to the fiscal health of our municipal governments, click here.

 Explore Innovative Housing Solutions

We must encourage innovative solutions to address the housing supply and affordability crisis. Promising practices from other jurisdictions in Canada and abroad should be identified and considered. Any innovative housing policy options identified through this exercise must balance the needs of communities while ensuring public safety.

Not in My Back Yardism (NIMBYism) often contributes to local opposition to new housing developments. NIMBYism can lead to delays in approval timelines and slow down the construction of new builds. There is a role for the Province to play to support municipal governments in gaining public acceptance for new housing developments. Public education can change the culture around NIMBYism and facilitate new developments.

Recommendation #27: That municipal governments continue to work with developers to encourage innovative housing while still conforming to the standards of the Ontario Building Code.

Recommendation #28: That the provincial government research and disseminate promising practices from other jurisdictions about how to facilitate innovative housing supply.

Recommendation #29: That the provincial and federal governments ensure that municipal governments continue to have the discretion to offer home ownership programs and renovation support programs with funding from

20 - 147 - federal-provincial housing programs available under the National Housing Strategy.

Recommendation #30: That the provincial government explore and pilot new innovative home ownership programs with municipal governments for low- and moderate-income people, with a special focus on first-time homebuyers, including shared-equity schemes and rent-to-own approaches.

Recommendation #31: That the provincial government advocate to the federal government for more robust home ownership programs.

Recommendation #32: That the provincial government research and share promising practices to make better use of existing homes, buildings, and neighbourhoods to increase the supply of housing (e.g. matchmaker services that facilitate shared living arrangements between seniors in “over- housed” situations and renters, including students).

Recommendation #33: That the provincial government consider a “Yes in My Backyard” initiative to address NIMBYism and change public attitudes against new ‘missing middle’ and community housing developments.

 Protecting Tenants while Balancing Landlord Rights

Facilitating new rental housing that is safe, secure and suitable for renters requires special attention. There is a widespread shortage of rental housing in the province appropriate for low- and moderate-income people including seniors and families. Very few purpose-built rentals have been constructed in recent years. Changes in this area may benefit landlords by making it easier to create rental units and may help tenants by ensuring housing stability.

It is important to recognize that increasing the supply of rental housing will not necessarily increase affordability. Rents in new builds have been largely unaffordable for low-income households. Although there is a demand for affordable rental accommodations, there is a gap between what households can afford and the revenue that is required to support new rental development.

A balance must be struck between landlord and tenant rights and obligations to encourage new rental units and to preserve existing ones. With proper encouragement, secondary suites can also be part of the solution.

Recommendation #34: The provincial government should consider input from the public, including landlord and tenant organizations, to find the appropriate balance between landlord and tenant rights and obligations.

Recommendation #35: The provincial government should provide more public education to both landlords and tenants on their rights and obligations.

21 - 148 - Recommendation #36: The provincial government should provide investments and incentives for purpose-built rental housing.

Recommendation #37: The provincial government should explore ways to speed up the landlord and tenant board process, including by addressing the adjudicator shortage.

Recommendation #38: The provincial government should promote awareness and provide information to municipal governments about ways to effectively facilitate legal second suites and new rentals in a manner that meets the needs of communities.

Recommendation #39: Municipal governments should exercise their ability under the Planning Act to facilitate the creation of legal second suites and new rentals in a manner that meets the needs of communities, conforms appropriately to municipal by-laws, and advances public safety.

Recommendation #40: The provincial government should provide low cost loans to homeowners who wish to renovate to create new legal second units in accordance with local municipal bylaws.

2) Creating a Financially Sustainable Model for Community Housing

The Auditor General’s recent report on “Social and Affordable Housing” found that there were 185,000 households representing almost 481,000 people on the community housing waitlist.11 The 2016 census results also indicate that 15.3% of Ontario households are in core housing need. This means that people are living in unsuitable, inadequate or unaffordable housing, and do not have access to better options in their community.12 About 20% of Ontario’s renters rely on community housing. This is a significant proportion.

In many cases, service system managers are struggling to afford providing community housing and to keep the existing stock in a good state of capital repair. The long-term fiscal sustainability challenges facing community housing must be addressed for service system managers to continue finding homes for low-income Ontario families. There is much that can be done to improve the flow of funding and to increase flexibility to get the job done more effectively. AMO is looking forward to the solutions proposed in the provincial Community Housing Renewal Strategy, released in 2019. The strategy responds to municipal asks. It is a good foundation. Still, AMO has further recommendations and AMO will continue to work collaboratively with MMAH to strengthen the community housing sector.

For more information about the provincial strategy, see the Ministry website.

22 - 149 -  Review and Improve Funding Arrangements to Secure Permanent, Predictable Funding for Housing Supports

Service System Managers face funding shortfalls when it comes to community housing. A number of challenges contribute to the fiscal pressure facing the community housing system including:

• the capital repair backlog; • the end of operating agreements; • uncertainty around the end of mortgages; • the cost of creating and maintaining new and existing units; • the phasing out of time-limited programs; and • the cost of services for people who need additional supports.

To effectively plan over the long-term, service system managers require predictable funding sources for housing programs. While the National Housing Strategy commits funding over the period of a decade, service system managers plan on longer term horizons, over 20 to 30 years out.

Of immediate concern is the growing backlog of capital repairs in the community housing portfolio. Service system managers cannot address this backlog alone. Preserving community housing is important because much of the stock is 40 to 60 years old. Despite long waiting lists, some community-housing units are unoccupied because there is no funding for major capital repairs. The federal and provincial governments have the greatest fiscal capacity to fund the significant capital needs of community housing.

These problems date back to 2000 and 2001 when community housing was first downloaded to municipal governments by Ontario. This transfer of responsibility was done without a corresponding transfer of adequate financial reserves to address both current and future forecasted capital needs. Of all the community housing units in Ontario, 70 percent are estimated to have capital reserve shortfalls, with a total capital repair backlog amounting to an estimated $1.5 billion as of 2016.13 This figure has likely risen in recent years due to an insufficient amount of dedicated federal and provincial funding. The Ontario Non-Profit Housing Association (ONPHA) estimates the figure could be as high as $2.6 billion and that it would cost $65 billion to fully replace all existing community housing units.14, 15

Deferred maintenance must be dealt with to ensure that community housing remains viable. Maintaining the existing community housing portfolio is the most efficient and cost-effective way to immediately provide affordable housing to those in need. It is critical that units remain in good condition. A plan with enough funding from all orders of government will help ensure a sustainable supply of safe, adequate, and well-maintained community housing units. While federal and provincial funding under the National Housing Strategy will help with the situation, the problem exceeds the funding committed to Ontario. A good next step would see the three orders of government collaborate to fully identify the magnitude of the capital repair backlog. This will help determine what is needed to address the situation.

Perhaps the most serious challenge when it comes to community housing is the looming end of operating agreements, as housing providers pay off their mortgages. The federal 23 - 150 - subsidies associated with these agreements are gradually phasing out and ending within the next decade, with a significant decrease of funding in the next five years. The problem is twofold. As mortgages end, agreements expire and funding ceases, some housing providers may no longer be financially viable and may cease to operate unless provided additional financial assistance from service system managers.4 It is promising that the federal government has committed to keeping the baseline funding from the operating agreements in the system.

In other cases, without an operating agreement or funding, existing housing providers may choose to sell their units or convert them to market rentals. This would affect the housing stability of tenants and decrease the overall supply of community housing stock. At the same time, service system managers are still obligated under provincial legislation to provide the same amount of assistance to continue to meet the Service Level Standards as prescribed under the Housing Services Act, 2011 and regulations. If housing providers take units out of the system, service system managers will be left scrambling to replace them. They may also have to provide alternate housing benefits to affected households so they can continue to afford their housing, and to prevent possible economic evictions.

The end of operating agreements threatens to chip away at the supply and preservation of community housing. Municipal governments and other Service System Managers have been assessing the problem and finding solutions.5 The government is set to issue legislation to address the matter. For a transitional period, housing providers would continue to operate with a community housing mandate, unless exempted from the Housing Services Act by the Minister. While a welcome move, it is a short-term solution. Ongoing discussions are necessary to find a long-term solution for this complex issue. It is promising to see the attention paid by MMAH to working with both Service System Managers and housing providers to find solutions that work for all involved, including tenants to maintain their housing stability.

Another issue affecting sustainability relates to the Ontario Works (OW) and the Ontario Disability Support Program (ODSP) and the shifting of costs to service system managers. The issue is that the provincial government has set historically low rent scales for community housing tenants living in RGI units who receive OW or ODSP as their sole source of income. These rent scales have not been adjusted for decades. Under provincial rules, tenants receiving OW or ODSP benefits receive much lower amounts for shelter if they live in community housing when compared to what they would receive if they were paying rent to landlords in private buildings. This means that community housing providers receive lower rental income and require greater subsidy from service system managers to cover their operating costs. This differential is often several hundred dollars per month per rental unit, costing service system managers millions of dollars each year in additional RGI subsidy funding.

4 AMO and the Housing Services Corporation examined the issue of viability in a post-operating agreement environment. For further information see: https://share.hscorp.ca/files/208-social-housing-end-dates-in- ontario_2012-2/ 5 Housing Services Corporation has developed a resource toolkit to assist Service System Managers, see: https://share.hscorp.ca/post-slider/evaluating-projects-reaching-expiry-the-service-manager-eoa-toolkit/ 24 - 151 - In effect, low and inadequate rent scales result in a hidden municipal subsidy of provincial income support programs paid for with property tax dollars. There is also no clear rationale to explain why household rent and associated shelter allowance amounts paid to community housing providers for OW and ODSP households in receipt of RGI are less than what is paid to private landlords. There should be parity. Addressing this issue will place community housing on a more sustainable footing. In 2012, the Commission for the Review of Social Assistance for Ontario calculated the fiscal impact of outdated rent scales to service system managers at $200 million annually.16 These funds could be used to address capital repairs and to improve quality of life for tenants.

Another issue relates to energy efficiency. The previous provincial government introduced capital retrofit programs to reduce green house gas emissions and create more energy efficient community housing. These programs demonstrated an immediate impact reducing operating costs for buildings. Now that the provincial cap and trade initiative has wound down, there is no more dedicated provincial funding for community housing energy retrofits. These investments improved building performance and enhanced the quality of life for tenants while reducing greenhouse gas emissions. In doing so, the phased-out program filled an important need in community housing because most of Ontario’s community housing buildings were built at a time when little attention was paid to energy-efficient design. Retrofits benefited vulnerable tenants by reducing the cost of their utility bills. Given the value of energy retrofit programs, Ontario’s municipal governments would support the introduction of an alternative provincial funding envelope to finance energy efficiency retrofit supports in community housing.

Recommendation #41: That the provincial and federal governments commit to permanent, predictable, and sustainable base funding that supports both asset management and the renewal of community housing.

Recommendation #42: That the provincial and federal governments provide sufficient and ongoing funding to help eliminate the current community housing capital repair backlog in Ontario to achieve and maintain a good state of repair.

Recommendation #43: That the provincial government work with Service System Managers to assess the impact of the end of federal operating agreements and the separate issue of end of mortgages on their community housing portfolios.

Recommendation #44: That the provincial government provide clarity and certainty regarding the obligations of community housing providers and Service System Managers upon the expiry of federal operating agreements and the end of mortgages to ensure that housing stability is maintained for existing tenants.

Recommendation #45: That the provincial government end municipal subsidy of social assistance recipients in community housing by addressing the antiquated rent scales.

25 - 152 - Recommendation #46: That the provincial and federal governments promote environmental sustainability in community housing with dedicated funding for energy efficient retrofits that bring down energy costs and improve housing provider sustainability over the long-term.

 Reduce Administrative Burden to Help Service System Managers Do Their Jobs

Various measures could be taken to reduce administrative burden and costs for Service System Managers and community housing providers.

Top of mind are the complexities of the wait list system, which is costly and burdensome to administer. The provincial government has committed to reforming wait list administration as part of its Community Housing Renewal Strategy and has engaged with Service System Managers as it contemplates reforms. This is a positive step forward. A new, more flexible approach would allow for better management of community housing waitlists in a way that is effective and cost efficient.

Simplifying Rent-Geared-to-Income (RGI) will also help service system managers, housing providers and tenants. The current system is costly and burdensome to administer. It is also complex and confusing for tenants. Reform as initially proposed by the government in the Community Housing Renewal Strategy should serve to bring down cost-prohibitive administration costs while making life easier for those who live in community housing if implemented appropriately. A new system that leverages the Canada Revenue Agency’s Income Tax Verification System would help streamline the process. Simplification should not make any tenant materially worse off than before, nor should it increase costs for service system managers. Addressing the rent scales issue should be viewed as a complimentary exercise to RGI simplification.

The reporting burden is another challenge for service system managers. While collecting data to gauge performance and make evidence-based decisions is critical, too many resources are being shifted away from front line services for administrative purposes because of intensive reporting requirements. Currently Service System Managers submit the Service Manager Annual Information Return (SMAIR). This is done in part by using data collected from individual housing providers’ Annual Information Return (AIR). The SMAIR and the AIR are based on the reporting requirements set out in the Canada-Ontario Social Housing Agreement, 1999 (SHA). Separate reporting requirements for housing programs further add to the administrative burden. AMO acknowledges the importance of complying with federal funding transfer reporting requirements. However, as the programs are only part of the overall portfolio, statistical data collection and analysis is often done manually by many service system managers. The value of this information is often unclear when it comes to evaluation and policy development.

AMO appreciates MMAH’s efforts to streamline reporting. We look forward to the results of this provincial initiative. Federal reporting requirements under the National Housing Strategy (NHS) is a live conversation. While some reporting will be necessary to monitor and evaluate NHS initiatives, the federal government should keep in line with Ontario’s shift towards reducing the reporting burden. To keep administration costs down, only necessary

26 - 153 - data should be collected. Reporting should happen at reasonable intervals and in a transparent manner.

Data that is collected on a province-wide basis should be shared with service system managers to support continuous improvement and better local service system planning. For example, it would be helpful if the Province used the 10-Year Housing and Homelessness Plans submitted by each service system manager to identify common themes, activities, beneficial practices, and proposed outcomes. This information and related data should inform the growing repository of evidence-based practices.

Recommendation #47: That the provincial government simplify the administration of the RGI system for Service System Managers, community housing providers, and tenants of community housing, including addressing rent and utility scales at the same time.

Recommendation #48: That the provincial and federal governments update community housing-related reporting requirements to better support evidence-based policy decisions while reducing administrative burden and cost. Technological innovation should be leveraged to facilitate reporting and to improve data collection and analysis as well as service delivery.

 Increase Flexibility for Municipal Governments and Service System Managers

To encourage Service System Managers to succeed and to increase the delivery of provincial and local municipal priorities, it is strongly recommended that those delivering housing services be given greater flexibility, authority, and reduced ‘red tape’. In particular, Service System Managers should have maximum flexibility to identify and address local priorities based on the municipal context. It is appreciated that the federal-provincial funding programs under the National Housing Strategy reflect and afford a great deal of flexibility.

Two areas that would benefit from more flexibility is the application of subsidies and the management of the waiting list. Both are complex and administratively burdensome in their current form and AMO hopes waitlist administration will improve pending the implementation of reforms under the Community Housing Renewal Strategy.

It is challenging to implement provincial priorities ahead of local priorities. The province- wide priorities may not always speak to the greatest need locally. It might be best if provincial priorities were guidelines for service system managers to consider. No two municipal geographies in Ontario are the same, meaning that more locally flexible and less prescriptive requirements are important. ‘One-size-fits all’ approaches generally do not work well where local situations vary and different housing markets exist.

As it currently stands, the community housing system is designed for RGI subsidies and Portable Housing Benefits as the primary means of housing assistance. However, municipal governments are innovating with new forms of housing assistance to better match applicants with housing options and to make better use of waiting list resources. The problem is that this innovation with housing assistance is not officially recognized in the Housing Services Act, 2011 and its regulations. As a result, some innovative housing supports do not count 27 - 154 - towards Service System Managers’ legislated Service Level Standards. Innovative approaches require a business case for the Minister to approve on case-by-case basis.

Just as the Housing Services Act, 2011 was amended to recently allow housing benefits to be accepted as a legitimate form of housing assistance, other forms of housing support should also be recognized. For example, condominiums are sometimes purchased and rented out to tenants at below-market rents. This kind of activity should be recognized as housing assistance. A change in this area would not cost the Province anything to implement. It would also provide added flexibility to support innovation at the local level. A good start would be for the provincial government to review the outcomes of these service system manager initiatives with the goal of identifying best practices and modernizing the service level standards.

Greater flexibility is also needed for capital housing infrastructure programs. Take, for example, the ‘use it or lose it’ approach, which refers to the inability to carry over funds from one fiscal year to the next. This funding approach makes it prohibitive to build larger housing projects in communities and is especially problematic for smaller Service System Managers. Federal-provincial capital housing programs should operate with the same flexibility as other federal and provincial infrastructure programs that allow carry-over from one fiscal year to the next. This would allow for proper planning and implementation for the best long-term housing outcomes.

Recommendation #49: The provincial government should increase local flexibility and support innovation by broadening the provincial approach to Service Level Standards to include all types of housing subsidy assistance administered by Service System Managers.

Recommendation #50: That the provincial government work with the federal government to make housing capital programs more effective by eliminating the 'use it or lose it' approach to funding and allow Service System Managers to carry over funding between fiscal years similar to other federal and provincial infrastructure programs.

3) Expanding Affordable Housing Options

Steps should be taken to further facilitate the expansion of other affordable housing options in Ontario, including non-profit, co-operative and private sector projects. This will ease pressure on subsidized rental housing and fill in the gap where the private market fails to provide suitable housing for low- and moderate-income people.

One challenge is that an increasing share of federal-provincial funding programs under the National Housing Strategy will be going towards financing portable housing benefits instead of the construction of new units or the repair of community housing.6 While these benefits

6 A Portable Housing Benefit is a form of financial assistance (i.e. cash allowance) provided to eligible low- income individuals and family units on municipal community housing waiting lists to help pay their rents. It is a portable benefit not tied to a particular building or landlord. With this benefit, individuals and families can 28 - 155 - to help low-income families pay their rent are a longstanding municipal ask and a welcome tool in the municipal tool kit, funding for portable benefits cannot replace funding to build and maintain affordable housing units. This is especially important given current vacancy rates in some areas across the province.

Although the recipients’ ability to exercise choice in deciding where they will live in the private market is beneficial, portable housing benefits only work well in places with higher vacancy rates and ample supply of affordable, purpose-built rental. They also work well to help individuals in immediate need of housing support, such as people experiencing homelessness or survivors of domestic violence and human trafficking. Federal-provincial funding programs need to strike a balance so that these initiatives can support the use of portable benefits while also contributing to the development of new housing supply. Discussion is needed to ensure that portable housing benefit-related program design provides local flexibility. Any portable housing benefit must be calculated in a way that ensures the benefit amount is enough to cover actual costs in local housing markets.

Currently, survivors of domestic violence and human trafficking receive special priority on community housing waiting lists for RGI subsidies. Over the years, the Special Priority Policy (SPP) has received mixed reviews when it comes to its’ effectiveness in supporting survivors. It is not always the preferred option for women, men, and families fleeing abuse. A dedicated provincially-funded portable housing allowance program specific to these survivors is the better policy option. The existing Portable Housing Benefit – Special Priority Policy program should therefore continue and be enhanced. In addition, funding should be provided to establish and maintain much needed community supports for these households.

The Strong Communities Rent Supplement Program is an important housing option that is at risk. It enables service system managers to fund RGI rent supplement agreements in their communities. The program’s 20-year funding commitment ends in 2022/23. The end of this program will take $50 million a year from Ontario’s community housing system, reducing access to affordable housing. It will also place more vulnerable households at risk. Funding for this program must continue beyond 2023. If funding is not renewed, then a transitional funding plan will be necessary to protect tenants currently using the program.

Another funding program with potential to expand housing options is the National Co- Investment Fund administered by the CMHC. AMO is pleased to see the federal government move forward with this housing infrastructure initiative. While there have been positive efforts to consult with service system managers, there are some concerns about the onerous application process and administrative and reporting burdens associated with the potential funding. The challenge, especially for smaller rural, northern and Indigenous housing providers, is that the scoring criteria reduces the chances that their projects will be approved. Many applicants have found it challenging to meet the environmental and accessibility targets while staying focused on affordability.

exercise choice in the housing marketplace to choose their place of living, either in a non-profit, co-operative or private rental accommodation. It is considered an alternative form of housing assistance to traditional RGI units in community housing. 29 - 156 - In addition, supporting documentation and professional opinions and studies currently required for the application can be both cost and resource prohibitive. AMO acknowledges that this is a new program and appreciates that the CMHC is actively learning through the process and making improvements as they go. It is essential that feedback through the National Housing Strategy Trilateral Coordination Forum and other mechanisms foster continuous improvement to ensure that housing projects are successfully approved and implemented as per the federal government’s plan.

Affordable housing development requires stable funding with an ability to stage and plan developments over longer time periods. This allows for work with both private and non- profit developers. Municipal governments and DSSABs need to be able to engage private developers as partners in affordable development. Allowing stacking of housing funding with other government capital development programs and incentives, including through Infrastructure Ontario (IO), would help. Land is a major cost. Municipal governments provide land for affordable housing development where they can. Contributions of land from both the provincial and federal governments will also help and are needed.

Access to low–rate financing would renew and expand affordable housing infrastructure. Low-rate financing can come from a broad range of sources, including both government and the private sector. On the government side, there is financing available from the CMHC and provincially from Infrastructure Ontario (IO). However, DSSABS are not able to access financing from IO. A legislative change is needed to permit this.

Private sector financing is available and has great potential. However, private sector lenders are not always well versed with the realities of community and affordable housing. Therefore, the establishment of a dedicated housing lender is welcome. The Housing Investment Corporation (HIC), which raises financing from private capital markets, is a welcome value-added addition to the housing sector.

Like community housing, many affordable housing buildings that received upfront government funding but no ongoing funding face sustainability challenges of their own. This includes capital repair backlogs as the buildings age. Providing occasional assistance for these projects is worth exploring, whether it be grants or low-cost loans.

Recommendation #51: That the provincial and federal governments accompany the increasing use of Portable Housing Benefits with efforts to increase the supply of rental housing including private, non-profit, and co- operative housing.

Recommendation #52: That the provincial government continue to address the housing affordability needs of survivors of domestic violence and human trafficking through dedicated community supports and an enhanced portable housing benefit program.

Recommendation #53: That the provincial government develop a strategy for the expiration of the time-limited Strong Communities Rent Supplement program to either sustain the program or manage its transition so that it doesn’t cause housing instability for existing tenants. 30 - 157 - Recommendation #54: The provincial and federal government should provide surplus or under-used crown lands to municipal governments and Service System Managers contingent on building affordable and/or ‘missing middle’ housing solutions.

Recommendation #55: That the provincial and federal governments move expeditiously to develop their housing strategies in consultation with Indigenous communities and service providers and provide adequate resources for implementation.

4) Ending Homelessness

Every Ontarian deserves a place to call home. On any given night, there are approximately 9,600 Ontarians experiencing ‘visible’ homelessness. Around 90,000 Ontarians experience this type of homelessness a year.17 On the other hand, estimates suggest that as many as 80% of Ontario’s homeless population experience ‘hidden homelessness.’18 This means that they are couch surfing, sleeping in abandoned farmhouses, or camping in remote locations. These Ontarians are difficult to track – their experiences are not captured by homeless enumeration counts and statistics.

All Ontarians experiencing homelessness need immediate access to permanent housing alongside services and supports that will help them get back on their feet. Investing in Housing First approaches and supports will generate savings in the long run — homeless Ontarians are more frequent users of costly services such as ambulances, hospitals, and correctional facilities. According to the Homelessness Hub, a single-shelter bed costs Canadian provinces about $1,932 a month. A provincial jail cell costs $4,333 a month and a hospital bed costs $10,900.19 Given these costs, it is significantly cheaper to provide these Ontarians with stable housing and the supports they need to stay off the streets.

An all-of-government approach is the best way to address homelessness in Ontario. To end chronic homelessness, we must break down silos across government and leverage positive working relationships between the province and the 47 Service System Managers on the front lines. Predicable, stable, and enhanced funding streams from both the provincial and federal governments are needed to improve and expand homelessness prevention programs across the province. With this in place, Service System Managers can work on the ground to eliminate chronic homelessness by 2025.

Indigenous people are currently overrepresented in the homeless population. The reasons are complex and specific housing interventions are necessary. Indigenous communities and Indigenous service providers should be engaged to determine what is needed to address the unique housing challenges facing Indigenous people. The federal government should examine and modify existing approaches to address Indigenous homelessness.

Recommendation #56: That the provincial, federal, and municipal governments use an all-of-government approach to break down silos between ministries, departments, divisions and agencies, and make

31 - 158 - commitments beyond current programs (e.g. health, income security) to address the affordable housing and homelessness crisis.

Recommendation #57: That the provincial government renew a commitment to end chronic homelessness by 2025 and work with Service System Managers on a province-wide plan to accomplish this goal.

Recommendation #58: That the provincial government sustain and increase funding for homelessness prevention and housing programs to help achieve the goal of eliminating chronic homelessness by 2025.

Recommendation #59: That the federal government enhance funding for homelessness prevention programs with a goal of expanding funding to all 47 service management areas in Ontario.

Recommendation #60: That the federal and provincial governments accelerate development of specific housing and homelessness prevention initiatives for Indigenous people in consultation with Indigenous communities and service providers.

5) Supporting People with their Health Care Needs for Successful Tenancies

Access to supportive housing promotes independent living for people with complex health needs including mental health, addictions, and trauma. It allows them to stay in their communities for as long as possible and enjoy the highest quality of life available. Supportive housing assistance typically includes services like access to personal support workers, light housekeeping, meal preparation, wellness, and health promotion. People in supportive housing may also be matched with caseworkers and receive counselling, income support and life-skills training, amongst other supports. These services are necessary given the diverse health needs of people in need of housing solutions.

Through Budget 2019, the provincial government committed to do a comprehensive review to identify opportunities to streamline the more than 20 supportive housing programs in Ontario with the goal of improving coordination. To better serve people with housing and health care needs, AMO encourages the province to move forward with the goal of creating 30,000 new supportive housing units in Ontario with rent subsidies.

Another challenge is that in many instances community housing has become ‘de facto’ supportive housing. This is due to the supply shortage and a lack of health service funding. Some tenants require intensive supports to maintain successful tenancies including home care, mental health, and addictions support. Community housing providers typically do not have the professional staff resources or funds to provide these critical services. Providing this type of service is not the intent of community housing. A gap results because provincially funded community services can be difficult for tenants to access.

32 - 159 - For these reasons, we need to start conversations on how funding from the Ministry of Health can be better used to provide more support to help people maintain stable community housing. The 2019 Ontario Budget committed an investment of $3.8 billion for mental health, addictions and housing supports over 10 years, beginning with building a mental health and addictions system. As well, a Cabinet shuffle in June 2019 created a new Associate Minister of Mental Health and Addictions dedicated to addressing mental health needs in local communities. Service System Managers are in the best position to inform how the new system can help tenants as well as those experiencing homelessness. Stronger, more collaborative relationships between the Province, health institutions, and Service System Managers will be key moving forward.

Recommendation #61: That the provincial government work towards a goal of establishing and maintaining 30,000 supportive housing units in the province.

Recommendation #62: That the provincial government ensure systemic collaboration between the new Ontario Health Teams and Service System Managers to ensure that people in community housing and those experiencing homelessness receive the support they need to access housing, maintain stable tenancies and meet their health needs.

Recommendation #63: That the provincial government direct local health teams under the new health care system to provide supports to tenants residing in community housing that have health needs.

33 - 160 - Conclusion — Looking Forward and Next Steps

In Ontario, the municipal role in housing and homelessness prevention cannot be understated. We are critical players on the front lines and make a meaningful difference for our communities with support from the provincial and federal governments. Given this role in housing, municipal governments and DSSABs are well-positioned to provide advice going forward on what is necessary to address the housing affordability and supply crisis negatively affecting our communities.

The recommendations in this paper should serve as the foundation for ongoing conversations with both the provincial and federal governments. In particular, the National Housing Strategy framework creates a platform for the federal, provincial, and municipal orders of government to come together to talk about how best to improve housing outcomes for the people of Ontario. The AMO-Ontario Memorandum of Understanding political table and staff working groups should continue to help facilitate municipal-provincial discussions on the housing file.

Municipal governments are on the front lines. We are ready to co-design frameworks and programs with our provincial and federal partners. Working together, we can make a meaningful difference for people in need of housing supports and fix the housing crisis.

34 - 161 - Appendix A: AMO Affordable Housing and Homelessness Task Force Membership (2015 to 2018)

Jamie McGarvey, Chair, AMO President and Mayor, Town of Parry Sound

Darryl Wolk, Manager, Policy Development & Public Affairs, Ontario Municipal Social Service Association (OMSSA)

Douglas Bartholomew-Saunders, Commissioner of Community Services, Region of Waterloo

Eddie Alton, Director of Social Services, County of Wellington

Elaine Brunn Shaw, Director of Planning, City of Cambridge

Eric Duncan, Warden, United Counties of Stormont, Dundas & Glengarry, and Chair, Eastern Ontario Warden Caucus

Helen Harris, Coordinator, Policy & Research, Ontario Non-Profit Housing Association (ONPHA)

Henry Wall, Chief Administrative Officer, Kenora District Services Board

John Taylor, Councillor, Regional Municipality of York

Mabel Watt, Manager, Policy Integration (CAO's Office) , Region of Halton

Mark Taylor, Deputy Mayor, City of Ottawa

Pam Sayne, Councillor, Township of Minden Hills

Sean Gadon, Director, Affordable Housing Office, City of Toronto

Sharad Kerur, Executive Director, Ontario Non-Profit Housing Association (ONPHA)

Simone Swail, Manager, Government Relations, Ontario Region, Co-operative Housing Federation of Canada

Michael Jacek, Senior Advisor, Association of Municipalities of Ontario (AMO)

Jessica Schmidt, Policy Advisor, Association of Municipalities of Ontario (AMO)

Leslie Muñoz, Policy Advisor, Association of Municipalities of Ontario (AMO)

35 - 162 - Appendix B: Summary of Recommendations

Increasing the Supply of Affordable Market Housing for Families

 Streamline to Speed Up the Approval Process by Addressing Implementation Challenges

Recommendation #1: That municipal governments continue to work to ensure that zoning by-laws are up to date with official plans.

Recommendation #2: That municipal governments pursue and move towards e-permitting if they have the resources.

Recommendation #3: That municipal governments consider the benefit of third-party coordinating engineers as a potential option.

Recommendation #4: That municipal governments explore the benefits of offering one- window ‘concierge services’ to fast track priority proposals.

Recommendation #5: That municipal governments consider whether adopting a Community Planning Permit System would meet the needs of their local communities.

Recommendation #6: That municipal governments consider succession management strategies to ensure that they can continue to employ well-qualified building inspectors.

Recommendation #7: That the provincial government modernize notice provisions.

Recommendation #9: That the provincial government provide support to housing developers including sharing of BMPs.

Recommendation #10: That the provincial government provide training to help municipal governments increase the supply of building inspectors.

Recommendation #11: That housing developers take steps to ensure they submit complete, quality applications to reduce timelines and reduce the number of resubmissions.

Recommendation #12: That housing developers take good care to prepare comprehensive site plans.

Recommendation #13: That housing developers diligently and completely fulfill contractual Clearing Conditions in a timely manner.

36 - 163 - Recommendation #14: That housing developers ensure timely building inspections to keep projects on track and on schedule.

 Promote a Mix of Housing and Missing Middle Housing

Recommendation #16: That municipal governments revisit zoning to explore zero-lot- line housing, tiny homes, laneway housing, flex housing, shared housing and other types of housing that reduce land costs and increase density.

Recommendation #17: That the provincial government consider financial incentives for developers to encourage missing middle-type housing for moderate-income families.

Recommendation #18: That the provincial government support growth of new housing supply with corresponding investments in infrastructure including schools, hospitals, transit, and transportation.

Recommendation #19: That the provincial government work in partnership with municipal governments to change public attitudes opposed to intensification by making the public more aware of the negative impact of sprawl on the environment, traffic congestion, and on the costs of municipal services.

Recommendation #21: That developers consider a menu of finishes so that more modest options are available.

Recommendation #23: That developers design buildings in a way that allows for the future installation of accessible features.

 Support the Cost of New Housing Supply through Existing Tools

37 - 164 - Recommendation #25: The provincial government should ensure development charges and community benefits charges are calculated in a way that ensures growth pays for growth.

Recommendation #26: The provincial government should consider allocating revenues generated from the land transfer tax and the non-resident speculation tax to affordable housing and for financial incentives to encourage housing solutions for moderate-income households.

 Explore Innovative Housing Solutions

Recommendation #27: That municipal governments continue to work with developers to encourage innovative housing while still conforming to the standards of the Ontario Building Code.

Recommendation #28: That the provincial government research and disseminate promising practices from other jurisdictions about how to facilitate innovative housing supply.

Recommendation #31: That the provincial government advocate to the federal government for more robust home ownership programs.

Recommendation #32: That the provincial government research and share promising practices to make better use of existing homes, buildings, and neighbourhoods to increase the supply of housing (e.g. matchmaker services that facilitate shared living arrangements between seniors in “over-housed” situations and renters, including students).

 Protecting Tenants while Balancing Landlord Rights

38 - 165 - Recommendation #35: The provincial government should provide more public education to both landlords and tenants on their rights and obligations.

Recommendation #36: The provincial government should provide investment and incentives for purpose-built rental housing.

Recommendation #37: The provincial government should explore ways to speed up the landlord and tenant board process, including by addressing the adjudicator shortage.

Recommendation #40: The provincial government should provide low cost loans to homeowners who wish to renovate to create new legal second units in accordance with local municipal by-laws.

Creating a Financially Sustainable Model for Community Housing

 Review and Improve Funding Arrangements to Secure Permanent, Predictable Funding for Housing Supports

Recommendation #45: That the provincial government end municipal subsidy of social assistance recipients in community housing by addressing the antiquated rent scales.

39 - 166 - Recommendation #46: That the provincial and federal governments promote environmental sustainability in community housing with dedicated funding for energy efficient retrofits that bring down energy costs and improve housing provider sustainability over the long-term.

 Reduce Administrative Burden to Help Service System Managers Do Their Jobs

 Increase Flexibility for Municipal Governments and Service System Managers

Expanding Affordable Housing Options

40 - 167 - Recommendation #54: The provincial and federal government should provide surplus or under-used crown lands to municipal governments and Service System Managers contingent on building affordable and/or ‘missing middle’ housing solutions.

Ending Homelessness

Recommendation #56: That the provincial, federal, and municipal governments use an all-of- government approach to break down silos between ministries, departments, divisions and agencies, and make commitments beyond current programs (e.g. health, income security) to address the affordable housing and homelessness crisis.

Recommendation #57: That the provincial government renew a commitment to end chronic homelessness by 2025 and work with Service System Managers on a province-wide plan to accomplish this goal.

Recommendation #58: That the provincial government sustain and increase funding for homelessness prevention and housing programs to help achieve the goal of eliminating chronic homelessness by 2025.

Recommendation #59: That the federal government enhance funding for homelessness prevention programs with a goal of expanding funding to all 47 service management areas in Ontario.

Supporting People with their Health Care Needs for Successful Tenancies

Recommendation #61: That the provincial government work towards a goal of establishing and maintaining 30,000 supportive housing units in the province.

Recommendation #63: That the provincial government direct local health teams under the new health care system to provide supports to tenants residing in community housing that have health needs.

41 - 168 - End Notes

1 Government of Ontario. Ministry of Municipal Affairs and Housing. Building Complete Communities: Supporting Quality of Life. http://www.mah.gov.on.ca/AssetFactory.aspx?did=15007 2 Government of Ontario. Ministry of Municipal Affairs and Housing. Financial Information Returns Data – 2017 - Provincial Summaries by Schedule, Schedules 12, 40, and 51. Canada: Toronto, 2018. 3 Canada Mortgage and Housing Corporation. “Overview: Ontario” Housing Market Information Portal. Accessed January 2019. https://www03.cmhc-schl.gc.ca/hmip- pimh/en#Profile/35/2/Ontario 4 Ontario Real Estate Association and the Canadian Real Estate Association. “Ontario Home Sales Pull Back in February.” Accessed March 2019. http://creastats.crea.ca/orea/. 5 Ibid,. 6 Paul Kershaw. “Code Red: Rethinking Canadian Housing Policy.” Generation Squeeze. Last modified 25 May 2016. Accessed January 2019. https://www.gensqueeze.ca/rethinking_canadian_housing_policy. 7 Canada Mortgage and Housing Corporation, “Overview Ontario.” 8 Ontario Non-profit Housing Association and Co-operative Housing Federation of Canada (Ontario Region). “An Affordable Housing Plan for Ontario.” Canada: Toronto, 2018. http://onpha.on.ca/Content/Advocacy_and_research/Advocacy/Affordable_Housing_Plan_for_ Ontario.aspx 9 Ontario Home Builders’ Association. “OHBA Housing Supply Action Plan Submission.” Canada: Toronto, 2019. https://www.ohba.ca/wp-content/uploads/2019/01/ohba-housing- supply-action-plan-submission-january-25-2019.pdf 10 Greg Suttor. “Moving Forward with Affordable Housing and Homelessness in Northern Ontario.” Northern Ontario Service Deliverers’ Association and Housing Services Corporation. August 2012. https://www.nosda.net/service-areas/housing-services-and- homelessness#reports 11 Auditor General of Ontario. “3.14: Social and Affordable Housing.” 2017 Annual Report. Canada: Toronto, 2017. http://www.auditor.on.ca/en/content/annualreports/arreports/en17/v1_314en17.pdf 12 Statistics Canada. “Core housing need, 2016 Census.” 15 November 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/chn-biml/index-eng.cfm 13 Steward Pearson. Housing Services Corporation. “Financing Capital Improvements and the Renovation of Social Housing in Ontario.” Canada: Toronto, December 2010. And Housing Services Corporation. “Housing and Affordable Housing Primer.” Canada: Toronto, 2014. http://share.hscorp.ca/wp-content/uploads/2014/11/hscprimer_final_digital.pdf 14 Re/Fact Consulting. Housing Services Corporation and Ontario Municipal Knowledge Network. “Social Housing End Dates in Ontario: Assessing Impacts and Promoting Good Practices.” Canada: Toront, 2012. https://www.hscorp.ca/wp-content/uploads/2013/03/Social- Housing-End-Dates-in-Ontario-HSC.pdf 15 Ontario Non-Profit Housing Corporation and Co-operative Housing Federation of Canada (Ontario Region), 2018.

42 - 169 - 16 Frances Lankin and Munir A. Sheikh. Commission for the Review of Social Assistance in Ontario. “Brighter Prospects: Transforming Social Assistance in Ontario. A Report to the Minister of Community and Social Services” Canada: Toronto, 2012. https://www.mcss.gov.on.ca/documents/en/mcss/social/publications/social_assistance_revie w_final_report.pdf 17 Ontario Non-profit Housing Association and the Co-operative Housing Federation of Canada (Ontario Region), “Housing Plan.” 18 Government of Ontario. Ministry of Municipal Affairs. “A Place to Call Home: Report of the Expert Advisory Panel on Homelessness.” http://www.mah.gov.on.ca/AssetFactory.aspx?did=11038 19 Stephen Gaetz. The Homelessness Hub. “The Real Cost of Homelessness: Can we Save Money by Doing the Right Thing?” Toronto: Canadian Homelessness Research Network Press, 2012. https://www.homelesshub.ca/sites/default/files/attachments/costofhomelessness_paper2109 2012.pdf

43 - 170 - Corr. 24-19

Ministry of the Environment, Ministere de !'Environnement, Conservation and Parks de la Protection de la nature et des Pares

Office of the Minister Bureau du ministre

777 Bay Street, 5th Floor 777, rue Bay, s• etage Ontario Toronto ON M7A 2J3 Toronto (Ontario) M7A 2J3 Tel.: 416-314-6790 Tel.: 416.314.6790

August 16, 2019

To whom it may concern:

As you know, on June 6, 2019, our government passed the More Homes, More Choice Act, 2019, which updated the Conservation Authorities Act. We made these legislative changes to improve public transparency, consistency, and accountability in conservation authority operations. These changes will give greater control to individual municipalities on conservation authority programs and budgets. These changes will also require conservation authorities to re-focus their efforts on the delivery of programs and services related to their core mandate, such as those related to:

• Risk of natural hazards; • Conservation and management of CA owned or controlled lands; • Drinking water source protection; • Protection of the Lake Simcoe watershed; • Other programs or services, as prescribed by regulation.

Furthermore, over the coming months, I will be reviewing all of the relevant legislation and regulations that govern Ontario's conservation authorities to explore even more opportunities to re-focus their efforts and to ensure they are best serving the interests of the people of Ontario.

In the meantime, I request that you review and consider your own conservation authority's activities and begin preparations and planning to wind down those activities that fall outside the scope of your core mandate. I also encourage you to refrain from developing new policies that are not aligned with your mandate or with provincial policies. Finally, I ask that while we are undergoing this review and updating the legislation and regulations that you do not proceed with any increases to your fees or levies.

I appreciate the work of conservation authorities and the feedback that was provided on the legislative changes. I look forward to receiving further input and recommendations as we move forward with upcoming regulatory and policy proposals.

Sincerely, �1� Jeff Yurek Minister of the Environment, Conservation and Parks

- 171 - Corr. 25-19 THE CORPORATION OF THE TOWNSHIP OF PAPINEAU-CAMERON 4861 Highway 17, P.O. Box 630, Mattawa ON P0H 1V0 Office: (705) 744-5610 • Fax: (705) 744-0434 • Garage: (705) 744-5072 E-mail: [email protected] Website: www.papineaucameron.ca

August 15, 2019

The Honourable Doug Ford, Premier Legislative Building Room 281 Queen's Park Toronto, ON M7A 1A1 Dear Premier Ford, The Council of the Township of Papineau-Cameron met at their regular meeting on August 13, 2019 and passed the fo!!owing resolution:

Date: August 13, 2019 Resolution Number: 2019-160 Moved By: Councillor Terry Bangs Seconded By: Councillor Alvina Neault WHEREAS there are 444 municipalities in Ontario that are very efficient and well-governed, and who respond quickly to ratepayer's needs; AND WHEREAS in the 1990's the Conservative Government forced many municipalities to amalgamate on the guise they would become more efficient, effective, save money, lower taxes and ultimately reduce the Provincial deficit; AND WHEREAS there has never been a valid evidence-based study that supported these outcomes; AND WHEREAS forced amalgamation actually accomplished just the opposite; ill feelings, increased animosity and mistrust, job losses, rise in local taxes and an increase in Provincial debt; AND WHEREAS there are many positive examples of small rural and northern municipalities working together in a collaborate and cooperative manner via shared agreements that responds to local needs without amalgamation and Provincial interference; AND WHEREAS the Provincial Government has a large deficit due to their own decision-making; AND WHEREAS recently the same Conservative Government recently reduced one large regional municipal government by 50%, without "consultation"; AND WHEREAS this same Conservative Government is presently reviewing other Provincial regional governments through a purported "consultative" approach with a view to reduce or eliminate them; AND WHEREAS the Provincial Government should investigate all other internal ways of reducing their deficit and becoming more fiscally responsible over time rather than downloading to the one level of government that is the most efficient,has the lowest cost and is closest to the electorate which will not put a dent in the provincial deficit; AND WHEREAS the Province could look at what other provinces have done to reduce the debt with one singular education system, organizing unorganized municipalities, controlling OPP costs, substantially increase fines, and find a way to collect millions and millions of dollars in unpaid fines and instead, invest in the north to create jobs and stimulate and enhance economic development; THAT before the Provincial Government forces amalgamation in any of the 444 municipalities in Ontario, our AMO organization go beyond requesting "consultation" and "demand" that the Provincial Government do the following: 1. Hold a local referendum letting the citizens decide to amalgamate or not. 2. Conduct an evidence-based study to show that amalgamation actually saves costs, jobs, lowers taxes and reduce the provincial deficit. 3. Allow those municipalities to work out their own local collaborative agreement that best suit their local needs and to be permitted to do so, on their own time line and volition. 4. To ensure that there is absolutely no conflict of interest in this consultative process. 5. To emphasize the political reality of forcing amalgamation on the many rural and northern municipalities across Ontario. AND FURTHER THAT a copy of this resolution be sent to Doug Ford - Premier of Ontario, Christine Elliott - Deputy Premier, Steve Clark- Minister of Municipal Affairs, and all MPPs in the Province of Ontario; AND FURTHER THAT a copy of this resolution be sent to the Association of Municipalities of Ontario (AMO), the Northwestern Ontario Municipal Association (NOMA), Rural Ontario Municipalities Association (ROMA), Federation of Northern Ontario Municipalities (FONOM), the District of Parry Sound Municipal Association (DPSMA) and all Ontario municipalities for their consideration. CARRIED Feel free to contact us if you have any questions. Sincerely,

7'7�Jason McMartin, BA, ADA CAO/Clerk-Treasurer c.c. The Council of Papineau-Cameron Association of Municipalities of Ontario Christine Elliott - Deputy Premier Northwestern Ontario Municipal Association Steve Clark- Minister of Municipal Affairs Rural Ontario Municipalities Association All MPP in the Province of Ontario Federation of Northern Ontario Municipalities District of Parry Sound Municipal Association All Ontario Municipalities - 172 - P.O. BOX 630, #4861 HIGHWAY 17, MATTAWA, ON POH lVO

DATE: August 13, 2019 RESOLUTION NUMBER: 2019- f ��

MOVED BY: SECONDED BY: tlb�-- 4-a_,, � A± WHEREAS there are 444 municipalities in Ontario that are very efficient and well-governed, and who respond quickly to ratepayer's needs; AND WHEREAS in the 1990's the Conservative Government forced many municipalities to amalgamate on the guise they would become more efficient, effective, save money, lower taxes and ultimately reduce the Provincial deficit; AND WHEREAS there has never been a valid evidence-based study that supported these outcomes; AND WHEREAS forced amalgamation actually accomplished just the opposite; ill feelings, increased animosity and mistrust, job losses, rise in local taxes and an increase in Provincial debt; AND WHEREAS there are many positive examples of small rural and northern municipalities working together in a collaborate and cooperative manner via shared agreements that responds to local needs without amalgamation and Provincial interference; AND WHEREAS the Provincial Government has a large deficit due to their own decision-making; AND WHEREAS recently the same Conservative Government recently reduced on2f'argeregional municipal government by 50%, without "consultation"; AND WHEREAS this same Conservative Government is presently reviewing other Provincial regional governments through a purported "consultative" approach with a view to reduce or eliminate them; AND WHEREAS the Provincial Government should investigate all other internal ways of reducing their deficit and becoming more fiscally responsible over time rather than downloading to the one level of government that is the most efficient, has the lowest cost and is closest to the electorate which will not put a dent in the provincial defict; AND WHEREAS the Province could look at what other provinces have done to reduce the debt with one singular education system, organizing unorganized municipalities, controlling OPP costs, substantially increase fines, and find a way to collect millions and millions of dollars in unpaid fines and instead, invest in the north to create jobs and stimulate and enhance economic development; THAT before the Provincial Government forces amalgamation in any of the 444 municipalities in Ontario, our AMO organization go beyond requesting "consultation" and "demand" that the Provincial Government do the following: 1. Hold a local referendum letting the citizens decide to amalgamate or not. 2. Conduct an evidence-based study to show that amalgamation actually saves costs, jobs, lowers taxes and reduce the provincial deficit. 3. Allow those municipalities to work out their own local collaborative agreement that best suit their local needs and to be permitted to do so, on their own time line and volition. 4. To ensure that there is absolutely no conflict of interest in this consultative process. 5. To emphasize the political reality of forcing amalgamation on the many rural and northern municipalities across Ontario. AND FURTHER THAT a copy of this resolution be sent to Doug Ford - Premier of Ontario, Christine Elliott- Deputy Premier, Steve Clark- Minister of Municipal Affairs, and all MPPs in the Province of Ontario; AND FURTHER THAT a copy of this resolution be sent to the Association of Municipalities of Ontario (AMO), the Northwestern Ontario Municipal Association (NOMA), Rural Ontario Municipalities Association (ROMA), Federation of Northern Ontario Municipalities (FONOM), the District of Parry Sound Municipal Association (DPSMA) and all Ontario municipalities for their consideration.

� CARRIED: �ent"-< NOT CARRIED: ______{Mayor) {Mayor) Recorded Vote (Upon Request of Councillor______� Section 246 (1) Municipal Act RECORDED DIVISION VOTE YES Signature NO Signature ABSTAIN Signature Mayor Robert Corriveau Deputy Mayor Shelley Belanger Councillor Terry Bangs Councillor Wendy Adams Councillor Alvina Neault - 173 - COP Page 1 of 2

Corr. 26-19

Regulation - LGIC

Enhancing Municipal Road Safety through Automated Speed Enforcement (ASE)

Regulation Number(s):

TBD

Bill or Act:

Highway Traffic Act

Summary of Proposal:

Context

The Ministry of Transportation (MTO) is proposing to develop a regulatory framework in support of the legislative amendments to the Highway Traffic Act (HTA) to allow municipalities to improve municipal road safety in high-risk areas through the introduction of automated speed enforcement (ASE) systems.

The ministry is also proposing to make supporting amendments to Ontario Regulation 277/99 to streamline the regulatory approval process for accepting municipalities into Ontario's Red Light Camera Program (RLC) program.

Together, these amendments respond to municipal requests by permitting interested municipalities to: a) adopt, at their discretion, ASE systems in school zones and community safety zones on roads with a speed limit under 80km/h in order to address speeding; and, b) gain acceptance into Ontario's Red Light Camera (RLC) program, through a streamlined process.

The introduction of ASE systems in municipalities in Ontario and streamlining RLC authorization will respond to stakeholders concerns and requests, while underscoring the government's commitment to vulnerable road user safety and to keeping our communities safe. This initiative will impose no regulatory impact on vehicle operators or owners that comply with road safety regulations, and no impact on businesses in Ontario. However, owners of vehicles that are used to violate speed limits in community safety or school zones where ASE systems are used would be fined.

In support of the new legislative amendments under the regulatory and policy framework that the province will be developing, municipalities will be responsible for all aspects of an ASE program administration, including the installation of devices, location selection, and the processing and distribution of evidence and tickets.

This approach is flexible and allows municipalities to maintain status quo or to introduce these new road safety tools based on local safety concerns.

Ontario continues to be recognized as a world leader in road safety as a result of its tough laws, strong enforcement and the dedication of our many road safety partners. For the past 15 years, Ontario's roads have consistently ranked either first or second in road safety in North America.

Research demonstrates that lower speeds and ASE in school zones and community safety zones can be expected to reduce serious injuries and fatalities.

Developing a supporting regulatory framework demonstrates the government's commitment to injury prevention and to keeping the province's communities safe and strong by reducing speeding and speed-related collisions.

Analysis of Regulatory Impact:

Regulatory Changes

To support the legislative changes passed under Bill 65, The Safer School Zones Act, 2017, the ministry plans to bring forward supporting ASE regulations to outline various operational, procedural and evidentiary requirements for the ASE program. These requirements may include such things as a description of how photographs are to be used as evidence, the types of ASE system technology that may be used by municipalities, and a description of enforcement procedures for any resulting Provincial Offences Act charges.

Please note that because automated enforcement technologies are only able to identify plate and vehicle used in the commission of the offence and not necessarily the offending driver, driver-based penalties such as demerit points and licence suspensions will not apply under the ASE program.

- 174 - https://www.ontariocanada.com/registry/view.do?postingId=30227&language=en 9/6/2019 Page 2 of 2

With respect to Ontario's Red Light Camera Program, the ministry is proposing changes to Ontario Regulation 277/99 in support of amendments made under the safer School Zone Act, 2017, to streamline municipal authorization to use RLCs. Of note, this proposal will remove reference to municipalities, by name, in Regulation 277/99.

Ultimately, the overarching goal of the government's regulatory framework for ASE and RLCs is to enhance road safety in municipalities across the province.

We invite your comments and look forward to hearing your feedback.

Further Information:

Proposal Number:

19-MTO027

Posting Date:

September 3, 2019

Comments Due Date:

October 3, 2019

Contact Address:

Ministry of Transportation Road Safety Policy Office Safety Policy and Education Branch 87 Sir William Hearst Avenue Building "A", Room 212 Toronto, Ontario M3M 0B4

•about Ontario • © Queen's Printer for Ontario, 2012-18 • accessibility •news •privacy • terms of use

- 175 - https://www.ontariocanada.com/registry/view.do?postingId=30227&language=en 9/6/2019 Corr. 27-19 CHRISTINE TARLING Director of Legislated Services & City Clerk Corporate Services Department Kitchener City Hall, 2nd Floor 200 King Street West, P.O. Box 1118 Kitchener, ON N2G 4G7 Phone: 519.741.2200 x 7809 Fax: 519.741.2705 [email protected] TTY: 519-741-2385

September 6, 2019

Dear Municipal Colleagues:

This is to advise that City Council, at a meeting held on August 26, 2019, passed the following resolution regarding producer requirements for packaging in Ontario:

“WHEREAS the Province of Ontario, through the Ministry of the Environment, Conservation and Parks, has posted a discussion paper entitled “Reducing Litter and Waste in our Communities”; and,

WHEREAS producer responsibility has not been adequately addressed by the Province of Ontario; and,

WHEREAS a successful deposit/return program for single use plastic, aluminum and metal drink containers has been in existence in other Provinces in Canada including Newfoundland, Nova Scotia and British Columbia; and,

WHEREAS these successful programs have eliminated many of these containers from the natural environment; and,

WHEREAS the City of Kitchener is committed to climate action and understanding our role as a municipality in a globalized world and the need to be prepared for the effects of climate change; and,

WHEREAS the City of Kitchener has declared a climate emergency with the directive to provide continued support to corporate and community climate action;

THEREFORE BE IT RESOLVED that the City of Kitchener call upon the Province of Ontario, through the discussion paper entitled “Reducing Litter and Waste in our Communities”, to review and implement a deposit/return program for recycled plastics, aluminum and metal drink containers; and,

- 176 - BE IT FURTHER RESOLVED that the Province of Ontario be requested to review producer requirements and look for extended producer responsibility for all packaging; and,

BE IT FINALLY RESOLVED that this resolution be forwarded to the Honourable Premier of Ontario; the Minister of the Environment, Conservation and Parks; the Minister of Municipal Affairs and Housing; the Local Members of Provincial Parliament; the Association of Municipalities of Ontario; the Region of Waterloo and all Municipalities within the Province of Ontario.”

Yours truly,

C. Tarling Director of Legislated Services & City Clerk

- 177 - Corr. 28-19

Memorandum

To: Mayor Ryan and Members of Council

Copy: Chief Administrative Officer City Clerk

From: The City of Pickering Public Library Board

Subject: #econtent for Libraries campaign ______

At its meeting of August 22, 2019 The City of Pickering Public Library Board passed a motion (#19.62) recommending that the City of Pickering Council be requested to adopt the following draft motion regarding the #econtent for Libraries campaign.

Background:

Earlier this year the Canadian Urban Library Council began a campaign targeting the federal government to bring awareness to the issues surrounding digital content in public libraries in Canada. Details about the topic and the concerns surrounding digital content are found in the attached report but the concerns are in two areas: the high costs of digital materials for libraries and the strict (and becoming stricter) licensing limitations.

The Canadian Urban Library Council has asked all of its members (including The City of Pickering Public Library) to request Municipal support on this issue.

Draft Motion:

WHEREAS, the City of Pickering recognizes the important role that libraries play in our community;

And Whereas, libraries and the early literacy programs that they run are integral to developing proficient readers and ensuring that children succeed in school;

And Whereas, more and more, digital literacy programs run by libraries also help ensure that citizens can contribute to our digital world;

And Whereas, libraries in our community recognize that our users increasingly seek to access e- content offered by multinational publishers, and that access to those publications is too often curtailed by prohibitively high licensing fees or else entirely denied to Canadian libraries;

- 178 - Page 2

Now therefore be it resolved that the Council of the City of Pickering does hereby:

1. Indicate its support for the Canadian libraries in their efforts to increase access to e-content for library users in the City of Pickering and across Canada; 2. Call on the Federal government to investigate the barriers faced by libraries in acquiring e- content and the problems that poses for vulnerable demographic groups in Canada; and 3. Further ask the Federal government to develop a solution that increases access to e- content across Canada and assists libraries in meeting the cost requirements to acquire digital publications.

Attachments:

1. Canadian Urban Library Council information on Accessing Econtent

- 179 - Attachment # 1 to Corr. 28-19

Canadian Urbau Librarles Council 11 1 Conseil des Blbllotheques Urb.aln•• d" C;in"d" 1 1 1

Accessing E-Content Key Messages July 2019

• Even with significant expenditures to access e-content, libraries increasingly struggle to obtain digital publications from multinational publishers, due to other cost pressures and because of the often-strict licensing limitationsapplied to digital publications.

• In order to properly service our communities - including vulnerable groups that benefit from library access, like seniors, lower income individuals, and youth at risk - we need to ensure that we have access to and can afforddigital publications.

• Publishers, primarily headquartered outside Canada, are limiting access to digital publications by Canadian libraries, and, even when a publication is made available, are making it prohibitively expensive to acquire most e-publications. By way of example, Canadian author Louise Penny's book 'Kingdom of the Blind' is available to libraries for $13 as a paperback, $22 in hard cover and $60 in digitalform. The $60 cost allows the book to be checked out electronically 52 times or for 2 years -whichever happens first.A paper edition would be expected to last 3 to 4 years at a substantially reduced cost. The book is currently not available to Canadian libraries in any e-audio format.

• Those restrictions and costs make it difficultfor libraries to provide important services that contribute to thriving and engagedcommunities. libraries and the early literacy programs that they run are integral to developing proficientreaders and ensuring that children succeed in school. More and more, digital literacy programs also help ensure that citizens can contribute to our digital world.

• Additionally, for many seniors, low income families, youth, and new Canadians, libraries are a crucial tool for participation in their communities - from education to searching forjobs to consuming Canadian cultural materials.

• Barriers to libraries accessing digital publications hamper our capacity to provide modern, digitized services to those demographic groups and to other library users. This is exacerbated when some publications - especially foreign language texts - may only be available to us in digitalforms.

• We are asking municipal leaders to recognize the importantrole that libraries play in our communities and to help us advocate for a solution to the barriers that Canadian libraries facein accessing digital publications.

• We are also asking our Members of Parliament, as well as candidates from all parties in Federal Election 2019, to recognize that libraries serve importantdemographic groups, by providing access to materials that allow them to learn and grow, and that the Federal government has a key role to play in ensuring that Canadian libraries canmeet the growing demand fordigital publications.

- 180 - Municipality of Chatham-Kent Corr. 29-19 Corporate Services Municipal Governance 315 King Street West, P.O. Box 640 �Chatham-Kent Chatham ON N7M 5K8 Culiiv�G\owfk, sew�to sew� Tel: 519.360.1998 Fax: 519.436.3237 Toll Free: 1.800.714.7497

September 12, 2019

The Honourable Doug Downey, Attorney General of Ontario Ministry of the Attorney General 720 Bay Street, 11th Floor Toronto ON M7A 2S9

Re: Resolution Regarding Provincial Funding Cuts to Legal Aid Ontario

Ple�se_, be advised the Council of the Municipality of Chatham-Kent at its regular meeting held on September 9, 2019 endorsed the following resolution;

"Whereas, the Chatham-Kent Legal Clinic (the "Clinic") has delivered legal services in Chatham-Kent (the "Municipality") for over 38 years to area residents who cannot afford legal assistance because of financial hardship - including those who are disabled, on social assistance, pensioners, the unemployed, or those with low income; And Whereas, the Clinic's services are aimed at ensuring that people with low incomes are able to meet their most basic needs, which in turn gives them the ability to live with health and dignity as active members of their community;

And Whereas, like other community legal clinics across the province, the Clinic carries out this invaluable work through funding provided by Legal Aid Ontario ("LAO");

And Whereas, the provincial government's 2019 Budget has cut funding to Legal Aid Ontario by $133 Million - which is a 35% reduction in provincial funding - retroactive to April 1, 2019, with cuts rising to $164 Million (45%) by 2021-22;

And Whereas, these significant cuts will result in a reduction of critical legal clinic services to low income residents in our community resulting in adverse social and economic consequences for the Municipality served by the Clinic - from • increased reliance on municipal services including increased homelessness resulting from avoidable evictions, • increased poverty resulting from lack of income supports and employment supports and

www.chatham-kent.ca- 181 - 2

• increased reliance on social assistance administration resulting from people being denied appropriate supports

And Whereas, the Council of the Municipality believes all levels of government should provide fair, economically-sound, and evidence-based programs and supports to help low-income residents, vulnerable people, and other equity-seeking individuals escape poverty, precarious housing, and systemic disadvantage, realize their full potential by living healthy and safe lives.

Be it thereforeresolved that, the Council of the Municipality of Chatham-Kent forward a letter to local MPPs, the Attorney General and the Premier of Ontario ( and all municipalities in Ontario) • expressing its strong support for Legal Aid Ontario and its funding of Ontario's community legal clinics, and specifically the Chatham-Kent Legal Clinic, which provides legal services to low income and vulnerable Ontarians; • expressing its strong opposition to the funding cuts imposed on Legal Aid Ontario by the provincial government; • calling upon the Premier and the Attorney General to make a commitment to access to justice and to respect the commitment of their government to not decrease front line services; and • urging the province to restore full funding to these critical services to ensure that all the residents of Chatham-Kent have access to a fair and equitable justice system, regardless of their incomes."

If you have any questions or comments, please contact Judy Smith at 519-360-1998 Ext # 3200.

Sincerely,

t J mith O � Director M nicipal Governance Clerk /Freedom of Information Coordinator

C The Honourable Doug Ford, Premier of Ontario All Municipalities in Ontario

- 182 - Memo

To: Mayor Ryan September 18, 2019 Members of Council

From: Kyle Bentley Director, City Development & CBO

Copy: Chief Administrative Officer Directors City Clerk Chief Planner Manager, Development Review & Urban Design

Subject: Replacement Recommendation for Planning & Development Committee Report Item 8.2: PLN 20-19 Revisions to the Draft Implementing By-law File: Zoning By-law Amendment Application A 06/19

Following discussions among City staff, and representatives from CAPREIT and Cushman Wakefield, staff recommends that Council move Item 8.2 of the Planning & Development Committee Report with the following revised recommendations (revisions are highlighted in yellow):

1. That City Initiated Zoning By-law Amendment Application A 06/19 to amend City Centre Zoning By-law 7553/17, as amended, be approved, to:

(a) introduce new definitions for Net Floor Area and Floor Space Index; (b) rezone the City of Pickering lands located on the south side of The Esplanade South, between Glenanna Road and Valley Farm Road (“the South Block Lands”), from City Centre Civic (CCC) to City Centre Two (CC2) to permit residential uses, and to permit an increase in height for 2 point tower buildings to 121 metres and 97 metres on the lands, and to reduce the maximum building height to 22 metres on the remaining lands; and (c) rezone part of the Pickering Town Centre lands, located on the west side of Glenanna Road south of Kingston Road and north of Pickering Parkway, to permit a maximum building height of 125 metres, except for 1 building which may have a maximum height of 153 metres;

2. That the zoning by-law amendment to implement Zoning By-law Amendment Application A 06/19, as set out in Appendix I to Report PLN 20-19 and as further revised to include the changes itemized in the September 18, 2019 Memorandum from the Director, City Development & CBO, be forwarded to Council for enactment; and

- 183 - 3. Further to Recommendation 1.(b), as a condition of the conveyance of the South Block Lands to OPB Realty Inc., the City shall retain stratified land parcels to accommodate a public road of a minimum 14.5 metres in width and a pedestrian walkway of a minimum 8.0 metres in width as depicted on Special Figure 6.13.2 (a) of Zoning By-law 7553/17 as amended by By-law 7713/19, and that the construction of the public road and walkway shall be secured through any future site plan and/or development agreements for the South Block Lands. Rationale The Conceptual Master Plan for the City Centre redevelopment was provided as Attachment #1 to Report PLN 20-19. That Plan identifies a podium height of 22 metres on the City-owned lands (the South Block Lands). The text of the Report and the draft by-law incorrectly identified the podium height of 21 metres. This error has been corrected in the revised Recommendation and in Special Figure 6.13.2(a) of the amending by-law presented to Council for adoption. Further, the areas on Special Figure 6.13.2 (a) permitting the 121-metre and 9-metre maximum building heights have been refined to more closely match the proposed tower locations. A revised Conceptual Master Plan has been received from Cushman Wakefield illustrating a public road connection of a minimum 14.5 metres and a pedestrian walkway of a minimum 8.0 metres through the South Block Lands (see Attachment – Master Concept Plan, dated 2019-09-06). New Recommendation 3 requires the City to retain strata land parcels to accommodate the future road and walkway connections through the South Block Lands, and to secure their construction through future site plan and development agreements for the South Block Lands. Section 6.13.1 a), Zone Provisions and Special Figure 6.13.2(a), of the amending by-law presented to Council for adoption, now illustrates the width and location of these connections, and restricts above ground structures from being located in the area for the connections. The revised concept plan revealed building placement at zero, or near zero lot lines, to provide the road and walkway connections. Accordingly, the amending by-law has been revised to permit a zero metre setbacks (see Section 6.13.1 c) of the By-law). Staff also identified another potential zoning issue. Therefore, the amending by-law has been revised to include a reduction in the minimum podium height from 10.5 metres to 9.0 metres (see Section 6.13.1 d) of the By-law. Representatives of Cushman Wakefield indicated the location of the 50-storey apartment building may move south by about 5.0 metres. Consequently, the size of the cross-hatched area identifying the zone within which the 50-storey building must be located was increased by a further 5.0 metres in a southerly direction (see Special Site Figure 6.3.5 (a) of the By-law). If you have any questions, please contact either Catherine Rose or myself.

Original Signed by Kyle Bentley CR:ld j\documents\D-3300\2019\A06-19\Memos\20190913MemotoMayCouRevisedRecos Attachment Master Concept Plan, dated 2019-09-06

September 18, 2019 Page 2 of 2 Replacement Recommendations for Item 2 of the Report of the Planning & Development Committee of September 9, 2019 - 184 - 5

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- 185 - Report to Council

Report Number: CAO 09-19 Date: September 23, 2019

From: Tony Prevedel Chief Administrative Officer

Subject: Comparison of Cost Estimates for Pickering City Centre - Appraisal of Land Exchange related to Pickering City Centre - File: A-1440-001

Recommendation:

1. That the attached report entitled Comparison of Cost Estimates for Pickering City Centre, prepared by Independent Project Managers, be received for information;

2. That the attached Appraisal Reports prepared by D. Bottero & Associates Limited be received for information;

3. That staff be directed to continue detailed discussions with Cushman & Wakefield and OPB Realty Inc. toward finalizing the construction cost estimates and final Memorandum of Understanding; and

4. That staff bring forward a staffing implementation plan for the City Centre project during the 2020 budget process.

Executive Summary: The attached two reports are intended to validate both the construction cost estimates related to the Pickering City Centre project and the fairness of the land exchange between the City of Pickering and OPB Realty Inc. (“OPB”).

In summary, the cost comparison report prepared by an independent third party does not raise any serious issues, and provides some recommendations to help inform future negotiations.

As well, the Appraisal Reports clearly indicate that the land exchange benefits the City of Pickering and that no bonusing is involved.

Financial Implications: There are no direct financial implications related to this report. Please refer to Report FIN 15-19 for the business case and financial strategy (Attachment No. 1).

Discussion:

1. Cost Comparison

As part of the process of developing a business case and long-term financial plan for the City Centre project, and prior to presenting this business case to the July 22, 2019 Special Meeting of - 186 - CAO 09-19 September 23, 2019

Subject: Comparison of Cost Estimates for Pickering City Centre Page 2

Council, staff reached out to Independent Project Managers (IPM) to review the estimates provided by Cushman & Wakefield and the draft Memorandum of Understanding (MOU) in an effort to obtain an independent peer review. The purpose of this peer review was to ensure the City of Pickering was receiving fair value for contracted works related to the construction of three public buildings and one layer of underground parking under a single source scenario.

IPM’s review of the construction cost estimates differ by approximately 2 per cent when compared to the Cushman & Wakefield estimates. In the context of the total project, this is not considered to be a significant variance, and staff will utilize this comparison to drill down deeper prior to finalizing the cost estimates for the various contracts. To alleviate any concerns related to subsurface soil conditions, a separate memo with attached soil reports was sent to Council on September 16th confirming the suitability of the existing soil conditions.

IPM has also provided some input with respect to the draft MOU, and these comments will be taken into consideration as we finalize the MOU.

IPM has also suggested providing a contingency amount to the construction estimates. This is normally done by staff prior to a final contract award.

The IPM report recommends that the City consider engaging an outside consultant to perform the following tasks: project management, contract administration and or cost specialist. However, the need for these additional staffing resources will be dependent upon the final terms of the MOU.

2. Appraisal

A key element of the MOU is the land exchange between the City and OPB. The MOU contemplates that the City will transfer fee simple title in the South Esplanade block to OPB in exchange for a combination of title and long term leases sufficient to accommodate the City's new Library, Performing Arts Center, Seniors & Youth Center and underground parking, all as described in Report CAO 07-19. The Director, Corporate Services & City Solicitor retained the services of D. Bottero & Associates Limited to obtain certified property appraisals of the South Esplanade block and of the real estate interests to be conveyed to the City. The purpose of the appraisals was to ensure that the City gets fair value for the real estate it is contributing.

The MOU originally contemplated that OPB would convey strata parcels (air rights) to the City to accommodate the City's new facilities, together with a 99 year lease of one level (350 parking spaces) in OPB's new underground parking structure. The use of air rights is appropriate, given that the City facilities were to be located on top of a new underground parking structure which would remain in the ownership of OPB. Air rights would enable OPB to remain the owner of the underground parking structure, while the City owns the facilities located above. Because the City would be transferring fee simple title in the South Esplanade block to OPB, and because fee simple real estate interests have a higher value than air rights, the appraisals identified a gap in value between the City's lands and OPB's lands. (“Fee simple” is the most complete form of land ownership. “Air rights” are a form of land ownership in which title is limited in terms of height and/or depth.) The City’s South Esplanade block was valued at $7,925,000, while the real estate interests to be conveyed to the City were valued at $3,470,000. In order to bridge this gap, and to

CORP0227-07/01 revised - 187 - CAO 09-19 September 23, 2019

Subject: Comparison of Cost Estimates for Pickering City Centre Page 3 ensure that the City was getting appropriate consideration for its South Esplanade block, City staff have negotiated changes to the MOU. In addition to the real estate rights originally set out in the MOU, the City will now receive: (a) a 99 year lease of the 2500 m² public square space adjacent to the new City facilities; (b) an additional 5000 ft.² of storage space to be added to the City's 99 year lease of underground parking; and (c) conversion of the City's title to the new Performing Arts Center from a strata parcel (air rights) to fee simple title. City staff obtained further input from D. Bottero & Associates Limited on the impact of these changes to the MOU. The result of these changes will be to increase the value of the real estate interests being transferred to the City from $3,470,000 to $7,728,365. This brings the value of the lands being given to the City to within $196,635 of the appraised value of the City's South Esplanade block. However, since the south block will now incorporate a 14.5 m road allowance and an 8 m wide pedestrian walkway to accommodate the CAPREIT lands to the south, the City’s lands to be conveyed will be reduced by 0.217 acres. This reduces the value of the City’s South Esplanade block to $7,165.500. The result is that the City will be receiving real estate worth $562,865 more than the land it is contributing.

Attachment No. 2 is a report letter from D. Bottero & Associates Limited dated September 11, 2019 which describes the financial impact of the changes to the MOU. Attachment No. 3 is the Summary of Salient Facts and Conclusions of the Appraisal Report dated August 16, 2019 for the South Esplanade block. Attachment No. 4 is the Summary of Salient Facts and Conclusions of the Appraisal Report dated August 16, 2019 for the real estate interests being conveyed to the City. Complete copies of the Appraisal Reports are available upon request from the Office of the Chief Administrative Officer.

Attachments:

1. IPM Cost Comparison Report 2. Report letter from D. Bottero & Associates Limited dated September 11, 2019 3. Appraisal Report dated August 16, 2019 for South Esplanade block, Summary of Salient Facts and Conclusions 4. Appraisal Report dated August 16, 2019 for the real estate interests being conveyed by the City 5. Report FIN 15-19 Civic Centre Project & Multi-Year Level Financial Analysis

CORP0227-07/01 revised - 188 - CAO 09-19 September 23, 2019

Subject: Comparison of Cost Estimates for Pickering City Centre Page 4

Prepared By: Approved/Endorsed By:

Original Signed By Original Signed By

Tony Prevedel, P. Eng. Stan Karwowski, MBA, CPA, CMA Chief Administrative Officer Director, Finance & Treasurer

Original Signed By

Paul Bigioni Director, Corporate Service & City Solicitor

TP:kg

Recommended for the consideration of Pickering City Council

Original Signed By

Tony Prevedel, P.Eng. Chief Administrative Officer

CORP0227-07/01 revised - 189 - Attachment #1 to CAO 09-19

Pickering City Centre

August 27, 2019 Final Report

Project No. 19007

286 King Street West, Suite 201 Oshawa, Ontario L1J 2J9

T: (905) 723-9300 F: (905) 723-9394 - 190 - Table of Contents

1. Executive Summary...... 1

2. Cost Comparison...... 3 Scope of the Peer Review...... 3 Gross Floor Area Summary...... 3 Site Area Graphic...... 5 Project Contingencies...... 6 Proposed Project Schedule...... 7 Project Management & Cost Control...... 7 Benchmarks - Hard Construction Costs...... 8 Project Soft Costs - Design Consultant Fees...... 8 Peer Review Recommendations...... 9 Qualifications and Exclusions...... 9

3. Memorandum of Understanding...... 10 Library...... 11 Seniors & Youth Centre...... 11 Performing Arts Centre...... 11 Parking Structure...... 11

4. Potential Risk Assessment Summary...... 12

19007 Cost Comparison Report-REVISED FINAL.wpd - 191 - 1. Executive Summary

Following this summary, you will find a comparison of cost estimate details for all three (3) proposed buildings and the parking structure together with comments regarding the Memorandum of Understanding and a Potential Risk Assessment Summary.

While the following comments address issues related to each building and structure, each have a common theme with regards to clarity of the intent of the Memorandum of Understanding.

In summary:

1. The Memorandum of Understanding, although non-binding does contain some items that we consider could be financially challenging to the City of Pickering moving forward. These items are detailed in Section 3. Generally, the issues require clarification and some negotiation. The intent of the Memorandum of Understanding would benefit from a “definitions” section so as to provide a better understanding of the roles, contract types and related fees. An organization chart would also provide clarity. 2. Section 2 of this report addresses the comparison between the Cushman Wakefield submission of cost estimates (provided by PCL Construction Canada Inc.) and those prepared by Altus Group as part of this submission. Generally the comparisons are as follows:

CUSHMAN ALTUS GROUP WAKEFIELD Library* $30,372,529 $32,364,233 Seniors & Youth Centre** $23,416,500 $26,311,668 Performing Arts Centre $41,267,774 $39,139,275 Parking Structure $20,878,723 $22,748,290 Bridge Link $5,282,327 $3,400,327 City Lands Landscaping*** $7,123,893 $7,123,893 Total (Excl. HST) $128,341,746 $131,087,686

* There is a potential for a higher cost up to $4,000,000 (as reflected in the Altus Group budget attached) for enhanced materials or equipment as suggested by the City's Facilities Section. A business case will have to be prepared to determine if the higher level material cost will result in a lower operating cost.

19007 Cost Comparison Report-REVISED FINAL.wpd - 192 - 1 ** There is a potential for a higher cost up to $2,900,000 (as reflected in the Altus Group budget attached) for enhanced materials or equipment as suggested by the City's Facilities Section. A business case will have to undertaken to determine if the higher level material cost will result in a future lower operating cost. *** There is a risk that the landscaping costs could be higher unless there is an adjustment to material selected and or final design.

• The attached cost comparison reports as prepared by the Altus Group detail the anticipated project costs. • The Potential Risk Assessment Summary contained in Section 4, outlines the perceived risk factors. • Generally, the risks identified to-date are due to a lack of design information that should be addressed when the project moves into the detailed design phase which should also address the method of delivery for the project.

Depending upon the construction contract terms, there may be a need for additional budgeted costs as follows:

Overall Construction Contingency $ 5,626,400.00 Project Management, Contract Administration & $ 3,877,500.00 Cost Control (4 year duration)

It should be noted that this project is complex in nature. Strict control of design will be required to adhere to the budget. It is our understanding that Contracts and Change Orders will need to be issued to each of the projects individually to enable the various funding arrangements to be accurate.

19007 Cost Comparison Report-FINAL.wpd - 193 - 2 2. Cost Comparison

For a detailed comparison of the estimated costs, refer to Altus Group’s Elemental Cost Summary Order of Magnitude (Class D) Estimate and Peer Review Summary attached herein.

Scope of the Peer Review

This assignment includes a peer review of the budget estimates provided in the Pickering Town Centre Budget package report prepared by Cushman Wakefield (C+W) dated May 23, 2019. The C+W report includes a summary of the budgets for the following six development components of the Pickering Town Centre redevelopment:

1. Seniors and Youth Centre (S&Y Centre) 2. Library Addition including a Roof Terrace/Patio 3. Arts Centre (including Multi-Purpose space) 4. Bridge Link (between the Library and the S&Y Centre 5. Below Grade Parking Structure (allocation of 350 parking stalls) 6. Site Development (City Centre site only)

The C+W report includes an estimate of the hard construction costs, the soft costs (consultants design and engineering fees, etc, permit and development costs, C+W administration fees, and an allocation of marketing expenses. The C+W estimates exclude the harmonized sales tax (HST).

The total project costs for the overall development shown in the C+W report the Pickering Town Centre components is $128,341,800 (rounded) excluding HST.

Gross Floor Area Summary

As the initial step in the peer review process, we have confirmed the gross floor areas for the various development components in the Pickering Town Centre scope are close to the areas measured from the schematic floor and site plans provided in the C+W reports.

19007 Cost Comparison Report-REVISED FINAL.wpd - 194 - 3 Summarized below are the Gross Floor Areas for the Pickering Town Centre components:

AREA C+W ALTUS GROUP VARIANCE GFA (m²) GFA (m²) Seniors & Youth Centre Ground Floor 3344 3361 -17 Level 2 2549 2573 -24 Subtotal 5893 5934 -41 Library Ground Floor 1506 1531 -25 Level 2 942 970 -28 Level 3 1409 1437 -28 Level 4 321 391 -70 Subtotal 4178 4329 -151 Performing Arts Centre Ground Floor & Level 3624 3637 -13 2 Subtotal 3624 3637 -13 Bridge Link Level 2 120 Subtotal 120 Site Development Ground Level 10030 Subtotal 10030 TOTAL 13695 24050

19007 Cost Comparison Report-REVISED FINAL.wpd - 195 - 4 Site Area Graphic

City Centre Site Area = 10,030 m² (107,963 SF) net of the building footprint areas

19007 Cost Comparison Report-REVISED FINAL.wpd - 196 - 5 Project Contingencies

Depending on the type of contract executed for the procurement of the project, the hard construction contingency could fall into the overall Total Project in the case of a guaranteed maximum upset stipulated sum where the contractor takes the risk for potential cost increases during the construction phase. In other words, a fixed price contract would reduce the contingencies being carried.

The budgets included in the C+W report include the following contingencies:

1. Hard Construction Contingency of 10% 2. Soft Cost - Design Consultant Contingency of 5% (approximately)

In our opinion, the contingencies are dependent upon the terms of the negotiated contract that will determine the level of contingency risk. Depending upon the terms of the negotiated contract there may be a risk that the C + W budgets, do not include any consideration for escalation from the time of the estimates through to start of construction or the potential escalation during the construction stage.

The Altus Group peer review introduces a design and pricing contingency and an escalation contingency. Both contingencies are based on a percentage of the estimated hard construction costs. As a minimum, we have recommended a design and pricing contingency of 10% and an escalation contingency of 8%. The assumed timeframes related to the escalation calculations are summarized below:

Design Start - Summer 2019 Start of Construction - July 2020 Targeted Completion Date (as per the C+W Memorandum of Understanding) - July 2023 Construction Duration - 36 months Escalation Duration - July 2019 to July 2021 = 2 years Escalation Rate - 4% per annum x 2 years = 8% (straight-line calculation)

In addition to the design and pricing and escalation contingency, the Altus peer review continues to show a construction contingency. This contingency is meant to cover the potential cost increases during the construction stage of the projects. This contingency would also be used to cover potential risks for the City of Pickering.

19007 Cost Comparison Report-REVISED FINAL.wpd - 197 - 6 For reporting purposes, the Altus peer review shows the design and pricing contingency and the escalation in the estimate totals that relate directly to the budgets prepared by C+W. The design and pricing contingency is meant to be consumed during the design stage. The escalation contingency would be consumed in the time required to complete the pre-construction stage including an allowance for the potential escalation during the construction stage. Both contingencies would be under the control of the C+W team.

The construction contingency has been pulled out of the budget totals directly related to the C+W budgets and shown separately. This contingency is meant to cover cost increases during the construction phase of each project. This contingency would normally be under the control of the Owner (City of Pickering) and held outside the hard construction budget under the control of the C+W team.

Proposed Project Schedule

For review purposes, we have assumed the earliest construction could start would be July 2020, which provides approximately 11 to 12 months to complete the pre-construction stages and obtain all the approvals required to begin construction. If construction could begin in July 2020, and the anticipated date for completion is accepted as August 21, 2023, this leaves a 36 month duration for the construction phase.

Project Management & Cost Control

We recommend the City consider commissioning an independent Project Manager to manage and administer the project development on behalf of the City. The PM would also provide an element of peer review on the project budget, constructability, risk management, schedule review and monitoring of the construction process.

In addition to the PM services, we are recommending the City consider commissioning a cost consultant to monitor the construction costs, provide risk management and review any changes in the scope of work during the construction phase. The cost consultant could also provide monthly project monitoring services with the review and recommendation for payments to C+W and the contractors.

19007 Cost Comparison Report-REVISED FINAL.wpd - 198 - 7 Benchmarks - Hard Construction Costs

The hard construction budgets in the C+W report for the Seniors & Youth Centre and the Library are based on detailed estimates from PCL Construction. The C+W budget for the Arts Centre is based on a benchmark average cost per SF (as a range) provided by Tuner & Townsend Cost Consultants. For the purposes of the C+W budget, the upper end of the range at $650/SF was used in development of the budget for the Art Centre building.

In an effort to check the C+W budget, Altus developed an independent Order of Magnitude Estimate in the elemental format for the Art Centre building based on the preliminary schematic design drawings. Altus has measured the basic elemental quantities from the drawings (including the building cladding area) and applied benchmark historical elemental costs to develop a complete elemental estimate for the Art Centre building.

Based on the independent elemental analysis, the average cost per square foot for the Art Centre works out to $696 per SF based on a gross floor area of 39,138 SF (3637 m²) measured from the schematic drawings. The gross floor area being shown in C+W report for the Arts Centre is lower at 36,152 SF (3359 m²). A difference of about 2,986 SF (278 m²). Altus used the higher gross floor area for the elemental analysis to confirm the C+W budget.

Historical cost data for the hard construction costs for the other two building types in the Pickering Town Centre development are summarized below:

• Seniors & Youth Centres - range from $285/SF to $450/SF • Library Additions - range from $325/SF to $550/SF • Arts Centre - range for $450/SF up to $1,000 per SF or higher

All of the buildings in the Pickering Town Centre development fall within the historical cost ranges for these building types.

Project Soft Costs - Design Consultant Fees

The C+W budgets for each building include a summary of the project soft costs for design consultants. In most cases, the soft cost budgets are supported by a detailed breakdown of these costs. We find the budgets for soft costs being carried in the C+W report to be fair and reasonable. These budgets range from 5% to 11% of the hard construction costs depending on the building type and fall within the expected range for these costs.

19007 Cost Comparison Report-REVISED FINAL.wpd - 199 - 8 Peer Review Recommendations

The following is a list of recommendations based on the Altus Group peer review:

1. Depending upon the terms of the fixed price contract, there may be the need for the City to carry a hard construction contingency in the overall project costs. 2. We recommend the City request additional back up for the budget being shown by C+W for the library roof terrace/patio and the Bridge Link. The budget for both of these elements of the project requires more substantiation. 3. We find the budgets being allocated to the City for the below grade parking stalls at an average of $55,161 per stall to be reasonable for below grade parking. 4. We recommend the City request the developer to provide a comprehensive project schedule demonstrating the proposed project milestones can be achieved for each component of the development. 5. We recommend the City consider developing a more comprehensive development contract for each component of the project including the roles and responsibilities in the contractual relationships between the primary parties (C+W, PCL, consultants and the subcontractors and the City of Pickering). 6. We recommend the City of Pickering engage the services of a Project Manager and a Cost Consultant to administer the complex contracts in order to keep control of the design, cost and schedule.

Qualifications and Exclusions

1. The numbers in the peer review report exclude the City's portion of the HST.

2. The peer review excludes any evaluation or appraisal of land involved in the City Centre Development.

3. Real estate fees and land transfer taxes.

19007 Cost Comparison Report-REVISED FINAL.wpd - 200 - 9 Pickering Town Centre - Peer Review Summary

Senior's & Youth Centre Library Addition Arts Centre City Parking Stalls Bridge Link City Lands Landscaping Project Totals Scope Description C+W Altus C+W Altus C+W Altus C+W Altus C+W Altus C+W Altus C+W Altus Budget Group Variance Budget Group Variance Budget Group Variance Budget Group Variance Budget Group Variance Budget Group Variance Budget Group Variance

1 Hard Construction $18,562,931 $21,458,100 $2,895,169 $23,665,875 $27,262,647 $3,596,772 $32,186,726 $25,985,855 ($6,200,871) $19,306,268 $17,551,153 ($1,755,115) $4,950,000 $2,600,000 ($2,350,000) $6,445,997 $5,859,997 ($586,000) $102,326,682 $100,717,752 ($1,608,930)

1.2 Hard Construction Contingencies $1,841,293 $4,762,863 $2,921,570 $2,351,588 $4,880,276 $2,528,688 $3,203,673 $7,275,968 $4,072,295 inc. above $3,510,231 $3,510,231 inc. above $586,000 $586,000 inc. above $586,000 $586,000 $10,187,668 $21,483,338 $21,483,338

Total - Hard Construction $20,404,224 $26,220,963 $5,816,739 $26,017,463 $32,009,168 $5,991,705 $35,390,399 $33,261,800 ($2,128,599) $19,306,268 $21,061,384 $1,755,116 $4,950,000 $3,068,000 ($1,882,000) $6,445,997 $6,445,997 $0 $112,514,350 $122,067,311 $9,552,961

2 Soft Costs 2.1 Design Consultants $1,615,871 $1,615,871 $0 $2,659,120 $2,659,119 -$1 $3,712,255 $3,712,256 $1 $399,568 $514,018 $114,450 $66,150 $66,150 $0 $246,078 $246,078 $0 $8,699,042 $8,813,492 $114,450

2.2 Legal & Administration $1,361,404 $1,361,404 $0 $1,660,946 $1,660,946 $0 $2,130,119 $2,130,119 $0 $1,172,888 $1,172,888 $0 $266,177 $266,177 $0 $431,818 $431,818 $0 $7,023,353 $7,023,352 -$1

2.3 Marketing & Leasing $35,000 $35,000 $0 $35,000 $35,000 $0 $35,000 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $105,000 $105,000 $0

Total - Soft Costs $3,012,275 $3,012,275 $0 $4,355,066 $4,355,065 -$1 $5,877,374 $5,877,375 $1 $1,572,456 $1,686,906 $114,450 $332,327 $332,327 $0 $677,896 $677,896 $0 $15,827,395 $15,941,844 $114,449

Project Total (exc. HST) $23,416,500 $29,233,238 $5,816,738 $30,372,529 $36,364,233 $5,991,704 $41,267,774 $39,139,275 -$2,128,499 $20,878,723 $22,748,290 $1,869,567 $5,282,327 $3,400,327 ($1,882,000) $7,123,893 $7,123,893 $0 $128,341,745 $138,009,300 $9,667,555

3 Project Contingency (administered by the City of Pickering) 3.1 Hard Construction Contingency $2,130,810 $2,130,810 $2,544,070 $2,544,070 Inc. above $306,800 $0 $0 $0 $4,981,700 $4,981,700

Peer Review & Compliance Services

3.2 Peer Review and Compliance $1,006,592 $1,006,592 $1,228,795 $1,228,795 $1,276,882 $1,276,882 $117,777 $117,777 $247,454 $247,454 $3,877,500 $3,877,500

Total Project Budget $23,416,500 $32,370,600 $8,954,100 $30,372,529 $40,137,100 $9,764,600 $41,267,800 $40,416,200 -$851,600 $20,878,723 $22,748,300 $1,869,600 $5,282,327 $3,824,904 ($1,457,400) $7,123,893 $7,371,300 $247,400 $128,341,700 $146,868,500 $18,526,800

Notes:

1 The above amounts exclude the City's portion of the Harmonized Sales Tax (HST).

- 201 - Pickering Town Centre - Peer Review Summary

PROJECT TOTALS

C+W Project Item Altus Group Variance Total

Above Grade Gross Building Area 160,285 sf Share of P1 Gross Building Area 152,579 sf CONSTRUCTION Demolition $671,947 Building (New: Substructure ‐ Foundation / Parking) $17,551,153 Building (New: Superstructure ‐ Core / Shell) + Fitout $71,497,986 Onsite Improvements/Infrastructure $4,964,997 FFE $7,190,600 Construction Cost Sub Total $101,876,682 $100,267,752 -$1,608,930

CONSTRUCTION ‐ ANCILLARY Insurance $0 Bonding $0 Service Connections $450,000 Testing & Inspections ‐ Hazmat $0 Testing & Inspections ‐ Civil/Sitework $0 Construction Ancillary Cost Sub Total $450,000 $450,000 $0 CONTINGENCY Design & Pricing Contingency - Altus Group 10% $11,368,178 $11,368,178 Escalation Contingency - Altus Group 8% $7,516,600 Hard Cost Contingency - PCL 10.0% $10,187,668 $2,598,560 ($7,589,108)

SUBTOTAL - CONTINGENCIES $10,187,668 $21,483,338 $3,779,070

TOTAL HARD COSTS Total Hard Costs $112,514,350 $122,067,311 $9,552,961 DESIGN CONSULTANTS Architectecture and Interior Design $5,054,497 Mechanical Engineer $457,300 Electrical Engineer $387,300 IT/Communications $40,860 Security $41,190 Audio Visual $36,060 Lighting $48,190 Structural $795,000 Wind/Noise/Vibration $7,690 Code/Fire/Life Safety $24,700 Theatre Design $161,271 Building Envelope $58,000 Acoustics $141,100 Landscape $0 Vertical Transportation $14,300 Library Planning $53,330 Testing and Inspection $175,000 Surveying $300,000 Specifications Writer $94,500 Disbursements $394,514 Design Consultant Contingency $414,240 Design and Consultants Cost Sub Total $8,699,042 $8,813,492 $114,450 LEGAL & ADMINISTRATIVE Development Management Fee $5,443,353 Legal $200,000 Insurance $160,000 C&W Site Overhead $1,220,000 Capitalized Vacant Land Tax $0 Legal & Administrative Cost Sub Total $7,023,353 $7,023,352 -$1 MARKETING & LEASING Marketing $105,000 Commissions‐ Manager $0 Commissions ‐ Listing Brokers $0 Tenant Allowances (Retail/Institutional) $0 Marketing & Leasing Cost Sub Total $105,000 $105,000 $0 HOLDBACK Holdback (10%) -$10,187,668 Holdback Release $10,187,668 PROJECT BUDGET (exc. taxes) $128,341,745 $138,009,300 $9,667,600

PROJECT CONTINGENCY Project Contingency - administered by the City of Pickering (based 10.0% $4,981,700 $4,981,700 on Hard Construction Costs)

PROJECT TOTAL - inc. Project Contingency (exc. taxes) $142,991,000 $14,649,300

PEER REVIEW & COMPLIANCE (as a % of Hard Construction) Compliance consulting team for City of Pickering 0.0% Excluded Project Management - peer review 2.21% $2,700,000 $2,700,000 Cost consulting - peer review and project monitoring 0.68% $825,000 $825,000 Contingency - Peer Review 10.0% $352,500 $352,500

SUBTOTAL - PEER REVIEW & COMPLIANCE (exc. taxes) $3,877,500 $3,877,500

TOTAL - inc. PEER REVIEW & COMPLIANCE (exc. taxes) $128,341,700 $146,868,500 $18,526,800

Checks Check $18,526,800

- 202 - Pickering Town Centre - Peer Review Summary

SENIORS & YOUTH CENTRE LIBRARY BUILDING

C+W Altus C+W Library C+W Roof C+W Library Altus Library Altus Roof Item Variance Combined Variance S&Y Centre Recomm. Building Patio Total Building Patio

Above Grade Gross Building Area 63,323 sf 44,783 sf 16,027 sf 60,810 sf Share of P1 Gross Building Area 3,671 sf 4,844 sf ‐ 4,844 sf CONSTRUCTION Demolition $0 $492,591 $179,356 $671,947 Building (New: Substructure ‐ Foundation / Parking) $0 $0 $0 $0 Building (New: Superstructure ‐ Core / Shell) + Fitout $17,812,931 $16,178,714 $5,665,215 $21,843,929 Onsite Improvements/Infrastructure $0 $0 $0 $0 FFE $600,000 $950,000 $50,000 $1,000,000 Construction Cost Sub Total $18,412,931 $21,308,100 $2,895,169 $17,621,305 $5,894,571 $23,515,875 $23,383,291 $3,729,356 $27,112,647 $3,596,772

CONSTRUCTION ‐ ANCILLARY Insurance $0 $0 $0 $0 Bonding $0 $0 $0 $0 Service Connections $150,000 $109,950 $40,050 $150,000 Testing & Inspections ‐ Hazmat $0 $0 $0 $0 Testing & Inspections ‐ Civil/Sitework $0 $0 $0 $0 Construction Ancillary Cost Sub Total $150,000 $150,000 $0 $109,950 $40,050 $150,000 $109,950 $40,050 $150,000 $0 CONTINGENCY Design & Pricing Contingency - Altus Group 10% $0 $3,106,215 $3,106,215 $2,338,329 $372,936 $2,711,265 $2,711,265 Escalation Contingency - Altus Group 8% $0 $1,656,648 $1,656,648 $1,870,663 $298,348 $2,169,012 $2,169,012 Hard Cost Contingency - PCL 10.0% $1,841,293 $1,762,130 $589,457 $2,351,588 $0 $0 $0 ($2,351,588)

SUBTOTAL - CONTINGENCIES $1,841,293 $4,762,863 $4,762,863 $1,762,130 $589,457 $2,351,588 $4,208,992 $671,284 $4,880,276 $2,528,688

TOTAL HARD COSTS Total Hard Costs $20,404,224 $26,220,963 $5,816,739 $19,493,385 $6,524,078 $26,017,463 $27,586,826 $4,422,342 $32,009,168 $5,991,705 DESIGN CONSULTANTS Architectecture and Interior Design $780,953 $1,208,880 $404,590 $1,613,470 Mechanical Engineer $211,600 $86,687 $29,013 $115,700 Electrical Engineer $118,800 $76,423 $25,577 $102,000 IT/Communications $1,023 $11,988 $4,012 $16,000 Security $14,190 $11,988 $4,012 $16,000 Audio Visual $10,560 $11,239 $3,761 $15,000 Lighting $14,190 $14,985 $5,015 $20,000 Structural $165,000 $198,549 $66,451 $265,000 Wind/Noise/Vibration $1,090 $2,472 $828 $3,300 Code/Fire/Life Safety $6,800 $7,642 $2,558 $10,200 Theatre Design $0 $0 $0 $0 Building Envelope $0 $21,728 $7,272 $29,000 Acoustics $7,700 $18,356 $6,144 $24,500 Landscape $0 $0 $0 $0 Vertical Transportation $2,400 $1,798 $602 $2,400 Library Planning $0 $39,957 $13,373 $53,330 Testing and Inspection $25,000 $18,325 $6,675 $25,000 Surveying $75,000 $54,975 $20,025 $75,000 Specifications Writer $18,500 $19,480 $6,520 $26,000 Disbursements $73,282 $90,274 $30,321 $120,595 Design Consultant Contingency $76,946 $94,787 $31,837 $126,625 Design and Consultants Cost Sub Total $1,615,871 $1,615,871 $0 $1,990,534 $668,585 $2,659,120 $1,990,534 $668,585 $2,659,119 -$1 LEGAL & ADMINISTRATIVE Development Management Fee $986,404 $963,478 $322,468 $1,285,946 Legal $50,000 $36,650 $13,350 $50,000 Insurance $25,000 $18,325 $6,675 $25,000 C&W Site Overhead $300,000 $219,900 $80,100 $300,000 Capitalized Vacant Land Tax $0 $0 $0 $0 Legal & Administrative Cost Sub Total $1,361,404 $1,361,404 $0 $1,238,353 $422,593 $1,660,946 $1,238,353 $422,593 $1,660,946 $0 MARKETING & LEASING Marketing $35,000 $25,655 $9,345 $35,000 Commissions‐ Manager $0 $0 $0 $0 Commissions ‐ Listing Brokers $0 $0 $0 $0 Tenant Allowances (Retail/Institutional) $0 $0 $0 $0 Marketing & Leasing Cost Sub Total $35,000 $35,000 $0 $25,655 $9,345 $35,000 $25,655 $9,345 $35,000 $0 HOLDBACK Holdback (10%) -$1,841,293 -$1,762,130 -$589,457 -$2,351,588 Holdback Release $1,841,293 $1,762,130 $589,457 $2,351,588 PROJECT BUDGET (exc. taxes) $23,416,500 $29,233,238 $5,816,738 $22,747,927 $7,624,601 $30,372,529 $30,841,368 $5,522,865 $36,364,233 $5,991,704

PROJECT CONTINGENCY

Project Contingency - administered by the City of Pickering (based 10.0% $2,130,810 $2,130,810 $2,194,070 $350,000 $2,544,070 $2,544,070 on Hard Construction Costs)

PROJECT TOTAL - inc. Project Contingency (exc. taxes) $31,364,048 $7,947,548 $33,035,438 $5,872,865 $38,908,303 $8,535,774

PEER REVIEW & COMPLIANCE (as a % of Hard Construction) Compliance consulting team for City of Pickering 0.0% Excluded Excluded Excluded Project Management - peer review 2.21% $700,915 $700,915 $855,640 Included $855,640 $855,640 Cost consulting - peer review and project monitoring 0.68% $214,169 $214,169 $261,446 Included $261,446 $261,446 Contingency - Peer Review 10.0% $91,508 $91,508 $111,709 Included $111,709 $111,709

SUBTOTAL - PEER REVIEW & COMPLIANCE (exc. taxes) $1,006,592 $1,006,592 $1,228,795 $0 $1,228,795 $1,228,795

TOTAL - inc. PEER REVIEW & COMPLIANCE (exc. taxes) $23,416,500 $32,370,600 $8,954,100 $22,747,927 $7,624,601 $30,372,529 $34,264,200 $5,872,900 $40,137,100 $9,764,571

Checks Checks $32,370,600 $8,954,100 Checks $34,264,233 $5,872,865 $40,137,100

- 203 - Pickering Town Centre - Peer Review Summary

ARTS CENTRE & MULTI-PURPOSE SPACE C+W Classrooms C+W Arts C+W Arts C+W Arts Arts Centre & Arts Centre Combined Item and Multi‐Purpose Centre Total Variance Centre Centre FFE Multi-Purpose FF&E Total

Above Grade Gross Building Area 22,751 sf 13,401 sf ‐ 36,152 sf 39,138 Measured from Schematic Drawings Share of P1 Gross Building Area 2,852 sf ‐‐2,852 sf CONSTRUCTION Demolition $0 $0 $0 $0 Building (New: Substructure ‐ Foundation / Parking) $0 $0 $0 $0 Building (New: Superstructure ‐ Core / Shell) + Fitout $17,337,540 $10,003,586 $0 $27,341,126 $21,140,255 $21,140,255 Onsite Improvements/Infrastructure $0 $0 $0 $0 FFE $0 $1,010,100 $3,685,500 $4,695,600 $4,695,600 $4,695,600 Construction Cost Sub Total $17,337,540 $11,013,686 $3,685,500 $32,036,726 $21,140,255 $4,695,600 $25,835,855 ($6,200,871)

CONSTRUCTION ‐ ANCILLARY Insurance $0 $0 $0 $0 Bonding $0 $0 $0 $0 Service Connections $140,175 $9,825 $0 $150,000 $150,000 $150,000 Testing & Inspections ‐ Hazmat $0 $0 $0 $0 Testing & Inspections ‐ Civil/Sitework $0 $0 $0 $0 Construction Ancillary Cost Sub Total $140,175 $9,825 $0 $150,000 $150,000 $150,000 $0 CONTINGENCY Design & Pricing Contingency - Altus Group 10% $2,129,000 $469,560 $2,598,560 $2,598,560 Escalation Contingency - Altus Group 8% $1,703,200 $375,648 $2,078,848 $2,078,848 Hard Cost Contingency - PCL 10.0% $1,733,754 $1,101,369 $368,550 $3,203,673 $2,129,000 $469,560 $2,598,560 ($605,113)

SUBTOTAL - CONTINGENCIES $1,733,754 $1,101,369 $368,550 $3,203,673 $5,961,200 $1,314,768 $7,275,968 $4,072,295

TOTAL HARD COSTS Total Hard Costs $19,211,469 $12,124,880 $4,054,050 $35,390,399 $27,251,500 $6,010,400 $33,261,800 ($2,128,599) DESIGN CONSULTANTS Architectecture and Interior Design $1,174,961 $741,550 $247,943 $2,164,454 Mechanical Engineer $79,699 $50,301 $0 $130,000 Electrical Engineer $102,077 $64,423 $0 $166,500 IT/Communications $6,744 $4,256 $0 $11,000 Security $6,744 $4,256 $0 $11,000 Audio Visual $6,437 $4,063 $0 $10,500 Lighting $8,583 $5,417 $0 $14,000 Structural $223,772 $141,228 $0 $365,000 Wind/Noise/Vibration $2,023 $1,277 $0 $3,300 Code/Fire/Life Safety $4,721 $2,979 $0 $7,700 Theatre Design $87,545 $55,252 $18,474 $161,271 Building Envelope $17,779 $11,221 $0 $29,000 Acoustics $66,764 $42,136 $0 $108,900 Landscape $0 $0 $0 $0 Vertical Transportation $5,824 $3,676 $0 $9,500 Library Planning $0 $0 $0 $0 Testing and Inspection $46,355 $3,645 $0 $50,000 Surveying $69,533 $5,468 $0 $75,000 Specifications Writer $30,654 $19,346 $0 $50,000 Disbursements $97,011 $58,025 $13,321 $168,356 Design Consultant Contingency $101,861 $60,926 $13,987 $176,774 Design and Consultants Cost Sub Total $2,139,086 $1,279,445 $293,725 $3,712,255 $3,418,531 $293,725 $3,712,256 $1 LEGAL & ADMINISTRATIVE Development Management Fee $956,570 $602,900 $195,650 $1,755,119 Legal $46,725 $3,275 $0 $50,000 Insurance $23,363 $1,638 $0 $25,000 C&W Site Overhead $280,350 $19,650 $0 $300,000 Capitalized Vacant Land Tax $0 $0 $0 $0 Legal & Administrative Cost Sub Total $1,307,007 $627,462 $195,650 $2,130,119 $1,934,469 $195,650 $2,130,119 $0 MARKETING & LEASING Marketing $32,708 $2,293 $0 $35,000 Commissions‐ Manager $0 $0 $0 $0 Commissions ‐ Listing Brokers $0 $0 $0 $0 Tenant Allowances (Retail/Institutional) $0 $0 $0 $0 Marketing & Leasing Cost Sub Total $32,708 $2,292 $0 $35,000 $35,000 $0 $35,000 $0 HOLDBACK Holdback (10%) -$1,733,754 -$1,101,369 -$368,550 -$3,203,673 Holdback Release $1,733,754 $1,101,369 $368,550 $3,203,673 PROJECT BUDGET (exc. taxes) $22,690,269 $14,034,080 $4,543,425 $41,267,774 $32,639,500 $6,499,775 $39,139,275 ($2,128,499)

PROJECT CONTINGENCY Project Contingency - administered by the City of Pickering (based 10.0% Hard Const. Contingency is included above on Hard Construction Costs)

PROJECT TOTAL - inc. Project Contingency (exc. taxes)

PEER REVIEW & COMPLIANCE (as a % of Hard Construction) Compliance consulting team for City of Pickering 0.0% Excluded Project Management - peer review 2.21% $889,125 Included $889,125 $889,125 Cost consulting - peer review and project monitoring 0.68% $271,677 Included $271,677 $271,677 Contingency - Peer Review 10.0% $116,080 Included $116,080 $116,080

SUBTOTAL - PEER REVIEW & COMPLIANCE (exc. taxes) $1,276,882 $0 $1,276,882 $1,276,882

TOTAL - inc. PEER REVIEW & COMPLIANCE (exc. taxes) $22,690,300 $14,034,100 $4,543,400 $41,267,800 $33,916,400 $6,499,800 $40,416,200 -$851,600

Checks Check $1,276,882 Check -$851,600

- 204 - Pickering Town Centre - Peer Review Summary

CITY PARKING 350 STALLS BRIDGE LINK CITY LANDS LANDSCAPING C+W City C+W City C+W Bridge Item Parking 350 Altus Group Variance Altus Group Variance Lands Altus Group Variance Link Stalls Landscaping

Above Grade Gross Building Area ‐ 1300 sf ‐ Share of P1 Gross Building Area 141,212 sf ‐‐ CONSTRUCTION Demolition $0 $0 $0 Building (New: Substructure ‐ Foundation / Parking) $17,551,153 $17,551,153 $0 $0 $0 Building (New: Superstructure ‐ Core / Shell) + Fitout $0 $4,500,000 $2,600,000 ($1,900,000) $0 Onsite Improvements/Infrastructure $0 $0 $4,964,997 $4,964,997 $0 FFE $0 $0 $895,000 $895,000 $0 Construction Cost Sub Total $17,551,153 $17,551,153 $4,500,000 $2,600,000 ($1,900,000) $5,859,997 $5,859,997 $0

CONSTRUCTION ‐ ANCILLARY Insurance $0 $0 $0 Bonding $0 $0 $0 Service Connections $0 $0 $0 Testing & Inspections ‐ Hazmat $0 $0 $0 Testing & Inspections ‐ Civil/Sitework $0 $0 $0 Construction Ancillary Cost Sub Total $0 $0 $0 CONTINGENCY Design & Pricing Contingency - Altus Group 10% $2,106,138 $2,106,138 $260,000 $260,000 $586,000 $586,000 Escalation Contingency - Altus Group 8% $1,404,092 $1,404,092 $208,000 $208,000 $586,000 ($586,000) Hard Cost Contingency - PCL 10.0%

SUBTOTAL - CONTINGENCIES $0 $3,510,231 $3,510,231 $0 $468,000 $468,000 $586,000 $586,000 $0

TOTAL HARD COSTS Total Hard Costs $19,306,268 $21,061,384 $3,510,231 $4,950,000 $3,068,000 ($1,882,000) $6,445,997 $6,445,997 $0 DESIGN CONSULTANTS $55,161 $60,175 Architectecture and Interior Design $337,420 $421,228 $35,000 $35,000 $123,200 $123,200 $0 Mechanical Engineer $0 $0 $0 Electrical Engineer $0 $0 $0 IT/Communications $0 $0 $0 Security $0 $0 $0 Audio Visual $0 $0 $0 Lighting $0 $0 $0 Structural $0 $0 $0 Wind/Noise/Vibration $0 $0 $0 Code/Fire/Life Safety $0 $0 $0 Theatre Design $0 $0 $0 Building Envelope $0 $0 $0 Acoustics $0 $0 $0 Landscape $0 $0 $0 Vertical Transportation $0 $0 $0 Library Planning $0 $0 $0 Testing and Inspection $25,000 $25,000 $0 $25,000 $25,000 $25,000 $25,000 $0 Surveying $0 $0 $75,000 $75,000 $0 Specifications Writer $0 $0 $0 Disbursements $18,121 $21,061 $2,940 $3,000 $3,000 $11,160 $11,160 $0 Design Consultant Contingency $19,027 $46,729 $27,702 $3,150 $3,150 $11,718 $11,718 $0 Design and Consultants Cost Sub Total $399,568 $514,018 $114,450 $66,150 $66,150 $0 $246,078 $246,078 $0 LEGAL & ADMINISTRATIVE Development Management Fee $887,888 $887,888 $0 $226,177 $226,177 $301,818 $301,818 $0 Legal $25,000 $25,000 $0 $10,000 $10,000 $15,000 $15,000 $0 Insurance $60,000 $60,000 $0 $10,000 $10,000 $15,000 $15,000 $0 C&W Site Overhead $200,000 $200,000 $0 $20,000 $20,000 $100,000 $100,000 $0 Capitalized Vacant Land Tax $0 $0 $0 Legal & Administrative Cost Sub Total $1,172,888 $1,172,888 $0 $266,177 $266,177 $0 $431,818 $431,818 $0 MARKETING & LEASING Marketing $0 $0 $0 Commissions‐ Manager $0 $0 $0 Commissions ‐ Listing Brokers $0 $0 $0 Tenant Allowances (Retail/Institutional) $0 $0 $0 Marketing & Leasing Cost Sub Total $0 $0 $0 HOLDBACK Holdback (10%) -$1,755,115 -$450,000 -$586,000 Holdback Release $1,755,115 $450,000 $586,000 PROJECT BUDGET (exc. taxes) $20,878,723 $22,748,290 $1,869,567 $5,282,327 $3,400,327 ($1,882,000) $7,123,893 $7,123,893 $0

PROJECT CONTINGENCY

Project Contingency - administered by the City of Pickering (based 10.0% $306,800 $306,800 Excluded as per C of Pickering on Hard Construction Costs)

PROJECT TOTAL - inc. Project Contingency (exc. taxes) $3,707,127 ($1,575,200) $7,123,893 $0

PEER REVIEW & COMPLIANCE (as a % of Hard Construction) Compliance consulting team for City of Pickering 0.0% N/A Excluded Excluded Project Management - peer review 2.21% N/A $82,011 $82,011 $172,309 $172,309 Cost consulting - peer review and project monitoring 0.68% N/A $25,059 $25,059 $52,650 $52,650 Contingency - Peer Review 10.0% N/A $10,707 $10,707 $22,496 $22,496

SUBTOTAL - PEER REVIEW & COMPLIANCE (exc. taxes) $117,777 $117,777 $247,454 $247,454

TOTAL - inc. PEER REVIEW & COMPLIANCE (exc. taxes) $20,878,723 $22,748,300 $1,869,600 $5,282,327 $3,824,904 ($1,457,423) $7,123,893 $7,371,300 $247,500

Checks Check $1,869,600 Check ($1,457,423) Check $247,400

- 205 - Pickering Town Centre Pickering, Ontario Senior's & Youth Centre

Cushman Altus Variance Comments Scope Description Wakefield/PCL Recommendation

Above Grade Gross Building Area 63,323 sf Share of P1 Gross Building Area 3,671 sf

CONSTRUCTION Demolition $0 Building (New: Substructure ‐ Foundation / Parking) $0 Building (New: Superstructure ‐ Core / Shell) + Fitout $17,812,931 $20,708,100 $2,895,169 See attached Hard Construction estimate Onsite Improvements/Infrastructure $0 FFE $600,000 $600,000 $0 Includes a 15% contingency Construction Cost Sub Total $18,412,931 $21,308,100 $2,895,169 CONSTRUCTION ‐ ANCILLARY Insurance $0 Bonding $0 Service Connections $150,000 $150,000 Allowances appears reasonable Testing & Inspections ‐ Hazmat $0 Testing & Inspections ‐ Civil/Sitework $0 Construction Ancillary Cost Sub Total $150,000 $150,000 CONTINGENCY Design & Pricing Contingency 15.0% $3,106,215 $3,106,215 Recommend a D&P Contingency of 15% on HC estimate Escalation Contingency 8.0% $1,656,648 $1,656,648 based on July 2020 start, July 2021 midpoint, July 1, 2022 completion Hard Construction Contingency 10.0% $1,841,293 PCL Contingency SUBTOTAL - CONTINGENCY $1,841,293 $4,762,863 $2,921,570

TOTAL HARD COSTS Total Hard Costs $20,404,224 $26,220,963 $5,816,739 DESIGN CONSULTANTS Architecture and Interior Design $780,953 Mechanical Engineer $211,600 Electrical Engineer $118,800 IT/Communications $13,860 Security $14,190 Audio Visual $10,560 Lighting $14,190 Structural $165,000 Wind/Noise/Vibration $1,090 Code/Fire/Life Safety $6,800 Theatre Design $0 Building Envelope $0 Acoustics $7,700 Landscape $0 Vertical Transportation $2,400 Library Planning $0

- 206 - Pickering Town Centre Pickering, Ontario Senior's & Youth Centre

Cushman Altus Variance Comments Scope Description Wakefield/PCL Recommendation

Testing and Inspection $25,000 Surveying $75,000 Specifications Writer $18,500 Disbursements $73,282 Design Contingency $76,946 Design and Consultants Cost Sub Total $1,615,871 $1,615,871 $0 Soft cost budget appears reasonable

LEGAL & ADMINISTRATIVE Development Management Fee $986,404 Legal $50,000 Insurance $25,000 C&W Site Overhead $300,000 Appears to be a project admin fee for Cushman & Wakefield Capitalized Vacant Land Tax $0 Legal & Administrative Cost Sub Total $1,361,404 $1,361,404 $0 MARKETING & LEASING Marketing $35,000 Not sure what the City of Pickering would be marketing Commissions‐ Manager $0 Commissions ‐ Listing Brokers $0 Tenant Allowances (Retail/Institutional) $0 Marketing & Leasing Cost Sub Total $35,000 $35,000 $0

HOLDBACK

Holdback (10%) ($1,841,293) Holdback Release $1,841,293

GROSS PROJECT BUDGET (exc. HST) $23,416,500 $29,233,238 $5,816,738

PROJECT CONTINGENCY: Hard Cost Contingency 10.0% $2,130,810 $2,130,810 Recommend the City carry a 10% Construction Contingency in the overall project budget

PEER REVIEW & COMPLIANCE Compliance consulting team for City of Pickering 3.0% Excluded Not required by the C of Pickering Project Management - peer review 2.0% $697,677 $697,677 Cost consulting - peer review and project monitoring 1.0% $213,179 $213,179 Contingency - Peer Review & Compliance 10.0% $91,086 $91,086

SUBTOTAL - PEER REVIEW $3,132,752 $3,132,752 TOTAL - INC. PEER REVIEW (exc. HST) $23,416,500 $32,366,000 $8,949,500

- 207 - PICKERING TOWN CENTRE - PEER REVIEW SENIORS & YOUTH CENTRE

Gross Floor Area (SF) 63,323

Scope Item Description C&W Estimate Unit Rate Altus Unit Rate Variance Comments May 2019 Recommendation

DIV 2 EARTHWORKS & LANDSCAPING $0 $0.00 Included in separate site work estimate DIV 3 FORMWORK & CONCRETE $2,921,580 $46.14 $3,221,580 $50.88 $300,000 Add: allowance for special foundations DIV 3D PRECAST $220,813 $3.49 $220,813 $0 PCL estimate appears reasonable DIV 4 MASONRY $325,955 $5.15 $325,955 $0 PCL estimate appears reasonable DIV 5 METALS $900,811 $14.23 $900,811 $0 PCL estimate appears reasonable DIV 6 WOOD $478,832 $7.56 $578,832 $100,000 Add: additional millwork & FF&E = $100,000 DIV 7 THERMAL & MOISTURE PROTECTION $868,876 $13.72 $1,118,876 $250,000 Add partial green roof (30% of the roof area, 1000 m2 x $250/m2

DIV 8 DOORS & WINDOWS $2,480,737 $39.18 $3,010,737 $530,000 Add: additional interior glazing $100,000, security door hardware = $30,000, increase the glass specification = $400,000

DIV 9 FINISHES $1,861,180 $29.39 $2,041,180 $180,000 Add: approx. 10% to the unit rates for interior finishes DIV 10 SPECIALTIES $259,411 $4.10 $309,411 $50,000 Add: acoustical treatments = $50,000 DIV 11 EQUIPMENT $220,240 $3.48 $220,240 $0 PCL estimate appears reasonable DIV 14 CONVEYING $304,140 $4.80 $304,140 $0 PCL estimate appears reasonable DIV 15 MECHANICAL $2,527,277 $39.91 $3,527,277 $55.70 $1,000,000 Add: heat recovery, high efficiency equipment, and controls DIV 16 ELECTRICAL $1,681,435 $26.55 $1,931,435 $30.50 $250,000 Add: energy efficient design elements = $250,000 DIV 17 SECURITY $0 $0.00 $200,000 $3.16 $200,000 Add: access control, CCTV, conduit and wiring CA CASH ALLOWANCES $223,747 $3.53 $223,747 $3.53 $0

Exclusions Exterior signage $30,000 $30,000 Add an allowance for exterior building signature signage

TOTAL DIRECT COST $15,275,033 $241.22 $18,165,034 $2,890,000 GENERAL EXPENSE & FEE 13.64% $2,082,959 $32.89 $2,543,105 $460,146

General Requirements 10.0% $1,816,503 Bonding 1.0% $181,650 Fees 3.0% $544,951

TOTAL ESTIMATE $17,357,992 $274.12 $20,708,100 $3,350,108

- 208 - Pickering Town Centre Pickering, Ontario LIBRARY BUILDING

CUSHMAN WAKEFIELD MAY 2019 ALTUS GROUP Variance Variance Combined Item Library Building Roof Patio Library Total Library Building Roof Patio Library Total Library Roof Terrace Variance

Above Grade Gross Building Area 44,783 sf 16,027 sf 60,810 sf Share of P1 Gross Building Area 4,844 sf ‐ 4,844 sf

CONSTRUCTION Demolition 492,591 179,356 671,947 $492,591 $179,356 $671,947 $0 $0 $0 Building (New: Substructure ‐ Foundation / Parking) 000 Building (New: Superstructure ‐ Core / Shell) + Fitout 16,178,714 5,665,215 21,843,929 $21,940,700 $3,500,000 $25,440,700 $5,761,986 ($2,165,215) $3,596,771 Onsite Improvements/Infrastructure 000 FFE 950,000 50,000 1,000,000 $950,000 $50,000 $1,000,000 $0 $0 $0 Construction Cost Sub Total 17,621,305 5,894,571 23,515,875 $23,383,291 $3,729,356 $27,112,647 $5,761,986 ($2,165,215) $3,596,772 CONSTRUCTION ‐ ANCILLARY Insurance 000Included above Bonding 000Included above Service Connections 109,950 40,050 150,000 $109,950 $40,050 $150,000 $0 $0 $0 Testing & Inspections ‐ Hazmat 000 Testing & Inspections ‐ Civil/Sitework 000 Construction Ancillary Cost Sub Total 109,950 40,050 150,000 $109,950 $40,050 $150,000 $0 $0 $0 CONTINGENCY

Design & Pricing Contingency 10.0% $0 $2,338,329 $372,936 $2,711,265 $2,338,329 $2,711,265 Escalation Contingency 8.0% $0 $1,755,256 $280,000 $2,035,256 $1,755,256 $2,035,256 Hard Cost Contingency 10.0% 1,762,130 589,457 2,351,588 SUBTOTAL CONTINGENCIES 2,351,588 $4,093,585 $652,936 $4,746,521 $4,093,585 $2,394,933 TOTAL HARD COSTS Total Hard Costs 19,493,385 6,524,078 26,017,463 $27,586,826 $4,422,342 $32,009,168 $8,093,441 ($2,101,736) $5,991,705 DESIGN CONSULTANTS Architectecture and Interior Design 1,208,880 404,590 1,613,470 Mechanical Engineer 86,687 29,013 115,700 Electrical Engineer 76,423 25,577 102,000 IT/Communications 11,988 4,012 16,000 Security 11,988 4,012 16,000 Audio Visual 11,239 3,761 15,000 Lighting 14,985 5,015 20,000 Structural 198,549 66,451 265,000 Wind/Noise/Vibration 2,472 828 3,300 Code/Fire/Life Safety 7,642 2,558 10,200 Theatre Design 000 Building Envelope 21,728 7,272 29,000 Acoustics 18,356 6,144 24,500 Landscape 000 Vertical Transportation 1,798 602 2,400 Library Planning 39,957 13,373 53,330 Testing and Inspection 18,325 6,675 25,000 Surveying 54,975 20,025 75,000 Specifications Writer 19,480 6,520 26,000 Disbursements 90,274 30,321 120,595 Design Contingency 94,787 31,837 126,625 Design and Consultants Cost Sub Total 1,990,534 668,585 2,659,120 $1,990,534 $668,585 $2,659,119 $0 $0 -$1

LEGAL & ADMINISTRATIVE Development Management Fee 963,478 322,468 1,285,946 Legal 36,650 13,350 50,000 Insurance 18,325 6,675 25,000 C&W Site Overhead 219,900 80,100 300,000

- 209 - Pickering Town Centre Pickering, Ontario LIBRARY BUILDING

Variance Variance Combined Item Library Building Roof Patio Library Total Library Building Roof Patio Library Total Library Roof Terrace Variance

Capitalized Vacant Land Tax 000 Legal & Administrative Cost Sub Total 1,238,353 422,593 1,660,946 $1,238,353 $422,593 $1,660,946 $0 $0 $0 MARKETING & LEASING Marketing 25,655 9,345 35,000 Commissions‐ Manager 000 Commissions ‐ Listing Brokers 000 Tenant Allowances (Retail/Institutional) 000 Marketing & Leasing Cost Sub Total 25,655 9,345 35,000 $25,655 $9,345 $35,000 $0 $0 $0 HOLDBACK Holdback (10%) (1,762,130) (589,457) (2,351,588) Holdback Release 1,762,130 589,457 2,351,588 GROSS PROJECT BUDGET (exc. HST) 22,747,927 7,624,601 30,372,529 $30,841,368 $5,522,865 $36,364,233 $8,093,441 ($2,101,736) $5,991,704

PROJECT CONTINGENCY Hard Construction Contingency 10% $2,194,070 $350,000 $2,544,070

PEER REVIEW & COMPLIANCE

Add: Compliance consulting team for City of Pickering 3.0% Excluded Excluded Excluded Not required as per the C of Pickering Add: Project Management - peer review 2.0% $851,687 inc. $851,687 Add: Cost consulting - peer review and project monitoring 1.0% $260,238 inc. $260,238

Contingency - Peer Review 10.0% $111,193 $0 $111,193

SUBTOTAL - PEER REVIEW $3,417,188 $350,000 $3,767,188 $3,417,188 $350,000 $3,767,188

TOTAL - INC. PEER REVIEW $22,747,927 $7,624,601 $30,372,529 $34,258,556 $5,872,865 $40,131,400 $11,510,629 ($1,751,736) $9,758,871

Check $30,372,529 Check $30,372,528

- 210 - PCL Constructors Canada Inc. Summary Page 1 of 2 Conceptual Estimate Summary May 22, 2019 10:00:54 AM BE Number PTCLLIB20190409 Kyle Nicoletta Opportunity No Project Start Mar 01, 2020 Owner File No Completion Mar 01, 2023 Project Pickering Towncentre - Library Functional Units Location Pickering, ON, Canada Area m2 4150 m2 August 9, 2019 Owner Cushman & Wakefield Ltd. Area SF 44,671 SF LIBRARY Designer ALTUS GROUP Altus Recommendation Unit Rate Variance Comments Scope Item DescriptionQuantity UOM Unit Cost Total Cost

DIRECT COSTS

DEMOLITION 4,150 M2 ------SHORING / DEEP FOUNDATIONS 4,150 M2 ------

EXCAVATION & BACKFILL 4,150 M2 ------

DEWATERING 4,150 M2 ------

UNDERSLAB DRAINAGE 4,150 M2 ------

LANDSCAPING 4,150 M2 $222.25 $922,329 $922,329 PCL estimate appears reasonable 4,150 M2 $272.51 $1,130,925 $1,130,925 PCL estimate appears reasonable FORMWORK PLACE & FINISH

CONCRETE SUPPLY 4,150 M2 $66.59 $276,368 $276,368 PCL estimate appears reasonable

REBAR SUPPLY 4,150 M2 $79.04 $328,007 $328,007 PCL estimate appears reasonable

PRECAST 4,150 M2 ------

MASONRY 4,150 M2 $36.79 $152,690 $152,690 PCL estimate appears reasonable 4,150 M2 $544.25 $2,258,643 $2,258,643 PCL estimate appears reasonable METALS

MILLWORK 4,150 M2 $202.80 $841,611 $891,611 $214.85 $50,000 Add: to the estimate for the interior millwork = $50,000

WATERPROOFING 4,150 M2 $1.80 $7,479 $7,479 PCL estimate appears reasonable 4,150 M2 $144.59 $600,060 $642,060 $154.71 $42,000 Add: addiitonal roof insulation 1192 m2 x $35/m2 = $42,000 to the 2 ply ROOFING mod. bit roof finish.

SIDING & SOFFITS 4,150 M2 $149.74 $621,437 $621,437 PCL estimate appears reasonable

CAULKING & FIRESTOP 4,150 M2 $48.67 $201,976 $201,976 PCL estimate appears reasonable

INSULATION 4,150 M2 $5.19 $21,553 $21,553 PCL estimate appears reasonable 4,150 M2 $7.88 $32,719 $52,719 $12.70 $20,000 Increase the allowance for inteiror door hardware supply including HM DOORS & HARDWARE security hardware = $20,000

OVERHEAD DOORS 4,150 M2 ------

EXTERIOR AND INTERIOR GLAZING 4,150 M2 $1,055.14 $4,378,831 $4,428,831 $1,067.19 $50,000 Add: increase the allowance for interior glazing by $50,000

DRYWALL 4,150 M2 $263.88 $1,095,091 $1,095,091 PCL estimate appears reasonable 4,150 M2 $44.63 $185,201 $235,201 $56.67 $50,000 Add: increase the unit rate for the floor tile to the public areas, $50,000 TILE & COUNTERTOPS

CARPET, LAMINATE & HARDWOOD 4,150 M2 $62.73 $260,341 $260,341 PCL estimate appears reasonable PAINT 4,150 M2 $33.33 $138,314 $188,314 $45.38 $50,000 Add: allowance for special finishes of $50,000

FINAL CLEAN & PROTECT FINISHES 4,150 M2 $7.85 $32,562 $32,562 PCL estimate appears reasonable 4,150 M2 $42.25 $175,344 $225,344 $54.30 $50,000 Add: an allowance for interior acoustic treatments and window SPECIALTIES coverings = $50,000 WASHROOM ACCESSORIES 4,150 M2 $14.17 $58,817 $58,817 PCL estimate appears reasonable

LOUVRES 4,150 M2 $6.26 $25,968 $25,968 PCL estimate appears reasonable

EQUIPMENT 4,150 M2 $20.02 $83,096 $98,096 $23.64 $15,000 Add: terrace equipment = $15,000

- 211 - PCL Constructors Canada Inc. Summary Page 1 of 2 Conceptual Estimate Summary May 22, 2019 10:00:54 AM BE Number PTCLLIB20190409 Kyle Nicoletta Opportunity No Project Start Mar 01, 2020 Owner File No Completion Mar 01, 2023 Project Pickering Towncentre - Library Functional Units Location Pickering, ON, Canada Area m2 4150 m2 August 9, 2019 Owner Cushman & Wakefield Ltd. Area SF 44,671 SF LIBRARY Designer ALTUS GROUP Altus Recommendation Unit Rate Variance Comments Scope Item DescriptionQuantity UOM Unit Cost Total Cost

CONVEYING 4,150 M2 $152.68 $633,611 $400,000 $96.39 ($233,611) Reduce the elevator budget to $400,000.

MECHANICAL 4,150 M2 $484.04 $2,008,753 $2,358,753 $568.37 $350,000 Add: the heat recovery and high efficiency equipment

ELECTRICAL 4,150 M2 $427.95 $1,775,979 $1,850,979 $446.02 Add: allowance for energy savings initiatives = $75000

CASH ALLOWANCES 1 LS --- $445,164 $445,164

Exterior Signage $35,000 $8.43 $35,000

DIRECT COSTS $18,692,872 $19,246,258 $478,389

GENERAL EXPENSE COSTS

GE + FEE 13.64% $2,549,028

GENERAL EXPENSE COSTS $2,549,028 $2,694,476 $145,448 General Requirements (CM) 10.0% $1,924,626 Bonding (Contractors) 1.0% $192,463 Fees (CM Fees) 3.0% $577,388

TOTAL COST $21,241,900 $21,940,700 $5,287 $1,102,226

Check $21,241,900 Average Unit Rate $491.17 per SF

- 212 - ELEMENTAL COST SUMMARY Order of Magnitude (Class D) Estimate Project: City of Pickering - Arts Centre Project Number: 102838 Location: Pickering, ON Owner/Client: City of Pickering Estimate Revision: 0 Architect: Architects Alliance Gross Floor Area: 39,138 SF

Ratio to Elemental Elemental Elemental Element GFA Quantity Unit Rate Amount Cost/sf Total % A SHELL A1 SUBSTRUCTURE $31.78 A11 Foundation 0.61 23,777 SF $52.31 $1,243,900 $31.78 A12 Basement Excavation 0.00 0 cy $0.00 $0 $0.00 $1,243,900 4.6% A2 STRUCTURE $83.97 A21 Lowest Floor Construction 0.61 23,777 SF $17.10 $406,700 $10.39 A22 Upper Floor Construction 0.39 15,360 SF $115.14 $1,768,500 $45.19 A23 Roof Construction 0.61 24,025 SF $46.24 $1,111,000 $28.39 $3,286,200 12.1% A3 EXTERIOR ENCLOSURE $101.05 A31 Walls Below Grade 0.14 5,500 SF $0.00 $0 $0.00 A32 Walls Above Grade 0.27 10,527 SF $132.92 $1,399,300 $35.75 A33 Windows & Entrance 0.02 678 SF $89.23 $60,500 $1.55 A34 Roof Covering 0.61 24,025 SF $42.91 $1,030,800 $26.34 A35 Projections 1.00 39,138 SF $37.42 $1,464,400 $37.42 $3,955,000 14.5% B INTERIORS B1 PARTITIONS & DOORS $40.08 B11 Partitions 0.85 33,267 SF $36.76 $1,223,000 $31.25 B12 Doors 0.00 72 no $4,800.00 $345,600 $8.83 $1,568,600 5.8% B2 FINISHES $28.92 B21 Floor Finishes 1.00 39,138 SF $13.64 $533,800 $13.64 B22 Ceiling Finishes 1.00 39,138 SF $11.47 $449,000 $11.47 B23 Wall Finishes 1.46 56,960 SF $2.62 $149,100 $3.81 $1,131,900 4.2% B3 FITTING & EQUIPMENT $32.66 B31 Fitting & Fixtures 1.00 39,138 SF $25.00 $978,400 $25.00 B32 Equipment 1.00 39,138 SF $0.00 $0 $0.00 B33 Conveying Systems 0.00 6 Stp $50,000.00 $300,000 $7.67 $1,278,400 4.7% C SERVICES C1 MECHANICAL $101.50 C11 Plumbing & Drainage 1.00 39,138 SF $8.00 $313,100 $8.00 C12 Fire Protection 1.00 39,138 SF $6.00 $234,800 $6.00 C13 HVAC 1.00 39,138 SF $80.00 $3,131,006 $80.00 C14 Controls 1.00 39,138 SF $7.50 $293,532 $7.50 $3,972,438 14.6% C2 ELECTRICAL $52.00 C21 Service & distribution 1.00 39,138 SF $12.00 $469,700 $12.00 C22 Lighting, Devices & Heating 1.00 39,138 SF $28.00 $1,095,900 $28.00 C23 Systems & Ancillaries 1.00 39,138 SF $12.00 $469,700 $12.00 $2,035,300 7.5% NET BUILDING COST (Excluding Site) $471.97 $18,471,738 67.8% D SITE D1 SITE WORK $3.83 D11 Site Development 1.00 39,138 SF $0.00 $0 $0.00 D12 Mechanical Site Services 1.00 39,138 SF $1.28 $50,000 $1.28 D13 Electrical Site Services 1.00 39,138 SF $2.56 $100,000 $2.56 $150,000 0.6% D2 ANCILLARY WORK $0.00 D21 Demolition 1.00 39,138 SF $0.00 $0 $0.00 D22 Alterations 1.00 39,138 SF $0.00 $0 $0.00 $0 0.0% NET BUILDING COST (Including Site) $475.80 $18,621,738 68.3% Z MARKUPS Z1 GENERAL REQUIREMENTS 13.0% $68.18 Z11 General Requirements 10.0% $2,048,417 $52.34 Z12 Fee 3.0% $620,100 $15.84 $2,668,517 9.8% TOTAL CONSTRUCTION ESTIMATE (Excluding Contingencies) $543.98 $21,290,255 78.1% Z2 CONTINGENCIES 28.0% $152.31 Z21 Design Contingency 10.0% $2,129,000 $54.40 Z22 Escalation Contingency 8.0% $1,703,200 $43.52 Z23 Construction Contingency 10.0% $2,129,000 $54.40 $5,961,200 21.9% SALES TAX (HST) 0% Excluded $0 $0.00 $0 0.0% TOTAL CONSTRUCTION ESTIMATE (Including Allowances) $696.30 $27,251,500 100.0%

GFA: 39,138 SF Average $ per SF $696.30 GFA: 3,636 m2 Average $ per m2 $7,495

- 213 - 3. Memorandum of Understanding

The construction method of delivery mentioned in the Cushman & Wakefield Budget Package dated May 23, 2019 utilizes a CCDC 5B Construction Management Contract for Services and Construction. However, a CCDC 5B contract is not mentioned in the Memorandum of Understanding. The Cushman Wakefield Budget Package is not referenced either.

While the Memorandum of Understanding clearly states that it is a non-binding, it does contain some commitments that will define the Agreements moving forward.

It is recommended that the fee for construction management be negotiated or otherwise not addressed at this time. The Memorandum of Understanding could state a Construction Management Fee to be negotiated.

The structure for the method of delivery for this project refers to a number of agreements:

• A Library Construction Management Agreement (the Library CMA fee). • A City Development Manager Agreement (4.5% of project costs). • The Seniors & Youth Centre Construction Management Agreement with PTC Ownerships. • The Arts Centre Construction Management Agreement (with City Development Manager). • The Parking Structure Construction Management Agreement with the PTC Ownership Development Manager receiving a 4.5% free. • Any construction contract, Architect’s contract and Consultant Agreements will be entered into directly between the City and such Contractor, Architect and other Consultants.

Reviewing the Cushman Wakefield Budget Package dated May 23, 2019, the method of delivery appears to be:

• A CCDC 5B contract with PCL Construction for the project. • Other contracts for the Design Team and Management Team would follow standard methods of engagement.

It is recommended that the Memorandum of Understanding be very specific regarding agreements and contracts together with roles and responsibilities.

19007 Cost Comparison Report-REVISED FINAL.wpd - 214 - 10 The Memorandum of Understanding also states that the City Development Manager will prepare monthly draws for verification and payment by the City of Pickering. Under normal practice, the draw is verified independently by the Architect and Sub-Consultants on behalf of the Owner.

Library

The general comments above apply to the Library project method of delivery, although there is some additional clarification required.

For this project specifically, it states that the City of Pickering will enter into a Construction Management Agreement with the City Development Manager.

Seniors & Youth Centre

The Memorandum of Understanding addresses this portion of the project in a different manner whereby the City enter into a Construction Management Agreement with PTC Ownership, who will then engage Cushman Wakefield as the Agent and Manager for the PTC group.

Performing Arts Centre

The method of delivery is structured whereby the City will enter into a Construction Management Agreement with the City Development Manager.

With regard to the project, the Memorandum of Understanding states “an Arts Centre containing up to 600 seats”. This suggests there is a maximum but no minimum requirement. Perhaps this should read “approximately 600 seats” or be further clarified.

Parking Structure

The delivery approach to this project states that the City will enter into a procurement, design and Construction Management Agreement with PTC Ownership. It states that the City will pay all costs related to the design, construction and maintenance of the structure.

It further states that if the City decides to charge for parking, there will be a revenue sharing arrangement with PTC. Since the 350 parking spots are exclusive to the City and the City is paying all costs, it should be the decision of the City and financial benefit only to the City of Pickering, should they elect to charge for parking.

19007 Cost Comparison Report-REVISED FINAL.wpd - 215 - 11 4. Potential Risk Assessment Summary

# ITEM RISK POTENTIAL COST IMPLICATION 1. No Relevant Geotechnical Confirmation of the soil conditions. Reflected in costs Report Available assessments. 2. No Environmental Site Potential for hazardous materials. No probability Assessments Available 3. No Designated Substances Potential for additional costs. Will be delivered at the Survey Available for time of demolition Demolition of the Existing permit. Sears Building 4. Agreements for Clarification required of scope, fees Construction Management and method of delivery. & Development Manager 5. Construction Management Industry standard is 2% - 3%. Fee of 4.5% 6. Schedule Start Date Implications if not met. 7. City Control Over Design Dependent on the method of delivery. 8. Cost Control through the Under the terms of the Memorandum Unknown. Project of Understanding, the cost control is by the City Development Manager, who appears to be Cushman Wakefield employee as opposed to being an independent body acting on behalf of the City. 9. Seniors & Youth Centre Since this will be a partial ownership and occupancy, the sharing of costs to construct will require some very clear scopes of work for the parties.

19007 Cost Comparison Report-REVISED FINAL.wpd - 216 - 12 # ITEM RISK POTENTIAL COST IMPLICATION 10. Landscaping Cost sharing has not been detailed for capital costs. 11. Prompt Payment regarding Ability to comply. Dependent on Construction Act contract arrangements. 12. Escalation Costs Dependent on adherence to schedule.

19007 Cost Comparison Report-REVISED FINAL.wpd - 217 - 13 Attachment #2 to CAO 09-19

D.BOTTERO & ASSOCIATES LIMITED PROPERTY VALUATION AND REALTY CONSULTING SERVICES

4300 STEELES AVENUE WEST, UNIT 32 Dino Bottero, AACI, MRICS, PLE VAUGHAN, ONTARIO L4L 4C2 Rick Michalski, AACI P.App. TEL:(905)660-9288 OR (416)749-9832 Oksana Vialykh, AACI E-MAIL: [email protected] Giorgio Beghetto, CRA

September 11, 2019

City of Pickering One The Esplanade Pickering, Ontario L1V 6K7

Attention: Mr. Paul Bigioni Director, Corporate Services & City Solicitor

Dear Sirs:

Re: Strata (Air) Rights in Fee Simple and Leased Fee Estate 4.5089 Acre (1.8247 Ha.) Phase 1 portion of a 13.13 Acre (5.31 Ha.) City Centre Site Forming Part of the 55.37 Acre (22.41 Ha.) Pickering Town Centre 1340 & 1355 Kingston Road Pickering, Ontario Part of Lots 21 & 22, Concession 1 Pickering City of Pickering, Regional Municipality of Durham (Portion of Property Identifier Numbers 26335-0003, -0006)

In accordance with your recent request, recent amendments to the executed August 6, 2019 Memorandum of Understanding were examined from a real estate valuation perspective to determine the new difference in value between the PTC Lands and the South Block Lands as described therein.

Utilizing a rate of $8.90 per square foot of potential buildable area and a per acre rate in Fee Simple Estate of ($13,430,000 ÷ 4.5089 acres) $2,978,554 as concluded in our Narrative Appraisal Report for the PTC Lands, the proposed changes would narrow the gap in the appraised Market Values as follows:

- 218 - - 2 -

Initial Value Opinion for PTC Lands $3,470,000 Type of Rights being Proposed Changes Calculations acquired by the City 1. Additional 2,500 square meters (0.6178 0.6178 acres x Fee Simple Estate under acres) of “piazza” space $2,978,554/acre less 1 add $1,821,749 a 99 year lease agreement to be leased to the City percent for 99 years; 2. Additional 5,000 square feet of storage 5,000 sf of buildable area x Strata (Air) Space rights under space to be added to the $8.90 psf of potential add $44,055 a 99 year lease agreement 99 year underground buildable area less 1 percent parking lease; 3. The City’s title to Instead of acquiring 56,672 sf of (56,672 sf x $8.90 psf) the performing Arts subtract $504,381 potential buildable area, the City Centre will be changed will receive 0.9726 acres (42,367 sf) 0.9726 acres x from strata parcel to fee add $2,896,942 of PTC Land in Fee Simple Estate $2,978,554/acre simple; Revised Value Opinion for the PTC Lands $7,728,365

Based upon the above amendments to the project as described in the executed August 6, 2019 Memorandum of Understanding, the difference in Market Value between the PTC Lands and the South Block Lands has been reduced to ($7,925,000 - $7,728,365) $196,635.

This Letter should be read in conjunction with our Narrative Appraisal Reports for the PTC Lands and the South Block Lands dated August 16, 2019 and having an April 27, 2019 Effective Date which were prepared in accordance with the Canadian Uniform Standards of Professional Appraisal Practice as adopted by the Appraisal Institute of Canada.

Should you wish to discuss matters further, please do not hesitate to contact the undersigned. We trust that this Letter will be of assistance in your future deliberations.

Respectfully submitted,

R. Michalski, AACI, P.App. D. Bottero, AACI, MRICS Professional Land Economist

- 219 - Attachment #3 to CAO 09-19

NARRATIVE APPRAISAL REPORT

AND

VALUATION ANALYSIS

OF A

2.2642 ACRE (0.9163 HA.) CITY CENTRE DEVELOPMENT SITE (SOUTH BLOCK LANDS) LOCATED ON THE SOUTH SIDE OF THE ESPLANADE SOUTH PICKERING, ONTARIO BRIEFLY LEGALLY DESCRIBED AS FORMING PART OF LOT 21, CONCESSION 1 PICKERING BEING PART 26, PLAN OF REFERENCE 40R-7765 BLOCK 16, REGISTERED PLAN 40M-1231 (PICKERING) CITY OF PICKERING REGIONAL MUNICIPALITY OF DURHAM (PROPERTY IDENTIFIER NUMBER 26335-0025)

PREPARED FOR:

THE CORPORATION OF THE CITY OF PICKERING

PREPARED BY:

RICK MICHALSKI, AACI, P.APP. DINO BOTTERO, AACI, MRICS, PROFESSIONAL LAND ECONOMIST D. BOTTERO & ASSOCIATES LIMITED

- 220 - D.BOTTERO & ASSOCIATES LIMITED PROPERTY VALUATION AND REALTY CONSULTING SERVICES

August 16, 2019

City of Pickering One The Esplanade Pickering, Ontario L1V 6K7

Attention: Mr. Paul Bigioni Director, Corporate Services & City Solicitor

Dear Sirs:

Re: 2.2642 Acre (0.9163 Ha.) City Centre Development Site (South Block Lands) S/S The Esplanade South Pickering, Ontario Part of Lot 21, Concession 1 Pickering Being Part 26, Plan of Reference 40R-7765 Block 16, Registered Plan 40M-1231 (Pickering) City of Pickering, Regional Municipality of Durham (Property Identifier Number 26335-0025)

In accordance with instructions received, please be advised that a personal viewing was completed of the above-captioned Subject Property on April 27, 2019, and the area market investigated for the purpose of providing an opinion of its current Market Value. The intended use of this Report is to assist in negotiations regarding a potential land swap and potential payment of monies between The Corporation of the City of Pickering and OPB Realty Inc.

In the course of preparing this Report, discussions - as necessary - were held with staff of the City of Pickering Planning Department. Investigations with respect to the comparable property sales relied upon in this Report were sourced through the Toronto Real Estate Board, Urbanation Incorporated, RealTrack Services, Realnet Services, GeoWarehouse Services, and various on-line internet services.

- 221 - - 2 -

o It is assumed that the soils of the Subject Property are capable of supporting conventional construction activities without any unusual costs or techniques. o It is assumed that Zoning By-law 7553/17 for the Subject Property has been formally amended from ‘CCC’ (City Centre Civic) to ‘CC1’ (City Centre One) to permit residential uses within structures having a 125 metre maximum building height. o A title search has not been pursued for the Subject Property. Title is assumed to be good and marketable. The absence of such a search confirming same increases the level of risk inherent in the analysis and conclusions contained in this Report.

The right is being reserved to amend, alter, or otherwise change our final Estimate of Market Value should any of these Extraordinary Assumptions or Extraordinary Limiting Conditions prove to be invalid.

Based upon careful study and analysis of all of the pertinent data and available information, it is our opinion that the Market Value of the Subject Property, as of April 27, 2019, is:

$7,925,000 (SEVEN MILLION NINE HUNDRED TWENTY FIVE THOUSAND DOLLARS)

The Report which follows describes the Approaches to Value relied upon along with data collected during the course of our investigations. The undersigned certify that the Company has no present or contemplated interest in the Subject Property, nor bias against or towards any parties involved with this appraisal assignment. This Narrative Appraisal Report and Valuation Analysis has been completed in accordance with the Canadian Uniform Standards of Professional Appraisal Practice as adopted by the Appraisal Institute of Canada.

Respectfully submitted,

R. Michalski, AACI, P.App. D. Bottero, AACI, MRICS Professional Land Economist

- D. Bottero & Associates Limited -

- 222 - - i -

SOUTHEASTERLY VIEW OF SUBJECT PROPERTY FROM ACROSS THE ESPLANADE SOUTH/GLENANNA ROAD INTERSECTION

SOUTHWESTERLY VIEW OF SUBJECT PROPERTY FROM ACROSS THE ESPLANADE SOUTH/VALLEY FARM ROAD INTERSECTION

- D. Bottero & Associates Limited -

- 223 - - ii -

NORTHWESTERLY VIEW OF SUBJECT PROPERTY FROM ACROSS VALLEY FARM ROAD

NORTHEASTERLY VIEW OF SUBJECT PROPERTY FROM ACROSS GLENANNA ROAD

- D. Bottero & Associates Limited -

- 224 - - iii -

LOOKING WEST ALONG SUBJECT PROPERTY’S FRONTAGE ONTO THE ESPLANADE SOUTH

LOOKING EAST ALONG SUBJECT PROPERTY’S FRONTAGE ONTO THE ESPLANADE SOUTH

- D. Bottero & Associates Limited -

- 225 - TABLE OF CONTENTS

Letter of Transmittal Photographs of Subject Property Table of Contents

PART ONE - INTRODUCTION Page Summary of Salient Facts and Conclusions

PART TWO - BASIS OF THE APPRAISAL Purpose/Intended Use/Intended Users/Effective Date of Appraisal ...... 1 Property Rights being Considered ...... 1 Definition of Market Value ...... 1 Scope of Assignment ...... 2 Extraordinary Assumptions ...... 3 Extraordinary Limited Conditions ...... 3 Standard Assumptions and Limiting Conditions ...... 4

PART THREE - DESCRIPTION OF PROPERTY BEING APPRAISED Greater Toronto Area, City and Neighbourhood Analysis ...... 9 Site Description ...... 21 Legal Description ...... 24 Ownership Interests ...... 24 Sales History of Subject Property ...... 24 Marketing History of Subject Property ...... 24 Assessment of Subject Property ...... 25 Land Use Regulations ...... 26

PART FOUR - ANALYSIS AND CONCLUSIONS Economic Overview ...... 29 Highest and Best Use ...... 38 Approaches to Value ...... 40 Direct Comparison Approach ...... 41 Location Map ...... 51 Reconciliation ...... 55 Final Market Value Opinion ...... 56 Exposure Time ...... 56 Certification ...... 57

PART FIVE - ADDENDA February 14, 2019 Letter of Intent - City Centre 2022 Plan; June 4, 2019 Memorandum of Understanding - City Centre 2022 Plan; Fully executed August 6, 2019 Memorandum of Understanding; Appraiser’s Qualifications

- D. Bottero & Associates Limited -

- 226 - PART ONE - INTRODUCTION

- D. Bottero & Associates Limited -

- 227 - SUMMARY OF SALIENT FACTS AND CONCLUSIONS

PROPERTY IDENTIFICATION

Ownership: The Corporation of the City of Pickering

Property Address: S/S The Esplanade South, Pickering, Ontario L1V 6K7

Legal Description: PCL CON. 1-21-8 SEC PICKERING; FIRSTLY: PT LT 21 CON 1 (PICKERING), PT 26 40R7765; SECONDLY: BLK 16 PL 40M1231 (PICKERING); S/T LT680026 PICKERING (PROPERTY IDENTIFIER NUMBER 26335-0025) PROPERTY DESCRIPTION

Location: Situated within the southeastern portion of the urbanized component of the City of Pickering, being on the south side of The Esplanade South between Glenanna Road and Valley Farm Road across from the Pickering Civic Complex (City Hall), Pickering Central Library and Esplanade Park.

Type of Property: Parcel of vacant land which partially supports an approximate 131 vehicle surface parking lot for the Pickering Civic Complex (City Hall) and Pickering Central Library located across the street to the north.

Site Area: 2.2642 Acres (0.9163 Ha.)

Official Plan: ‘Mixed Use Areas - City Centre’ Zoning: ‘CCC’ (City Centre Civic)

Highest and Best Use: To support higher density mixed commercial/residential and ancillary uses within structures having a 125 metre maximum building height; assuming that Zoning By-law 7553/17 has been formally amended for this site to ‘CC1’ (City Centre One) in accordance with the Terms of Reference provided. VALUATION

Effective Date: April 27, 2019

Direct Comparison Approach: $7,925,000

FINAL VALUE OPINION: $7,925,000

- D. Bottero & Associates Limited -

- 228 - Attachment #4 to CAO 09-19

NARRATIVE APPRAISAL REPORT

AND

VALUATION ANALYSIS

STRATA (AIR) RIGHTS IN FEE SIMPLE AND LEASED FEE ESTATE PERTAINING TO A 4.5089 ACRE (1.8247 HA.) PHASE 1 PORTION OF A 13.13 ACRE (5.31 HA.) CITY CENTRE SITE FORMING PART OF THE 55.37 ACRE (22.41 HA.) PICKERING TOWN CENTRE MUNICIPALLY KNOWN AS 1340 & 1355 KINGSTON ROAD PICKERING, ONTARIO BRIEFLY LEGALLY DESCRIBED AS FORMING PART OF LOTS 21 & 22, CONCESSION 1 PICKERING CITY OF PICKERING REGIONAL MUNICIPALITY OF DURHAM (PORTION OF PROPERTY IDENTIFIER NUMBERS 26335-0003, -0006)

PREPARED FOR:

THE CORPORATION OF THE CITY OF PICKERING

PREPARED BY:

RICK MICHALSKI, AACI, P.APP. DINO BOTTERO, AACI, MRICS, PROFESSIONAL LAND ECONOMIST D. BOTTERO & ASSOCIATES LIMITED

- 229 - D.BOTTERO & ASSOCIATES LIMITED PROPERTY VALUATION AND REALTY CONSULTING SERVICES

August 16, 2019

City of Pickering One The Esplanade Pickering, Ontario L1V 6K7

Attention: Mr. Paul Bigioni Director, Corporate Services & City Solicitor

Dear Sirs:

In accordance with instructions received, please be advised that a personal viewing was completed of the above-captioned 4.5089 acre (1.8247 ha.) Phase 1 portion of a 13.13 acre (5.31 ha.) City Centre Development Site [referred herein as the 4.51 acre (1.82 ha.) Phase 1 PTC Land] on April 27, 2019, and the area market investigated for the purpose of providing a current Contributory Value Opinion. The intended use of this Report is to assist in negotiations regarding a potential land swap and potential payment of monies between The Corporation of the City of Pickering and OPB Realty Inc.

- 230 - - 2 - o It is assumed that the land outlined in blue on the following illustration and identified as the PTC Lands would have a total area of 13.13 acres (5.31 ha.); as calculated by aerial map scaling of January 23, 2019 Master Plans prepared by architectsAlliance. o It is assumed that Phase 1 of the PTC Lands outlined in red on the following illustration would have a total area of 4.5089 acres (1.8247 ha.); as calculated by aerial map scaling of January 23, 2019 Master Plans prepared by architectsAlliance. o It is assumed that the soils of the 4.51 acre (1.82 ha.) Phase 1 PTC Land are capable of supporting conventional construction activities without any unusual costs or techniques. o Portions of the 4.51 acre (1.82 ha.) Phase 1 PTC Land are variously improved with retail structures forming part of the Pickering Town Centre. It is assumed that the 4.51 acre (1.82 ha.) Phase 1 PTC Land are vacant and unimproved. Costs associated with the demolition of the existing improvements are not being identified nor deducted from any Opinion of Market Value contained within this Appraisal Report. o It is assumed that Zoning By-law 7553/17 for the 4.51 acre (1.82 ha.) Phase 1 PTC Land has been formally amended to permit structures having a 125 metre maximum building height, and one building supporting the proposed Senior & Youth Centre having a 155 metre maximum building height. o It is assumed that the proposed three level Library plus fourth level outdoor amenity area highlighted in grey and surrounding associated lands on the following illustration form 0.7843 acres (0.3174 ha.) of the 4.51 acre (1.82 ha.) Phase 1 PTC Land. It is further assumed that it will have a 15,812 square foot (1,469 m²) first floor area and a 42,926 square foot (3,988 m²) gross floor building area as per June 21, 2019 architectsAlliance Context/Statistics (A-006). o It is assumed that the proposed two level Seniors & Youth Centre and surrounding associated lands highlighted in yellow on the following illustration forms 2.0586 acres (0.8331 ha.) of the 4.51 acre (1.82 ha.) Phase 1 PTC Land. It is further assumed that it will have a 36,414 square foot (3,383 m²) first floor area and a 63,001 square foot (5,853 m²) gross floor building area as per June 21, 2019 architectsAlliance Context/ Statistics (A-006). o It is assumed that the proposed two level Performing Arts Centre highlighted in red and surrounding associated lands on the following illustration forms 0.9726

- D. Bottero & Associates Limited -

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acres (0.3936 ha.) of the 4.51 acre (1.82 ha.) Phase 1 PTC Land. It is further assumed that it will have a 23,099 square foot (2,146 m²) first floor area and a 37,405 square foot (3,475 m²) gross floor building area as per as per June 21, 2019 architectsAlliance Context/Statistics (A-006). o It is assumed that the PTC Lands required to support the proposed Library, Seniors & Youth Centre, and Performing Arts Centre and surrounding associated lands would have a combined area of (0.7843 + 2.0586 + 0.9726) 3.8155 acres (1.5441 ha.). o It is assumed that the proposed three underground parking levels to be sited beneath the proposed Seniors & Youth Centre, Performing Arts Centre, proposed 50-storey tower and associated podiums (outlined by a black dash-line on the preceding illustration) will have a total parking area of 379,288 square feet (35,237 m²) as per June 21, 2019 architectsAlliance Context/Statistics (A-006), and will be capable of accommodating a total of 933 vehicles. o It is assumed that the current Contributory Value Opinion for the Strata (Air) Space property rights being appraised for the proposed Library would equate to the surrounding ground area of 0.7843 acres (0.3174 ha.) plus the 27,125 square foot (2,520 m²) second, third and fourth levels totalling 61,290 square feet (5,694 m²). o It is assumed that the current Contributory Value Opinion for the Strata (Air) Space property rights being appraised for the proposed Seniors & Youth Centre would equate to the surrounding ground area of 2.0586 acres (0.8331 ha.) plus the 26,587 square foot (2,470 m²) second floor totalling 116,261 square feet (10,801 m²). o It is assumed that the current Contributory Value Opinion for the Strata (Air) Space property rights being appraised for the proposed Performing Arts Centre would equate to the surrounding ground area of 0.9726 acres (0.3936 ha.) plus the 14,305 square foot (1,329 m²) second floor totalling 56,672 square feet (5,265 m²). o It is assumed that the current Contributory Value Opinion for the 99-year lease agreement pertaining to the Strata (Air) Space property rights being appraised for the P1 Level of the proposed underground parking garage which can accommodate 350 vehicles would equate to an area of 157,368 square feet (14,620 m²). o A title search has not been pursued for the 55.37 acre (22.41 ha.) Parent Property which is presently improved with the Pickering Town Centre. Title is assumed to be good and marketable. The absence of such a search confirming same increases the level of risk inherent in the analysis and conclusions contained in this Report.

The right is being reserved to amend, alter, or otherwise change the final Contributory Value Opinion for the Strata (Air) Space property rights being appraised should any of these Extraordinary Assumptions or Extraordinary Limiting Conditions prove to be invalid.

- D. Bottero & Associates Limited -

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Based upon careful study and analysis of all of the pertinent data and available information, it is our opinion that the Contributory Value Opinion for certain Strata (Air) Rights in Fee Simple and Leased Fee Estate as identified herein, as of April 27, 2019, is:

$3,470,000 (THREE MILLION FOUR HUNDRED SEVENTY THOUSAND DOLLARS)

The Report which follows describes the Approaches to Value relied upon along with data collected during the course of our investigations. The undersigned certify that the Company has no present or contemplated interest in either the 4.51 acre (1.82 ha.) Phase 1 PTC Land or the 55.37 acre (22.41 ha.) Parent Property presently improved with the Pickering Town Centre, nor bias against or towards any parties involved with this appraisal assignment. This Narrative Appraisal Report and Valuation Analysis has been completed in accordance with the Canadian Uniform Standards of Professional Appraisal Practice as adopted by the Appraisal Institute of Canada.

Respectfully submitted,

R. Michalski, AACI, P.App. D. Bottero, AACI, MRICS Professional Land Economist

- D. Bottero & Associates Limited -

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NORTHWESTERLY VIEW OF 13.13 ACRE (5.31 HA.) PTC LANDS FROM ACROSS GLENANNA ROAD

NORTHEASTERLY VIEW OF 13.13 ACRE (5.31 HA.) PTC LANDS FROM PICKERING TOWN CENTRE PARKING LOT

- D. Bottero & Associates Limited -

- 234 - - ii -

SOUTHERLY VIEW OF 13.13 ACRE (5.31 HA.) PTC LANDS FROM ACROSS GLENANNA ROAD

LOOKING NORTH ALONG 13.13 ACRE (5.31 HA.) PTC LAND’S FRONTAGE ONTO GLENANNA ROAD

- D. Bottero & Associates Limited -

- 235 - - iii -

LOOKING SOUTH ALONG 13.13 ACRE (5.31 HA.) PTC LAND’S FRONTAGE ONTO GLENANNA ROAD

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- 236 - TABLE OF CONTENTS

Letter of Transmittal Photographs of 13.13 Acre (5.31 Ha.) PTC Lands Table of Contents

PART ONE - INTRODUCTION Page Summary of Salient Facts and Conclusions

PART TWO - BASIS OF THE APPRAISAL Purpose/Intended Use/Intended Users/Effective Date of Appraisal ...... 1 Property Rights being Considered ...... 1 Definitions ...... 2 Scope of Assignment ...... 3 Extraordinary Assumptions ...... 4 Extraordinary Limited Conditions ...... 6 Standard Assumptions and Limiting Conditions ...... 7

PART THREE - DESCRIPTION OF PROPERTY BEING APPRAISED Greater Toronto Area, City and Neighbourhood Analysis ...... 12 Site Description ...... 24 Legal Description - 4.51 Acre (1.82 Ha.) Phase 1 PTC Land ...... 30 Ownership Interests ...... 30 Sales and Marketing History of 4.51 Acre (1.82 Ha.) Phase 1 PTC Land ...... 30 Assessment of 55.37 Acre (22.41 Ha.) Parent Property ...... 32 Land Use Regulations ...... 33

PART FOUR - ANALYSIS AND CONCLUSIONS Economic Overview ...... 37 Highest and Best Use ...... 46 Approaches to Value ...... 48 Direct Comparison Approach ...... 49 Location Map ...... 59 Reconciliation ...... 65 Final Market Value Opinion ...... 65 Exposure Time ...... 66 Certification ...... 67

- D. Bottero & Associates Limited -

- 237 - PART ONE - INTRODUCTION

- D. Bottero & Associates Limited -

- 238 - SUMMARY OF SALIENT FACTS AND CONCLUSIONS

PROPERTY IDENTIFICATION

PTC Lands Ownership: OPB Realty Inc. PTC Lands Address: Portion of 1340 & 1355 Kingston Road, Pickering, Ontario PTC Lands Legal Description: Portions of: PT LTS 21 & 22 CON 1 PICKERING, PTS 12, 19, 20, 21, 22, 23, 24, 40R8355 EXCEPT PT 1 40R8513; S/T CO249445, CO249442, D327673, D178460, D327672, D14947 ; S/T CO249442E, CO249445E, D14947, D198350, D198351, D327672, D327673 CITY OF PICKERING (PROPERTY IDENTIFIER NUMBER 26335-0003)

PCL CON. 1-21-23 SEC PICKERING; PT LTS 21 & 22, CON 1, IN THE TOWN OF PICKERING, REGIONAL MUNICIPALITY OF DURHAM PTS 6, 7, 8, 9, 10 & 11 40R8355 EXCEPT PT 2 40R8513; S/T CO249441, D117455, LT142914, LT235254, LT398030, LT477563, LT477567 PICKERING (PROPERTY IDENTIFIER NUMBER 26335-0006) PROPERTY DESCRIPTION

Location: Situated within the southeastern portion of the urbanized component of the City of Pickering, being on the west side of Glenanna Road just south of Kingston Road and across the street from the Pickering Civic Complex (City Hall), Pickering Central Library and Esplanade Park.

Type of Property: 4.5089 acre (1.8247 ha.) property variously improved with retail structures forming part of the Pickering Town Centre.

Official Plan: ‘Mixed Use Areas - City Centre’ Zoning: ‘CC1 - E3’ (City Centre One - Exception E3)

Highest and Best Use: To support higher density mixed commercial/residential and ancillary uses within structures having a 125 metre maximum building height, and one building supporting the proposed Senior & Youth Centre having a 155 metre maximum building height; assuming that Zoning By-law 7553/17 has been formally amended for this site in accordance with the Terms of Reference provided. VALUATION

Effective Date: April 27, 2019

Direct Comparison Approach: Strata (Air) Rights Market Value ...... $3,470,000

CONTRIBUTORY VALUE OPINION FOR STRATA (AIR) SPACE & LEASED FEE ESTATE RIGHTS: $3,470,000

- D. Bottero & Associates Limited -

- 239 - Attachment # 5 CAO 09-19

Report to Council

Report Number: FIN 15-19 Date: July 22, 2019

From: Stan Karwowski Director, Finance & Treasurer

Subject: Civic Centre Project & Multi-Year High Level Financial Analysis ______

Recommendation:

1. That Report FIN 15-19 of the Director, Finance & Treasurer be received;

3a) That Council direct that for financial planning purposes, the total cost of the Civic Centre project be $124,054,246 (net HST) excluding the costs for the bridge link between the Library and Seniors Centre, the relocation of service costs and any related fees and if the total contract price increases over 2 per cent, further Council approval is required to proceed;

4. That Council approve to single source the construction of the Civic Centre municipal buildings, underground parking lot and the relocation of services to Pickering Town Centre/OPB Realty;

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Subject: Civic Centre Multi-Year Financial Stress Test Page 2

loans;

11. That Council lift the hold on the hiring of the Manager, Arts Centre position and that staff initiate the process of hiring for the position as identified in the 2019 budget; and

12. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report.

Executive Summary: This report and corresponding analysis focuses on analyzing the financial impact of the Civic Centre project (including relocation of services) on the short and medium term financial health of the City. The report does not attempt to answer the question are the facilities needed. It is understood that this question has been addressed and or answered to the satisfaction of Members of Council and Pickering residents.

The analysis and recommendations are based on known information to date. There are still information gaps (impact of Bill 108), final construction costs that may have an impact on the project and therefore, the City. This report tries to answer the question what is the impact on the on a short and medium term basis? The analysis assumes that operational costs related to this project such as increased staffing and utility costs related to the buildings and corresponding programs, will be funded through the Current Budget through a budget levy increase. In other words, when the buildings are finished and opened, there will be an increase in - 241 - FIN 15-19 July 22, 2019

Subject: Civic Centre Multi-Year Financial Stress Test Page 3 the property tax levy to fund these operational costs. However, Pickering residents will be able to enjoy the wealth and range of new programs while being asked to fund the operating and programming costs.

The analysis and modelling shows that under a fixed cost contract scenario, the Civic Centre project can proceed based on the concept that the Casino revenues will basically fund the capital/debt costs of the project. This analysis shows that under various cost scenarios (worst, most likely and best) there are sufficient Casino revenue dollars even after sharing some of the Casino dollars with Durham Region starting in 2021, to fund the project with zero and/or minimal impact on the Pickering taxpayer.

The known and unknown impacts of Bill 108: More Homes, More Choice Act, 2019 as it relates to development charges has been considered in the financial stress test modelling. Under the old Development Charge (DC) rules, the City was permitted to run a deficit balance or negative position in its DC reserve funds and the funding shortfall was recovered through the next DC Background Study through higher DC fees. Bill 108 does not explain how deficit DC reserve balances are to be transferred to the new Community Benefit Charge By-law (CBC) or if the deficit is to be recovered over time from the new CBC. Therefore, for the worst case scenario, no DC debt was considered as a funding source for the Civic Centre project. The shortfall in development charge funding was transferred to the City and funded as City debt. The issue regarding the treatment of DC debt should be resolved and/or known by the end of October when the corresponding Provincial regulations are issued.

Bill 108 has created an environment where there is an opportunity to either keep the old development charge rules or to move to the new system Community Benefit Charge or CBC. For Pickering, it would be prudent to maximize the funding under the old Development Charge rules for soft services (libraries, indoor recreation facilities and parking facilities) due to the fact they will expire by December 31, 2020 and under the new system (CBC) it appears to be a less favourable funding model. As shown in the report, proceeding with the Civic Centre project translates into the City incurring a high level of debt for the three buildings. is about to change with the Casino revenues and the projected Casino revenue stream should be strong enough to fund the City share of debt charges associated with this project. In other words, the Casino funds are being used to create a financial status quo when you consider the debt charges for the project.

Every project has various levels or degrees of risk. The financial modelling exercise through the scenario analysis tried to quantify the risk and pr finances. Where possible, a conservative approach was used in the quantitative modelling. The financial strategy is based on the City using Casino revenues to fund the capital construction cost. The City has no history of Casino revenues. In discussions with industry experts, a Casino revenue stream was developed and used in the modelling exercise. However, the casino revenue stream is a projection based on other What makes the Pickering revenue stream projection somewhat different is the fact that you will now have two casinos in relatively close proximity and therefore makes the revenue projection a bit more challenging. - 242 - FIN 15-19 July 22, 2019

Subject: Civic Centre Multi-Year Financial Stress Test Page 4

Casino should do well because it has several gaming success factors: located near a large population, the facility can be easily accessed, will provide future hotel accommodations, and new gaming facilities are always attractive. The above factors should translate into a strong future revenue stream for the City. However, there Casino revenue stream such as economic slowdown and or geopolitical events such as trade disputes that can affect the economy.

Over the last twenty years, the City h Operations Centre, George Ashe Library & Community Centre, expansion of Recreation Complex (grant funded project) and Pickering Soccer Centre (partially funded by the Pickering Soccer Club and development charges). New buildings and/or facilities were s approach to having a moderate level of property tax increases. For many years, Pickering had the lowest property tax rate among the Durham Lakeshore municipalities. budgets over the last several years were in most part focused on maintaining the , service levels, and infrastructure. An argument could be made that over time, Pickering has incurred a facilities deficit and that the Civic Centre project is addressing this facilities shortfall in one dramatic step.

Financial Implications: The Civic Centre financial stress model was based on three cost/funding scenarios: most likely, worst case and best case. A comparison of the three scenarios is presented below based on a total known cost to date. The project cost figures below are based on May 23, 2019 cost estimates (provided by Cushman & Wakefield) for the construction of the three buildings, furniture, fixtures and equipment and estimated servicing costs (relocation of services).

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Subject: Civic Centre Multi-Year Financial Stress Test Page 5

Best Most Worst Case Likely Case

Construction Cost $ 134,098,916 $ 134,098,916 $ 134,098,916

Funding Plan Government Grant $ 29,583,387 Naming Rights 15,929,204$ 7,964,602 $ 7,964,602 DC Funding: DC Reserves 22,617,667 22,617,667 22,617,667 DC Reserve Debt 33,313,019 37,292,854 City Reserves 3,980,000 3,980,000 3,980,000 City Share (Debt) 28,675,639 62,243,793 99,536,647

Total $ 134,098,916 $ 134,098,916 $ 134,098,916

Project Debt Summary DC Reserve Debt $ 33,313,019 $ 37,292,854 City Share (Debt) 28,675,639 62,243,793$ 99,536,647 Total $ 61,988,658 $ 99,536,647 $ 99,536,647 City Share Debt Per Capita $301.85 $655.20 $1,047.75

Total Debt per Capita $652.51 $1,047.75 $1,047.75

Funding Source (%) Government Grant 22.06% Naming Rights 11.88% 5.94% 5.94% DC Funding 41.71% 44.68% 16.87% Reserves 2.97% 2.97% 2.97% City Share (Debt) 21.38% 46.42% 74.23%

The best case scenario assumes the following:

The City is successful in obtaining senior level grant funding (66 per cent) for the Arts Centre project under the Investing in Canada Infrastructure Program (ICIP), Community, Culture and Recreation funding stream.

The City is successful in obtaining naming rights revenues for the Arts Centre and Senior & Youth Centre.

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Subject: Civic Centre Multi-Year Financial Stress Test Page 6

The most likely scenario is based on the current status as it relates to the Civic Centre project. In other words, this scenario only includes naming rights revenue for the Library and no senior level of grant funding. However, in the future, there may be smaller levels of grant funding associated with accessibility that the City would apply for. Members of Council may recall that the City applied for grant funding for the Council Chamber renovation project and was not successful. However, staff were successful in obtaining minor level grant funding (Federal) under the accessibility umbrella for the first floor Civic Complex washroom renovation. Staff will monitor and apply for all grant opportunities associated with this project.

The worst case scenario reflects the unknown impact of Bill 108: More Homes, More Choice Act, 2019 as it relates to development charges. The Bill was introduced as part of the Provincial G . The most significant changes to the Development Charges Act (DCA) are:

Parks, indoor recreation, libraries, parking and studies associated with these soft services are to be removed from the Development Charge Act. These costs will now be funded under a new Community Benefit Charge By-law (CBC).

Provincial legislation will allow municipalities to charge a CBC fee up to a cap yet to be prescribed for soft services. The cap will be a percentage, to be prescribed of the appraised land value before a building permit is issued (details of this cap are not defined in the legislation and would be set by future regulations anticipated in October.) However, it is the opinion of many municipal financial staff across Ontario that under the CBC, the funding model will generate less funding for municipalities.

Bill 108 does not explain how deficit DC reserve balances are to be transferred to the new CBC bylaw or if the deficit is to be recovered over time from the new CBC. This is a major concern due to the fact that the DC reserve fund will have to borrow approximately $33.3 million under the most likely scenario. This issue should be resolved when the Province issues the regulations around October of this year.

Therefore, under the worst case scenario, the financial plan is to use the DC funds that lank (reserves) debt for the DC funding shortfall. The financial result of this strategy and or approach is that City issued debt is used to replace the DC funds.

Measuring the Civic Centre Debt Impact on the City as of December 31, 2019.

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Subject: Civic Centre Multi-Year Financial Stress Test Page 7

Impact of Civic Centre Debt on City's Debt Structure

Estimated Forecast Debt December Civic Commitments Debt Obligations 2019 Centre Total Indoor Soccer Facility $ 2,672,000 $ 2,672,000 DC Debt 9,134,000$ 37,292,854 46,426,854 Taxpayer Funded 35,729,478 62,243,793 97,973,271 Total $ 47,535,478 $ 99,536,647 $ 147,072,125

Debt Outstanding Per Capita Based on a Population (95,000) DC Debt $96.15 $392.56 $488.70 Taxpayer Funded $376.10 $655.20 $1,031.30 Total $500.37 $1,047.75 $1,548.13

The DC debt referenced above pertains to the new Operations Centre. As a comparison, in . For 2019, using the total debt figure of tax debt per capita would be $500.37. When you add the Civic Centre project, the City would have one of the highest debt per capita in the GTA at $1,548.13.

Provincial Municipal Debt Limit

As outlined by the Ministry of Municipal Affairs (MMA) represents the maximum amount that a municipality has available to commit to additional payments relating to debt and financial obligations. The limit is based on a 25 per cent calculation of annual operating fund revenues excluding certain revenues such as government grants and transfers from reserves and reserve funds. Ontario Regulatio (FIR).

Please find below, for 2018 and estimated for 2019 that includes the Civic Centre project.

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Subject: Civic Centre Multi-Year Financial Stress Test Page 8

Annual Debt Repayment Limit

Actual 2018 Estimated 2019 Net Revenues $96,371,051 $99,213,997 25% of Net Revenues $24,092,763 $24,803,499 Less: Civic Centre Debt Charges 6,369,234 Debt Charges 4,488,518 5,128,523 Estimated Annual Repayment Limit $19,604,245 $13,305,742 Debt Charges as a % of New Revenues 4.66% 11.59%

The Civic Centre debt charges amount includes both City and DC shares. For this calculation, the Province does not separate or distinguish between the two groups. As ge percentage increases substantially. As reflected above, the City is still below the 25 per cent Provincial rule.

Financial Impact of Civic Centre Project on Future Levy Increases

As shown below, with the use of estimated Casino revenues, there is very limited financial impact associated with the capital cost of the Civic Centre project. The operating costs for the Civic Centre project will be budgeted over two years (2023 and 2024) based on a preliminary opening date of July 1, 2023. The total estimated operating cost impact is allocated over two years (1.24 per cent per year).

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Subject: Civic Centre Multi-Year Financial Stress Test Page 9

Line# 2020 2021 2022 2023 2024

1 City Operations 3.74% 3.50% 3.50% 3.50% 3.50% 2 Less: Assessment Growth -1.00% -1.00% -1.00% -1.00% -1.00% 3 Base Budget 2.74% 2.50% 2.50% 2.50% 2.50% Add: Special Levies 4 Fire Fighters (2) 0.25% 0.25% 0.25% 0.25% 0.25% Council Requested - 5 ? ? ? ? ? Service Level Changes 6 Civic Centre Operating Costs (6 Months) 1.24% 1.24% 7 Est. Budget Levy Position 2.99% 2.75% 2.75% 3.99% 3.99%

Casino Funds After Funding Civic Centre Project Contributions to Reserves 8 & Capital Costs $3.7- $4.4 $2.6 - $4.2 $2.5 - $5.5 $0.9- $4.0 $1.5 - $6.4 9 Most Likely $4.4 $4.0 $5.5 $2.8 $4.1

Explanation of Multi-Year Financial Plan & Assumptions

For 2020, the preliminary City Operations forecast is a levy increase of 3.74 per cent due to the annualization of new staffing positions from the 2019 budget. For the remainder of the forecast period, it is anticipated that the budgetary increase will fall acceptable range. Assessment growth is conservatively estimated to average at least one per cent per year. Line 7 is forecasting modest budget levy increases from 2020 up to and including 2022.

ncrease or decrease. For simplicity, the model assumes a status quo in service level adjustments.

The financial model assumes that the City will start to receive Casino revenue funding by the end of the second quarter in 2020. The Casino revenue funding model is based on the current proposal of 3,700 gaming positions. The financial model assumes that the cost sharing will Durham Region will begin with the start of the first full year of Casino revenues (2021). The Casino revenue sharing with Durham Region is based on the Council approved motion (Recommendation 2 - FIN 02-19) that the Region will adopt a prop The revenue sharing calculation with the Region would be adjusted for any possible City revenue loss associated with lower bingo license gaming fees.

Based on the current financing strategy, line 8 indicates that there are additional Casino funds (after funding the Civic Centre construction costs) to be applied or transferred to operational capital reserves or reserve funds (vehicle, major equipment, facilities, roads and bridges, stormwater) that in-turn would reduce the loans and eventually all internal loans. The additional funds reflected would also be used as a financial safety net to address any short-term cost pressures or funding challenges due to an economic slowdown. (The last recession was over ten years ago and the economy is due for a correction). If the City follows or adopts the strategy of - 248 - FIN 15-19 July 22, 2019

Subject: Civic Centre Multi-Year Financial Stress Test Page 10 investing in reserves with the surplus Casino in-turn would reduce the budget levy impact on line 7.

Line 8 represents the estimated additional Casino funds available (after funding Civic Centre construction costs) and is an opportunity for the City to use these funds to . The Civic Centre project has ese funds to reduce its debt per capita ratio.

Preliminary Financing Strategy

The preliminary financing strategy is outlined below.

2020 2021 2022 2023 2024 Assumptions Interest Rate 4.0% 5.0% Term 25 Yrs. 25 Yrs.

External 12 Months 12 Months 12 Months 12 Months Senior Youth Centre Debt Interest Cost Interest Cost Interest Cost Interest Cost Underground Parking Lot External 12 Months 12 Months 12 Months 12 Months Debt Interest Cost Interest Cost Interest Cost Interest Cost

Issue 12 Months Arts Centre Construction Construction Construction Financing Financing Financing External Debt Interest Cost

Central Library Construction Construction Construction Issue 12 Months Financing Financing Financing External Debt Interest Cost

The City has several options regarding the debt financing strategy for the Civic Centre project. One option is to use construction financing similar to a line of credit and when the projects are completed borrow the required amount. The risk associated with this strategy is that you are betting on the fact that interest rates will be either lower or at the same rate in four years.

The preliminary financing strategy as outlined above is based on the strategy to mitigate or reduce future interest rate risk by issuing debentures in 2020 for the Senior & Youth Centre, parking lot and for the relocation of services and oversizing of pipes. It is proposed that the City would then incur debt in 2023 for the Arts Centre and new Central Library. The financing strategy would be designed to be flexible to take advantage of favourable interest rate changes.

Discussion: The proposed Civic Centre development is a multi-year transformative project. It will probably be the largest financial undertaking of the City. A breakdown of the various project components is presented below.

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Subject: Civic Centre Multi-Year Financial Stress Test Page 11

Civic Centre Preliminary Construction Cost Breakdown

Art Centre $41,267,774 Arts Centre City Share FFE 995,000 Landscaping 7,123,893 Library 30,372,529 Seniors & Youth Centre 23,416,500 Underground Parking 20,878,723 Sub Total $124,054,419 Add: Net HST 2,183,358 Total Building Construction Cost $126,237,777 Add: Relocation of Services (net HST included) 7,861,139 Total Estimated Project Cost $134,098,916

It is interesting to note, that this new project would represent 51.60 per cent of the net book assets of the City .

Explanation of Key Recommendations

Council approval is required to Single Source the construction of the three buildings and underground parking lot Recommendation 4

The construction value of the three buildings and underground parking is estimated to be $123.0 million plus net HST excluding City Centre FFE. Council approval is required to single source due to the fact there is no opportunity to obtain competitive pricing because of the geographical location of the project.

In a competitive process, the tender . has hired an outside cost consultant to verify and audit the construction pricing put forth by PTC. The independent cost consultant is reviewing this information and Council will be advised of his findings and recommendations in the future.

That Council authorize staff to apply to all senior government grants that are applicable, and that the Arts Centre project be designated as the top grant candidate Recommendation 7

Infrastructure programs announced by both the Federal and Provincial Governments through their budget processes are anticipated to be available to provide capital financing. Specifically, the Investing in Canada Infrastructure Program (ICIP) is a $30.0 billion, 10-year infrastructure program cost shared between Federal, Provincial and Municipal governments. Previous government funding strategy was for each partner to fund one-third of the project cost. It is anticipated that a grant funding announcement may be coming in the fall of this year. Recommendation 7 identifies the Arts Centre as the top proposed candidate due to its low level of DC funding.

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Subject: Civic Centre Multi-Year Financial Stress Test Page 12

That the Director, Finance & Treasurer be authorized to begin the process to amend the Development Charges By-law 7595/17 to increase the development charge fees that are required to fund the development charges share of the Civic Centre project based on the financial plan and that Council approve the engagement of the firm Watson & Associates Economists Ltd. to undertake this work Recommendation 8

The Civic Centre project relies on almost 45 per cent DC funding. In order to collect the required funding amount, the DC rates have to be amended or increased. Attachment 1 provides an up-to- GTA municipalities attractive and a minor increase in the fees competitive position as having one of the lowest GTA DC fees.

The process to amend the DC By-law is similar to the DC Background study except for the fact it is a smaller project. As part of the DC By-law amendment process, community engagement exercise with interested stakeholders will be undertaken. goal is to have the new and higher rates effective on December 1, 2019 or earlier.

Approval to increase the consulting contract with Sabourin Kimble & Associates Ltd. for Phase 1 Relocation of Services - Recommendations 9 and 10

The hiring of Sabourin, Kimble & Associates Ltd. to provide project management and preliminary engineering services for the City Centre Project was presented in Report CAO 05-19 and was approved by Council at the March 25, 2019 Council meeting through Resolution #53/19.

Since then, the consultant has worked diligently to determine the municipal servicing requirements for the project, specifically the need to relocate municipally owned storm, sanitary and water trunk services from the easement that transects Phase 1 of the City Centre project, to a new location on Glenanna Road. The need for a transportation study to support the Phase 1 development, to determine its potential impact on surrounding City and Regional roads, has also been recognized as an important element of the project. As the relocation of services will result in the reconstruction of Glenanna Road, due to extensive restoration requirements, it is important for the transportation needs to feed into the design of the replacement of Glenanna Road to avoid or mitigate throwaway costs.

The preliminary cost estimate to relocate municipal services from the Phase 1 area to Glenanna Road including the cost of reconstruction of Glenanna Road through the affected area is $7,175,350 plus HST. This cost estimate includes an allowance for utility relocations, as these details are unknown at this time.

Sabourin, Kimble & Associates Ltd. has submitted a proposal outlining the change in scope to include fees required for the transportation study, and the detailed design of the relocation of municipal services. If approved by Council, the change in scope will be reflected on their original purchase order through an amendment.

- 251 - FIN 15-19 July 22, 2019

Subject: Civic Centre Multi-Year Financial Stress Test Page 13

The proposal dated July 15, 2019 from Sabourin, Kimble & Associated Ltd. in the amount of $380,000 (HST extra) has been reviewed by staff, is deemed acceptable and is recommended for approval.

Approval to initiate the hiring process for the Manager, Arts Centre Position Recommendation 11

As the City proceeds Manager, Arts Centre will become an active member of the project team participating in ongoing consultations to inform the design and delivery of the new Arts Centre. This full time position is anticipated to begin November 1, 2019 as part of the proposed 2019 Current Budget, pending the approval of Council to proceed with the City Centre project. The Manager, Arts Centre will possess the expertise and experience to contribute sound technical advice on the design of this state of the art facility. Since this position will be responsible to operate and program the Arts Centre once it opens, it is critical that they be involved at the detailed design stage when important decisions are being made. This approach will ensure a successful and seamless transition from design to construction, to the eventual operation of the Arts Centre.

Attachments:

1. Residential Development Charges for Single Detached Dwelling as of July 11, 2019

Prepared By: Approved / Endorsed By:

Stan Karwowski Stan Karwowski Director, Finance & Treasurer Director, Finance & Treasurer

Recommended for the consideration of Pickering City Council

Tony Prevedel, P.Eng. Chief Administrative Officer

- 252 - - 253 -

BB=Built Boundary & GF=Greenfield. 1. A component of the charge has been converted from a per hectare charge to a hypothetical single detached unit. Report to Council

Report Number: ENG 09-19 Date: September 23, 2019

From: Richard Holborn Director, Engineering Services

Subject: Tender for Centennial Park Picnic Shelter and Amenities - Tender No. T-27-2019 - File: A-1440

Recommendation:

1. That Tender No. T-27-2019 as submitted by Loc-Pave Construction Limited in the total tendered amount of $352,797.30 (HST included) be accepted;

3. That the Director, Finance & Treasurer be authorized to finance the total net project cost in the amount of $358,882.00 as follows:

a) The sum of $358,000.00 as approved in the 2019 Parks Capital Budget to be financed by the issuance of debentures by The Regional Municipality of Durham over a term not to exceed 15 years;

b) The sum of $882.00 to be funded from property taxes;

d) The Treasurer be authorized to make any changes, adjustments, and revisions to amounts, terms, conditions, or take any actions necessary in order to effect the foregoing;

4. That the draft By-law attached to this report be enacted; and

5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report.

- 254 - ENG 09-19 September 23, 2019

Subject: Tender for Centennial Park Picnic Shelter and Amenities Tender No. T-27-2019 Page 2

Executive Summary: As part of the 2019 Parks Capital Budget, funds were approved for the Centennial Park Picnic Shelter and Amenities project. The project includes the design, supply and installation of a 12m x 18m (40 foot by 60 foot) steel picnic shelter, site grading, asphalt pathways connecting the picnic shelter to the existing washroom facility, the existing playground area and the existing parking lot, and associated site works. The selection of the preferred supplier and subcontractor, PlayPower LT Canada Inc. for the design, supply and installation of a picnic shelter was completed under Quotation No. Q-25-2019 (refer to CAO approval memo dated July 24, 2019) and the cost of the shelter was carried as a cash allowance in the total bid price submitted by Loc-Pave Construction Limited as part of Tender No. T-27-2019.

Prior to the detailed design and tender of this project, a master plan for additional site improvements in Centennial Park was prepared. A copy of the master plan was included in an Information Notice that was hand delivered to the neighbourhood residents for their information and comment on August 3, 2018.

Tender No. T-27-2019 was issued on August 13, 2019 and closed on September 5, 2019 with 5 bidders responding. The low bid submitted by Loc-Pave Construction Limited in the amount of $352,797.30 (HST included), is recommended for approval. The total gross project cost which includes the tender amount, a contingency and other associated costs, is estimated at $398,523.00 (HST included) and the total net project cost is estimated at $358,882.00 (net of HST rebate). A 12 percent contingency is included in the estimated project cost to cover any unforeseen costs such as poor soils conditions.

Financial Implications: 1. Tender Amount Tender No. T-27-2019 – Tender for Centennial Park Picnic Shelter $312,210.00 and Amenities (includes Q-25-2019 cash allowance for the design, supply, and installation of a picnic shelter) HST (13%) 40,587.30 Total $352,797.30

2. Estimated Project Costing Summary Tender No. T-27-2019 – Tender for Centennial Park Picnic Shelter and $312,210.00 Amenities (includes Q-25-2019 cash allowance for the design, supply, and installation of a picnic shelter)

Associated Costs Materials Testing Allowance 3,000.00 Project Contingency (12%) 37,465.00 Sub Total – Costs 352,675.00 HST (13%) 45,848.00 Total Gross Project Costs $398,523.00 HST Rebate (11.24%) (39,641.00) Total Net Project Costs $358,882.00 - 255 - ENG 09-19 September 23, 2019

Subject: Tender for Centennial Park Picnic Shelter and Amenities Tender No. T-27-2019 Page 3

3. Approved Source of Funds – 2019 Parks Capital Budget Account Code Source of Funds Budget Required 5780.1902.6129 Debt – 15 year $375,000.00 $358,000.00 Property Taxes 0.00 882.00 Total $375,000.00 $358,882.00

Net project costs (over) under approved funds $16,118.00

The total budget approved for this project was $415,000 however $40,000 was allocated for repairs to the bocce courts which were completed earlier this calendar year. As such, the balance of $375,000 has been shown as the budget amount left available for this project.

Discussion: As part of the 2019 Parks Capital Budget, funds were approved for the Centennial Park Picnic Shelter and Amenities project.

Prior to the detailed design and tender of the proposed works, a master plan for site improvements was prepared. The master plan included the reconstruction of the baseball diamond recently completed under Tender No. T-3-2019 as well as the work proposed in Tender No. T-27-2019. A copy of the master plan was included in an Information Notice that was hand delivered to the neighbourhood residents for their information and comment on August 3, 2018.

Selection of the picnic shelter structure was completed through Quotation No. Q-25-2019. Upon evaluation of the received quotes, PlayPower LT Canada Inc. was the top ranked respondent and was recommended for award. The CAO approval memo dated July 24, 2019 is included in this report as Attachment #5.

The work to be completed in Tender No. T-27-2019 includes the following items:

 installation of a 12m x 18m (40 foot by 60 foot) steel picnic shelter located west of the existing washroom facility  accessible pathways connecting the parking lot, ball diamond, washrooms, picnic shelter and existing playground  associated site grading and tree planting

Tender No. T-27-2019 was issued on August 13, 2019 and closed on September 5, 2019 with 5 bidders responding. The low bid submitted by Loc-Pave Construction Ltd. is recommended for approval. Loc-Pave Construction Ltd. have successfully completed several projects for the City of Pickering including the reconstruction of Glengrove Park and the construction of the concrete multi-use path on Bayly Street (from Begley Street to the West Shore Community Centre) in 2017, and the recently completed reconstruction of the baseball diamond in Centennial Park.

- 256 - ENG 09-19 September 23, 2019

Subject: Tender for Centennial Park Picnic Shelter and Amenities Tender No. T-27-2019 Page 4

References for Loc-Pave Construction Ltd. and their Waste Management Plan have been reviewed and are deemed acceptable by the Manager, Capital Projects & Infrastructure. The City’s Health & Safety Policy form and current Certificate of Clearance issued by the Workplace Safety & Insurance Board have been submitted by Loc-Pave Construction Ltd. The Certificate of Insurance has been reviewed by the Manager, Budgets & Internal Audit and is deemed acceptable. In conjunction with staff’s review of the contractor’s previous performance on City projects and references available on this project, the tender is deemed acceptable.

Upon careful examination of all tenders and relevant documents received, the Engineering Services Department recommends the acceptance of the low bid submitted by Loc-Pave Construction Ltd. for Tender No. T-27-2019 in the amount of $352,797.30 (HST included) and that the total net project cost of $358,882.00 (net of HST rebate) be approved.

Attachments:

1. Supply & Services Memorandum dated September 6, 2019 2. Record of Tenders Opened 3. Being a by-law to authorize the Centennial Park Picnic Shelter and Amenities project in the City of Pickering and the issuance of debentures in the amount of $358,000.00 4. Location Map 5. CAO approved memo dated July 24, 2019 for Quotation No. Q-25-2019

- 257 - ENG 09-19 September 23, 2019

Subject: Tender for Centennial Park Picnic Shelter and Amenities Tender No. T-27-2019 Page 5

Prepared By: Approved/Endorsed By:

Original Signed By Original Signed By

Arnold Mostert, OALA Richard Holborn, P.Eng Senior Coordinator, Landscape & Director, Engineering Services Parks Development

Original Signed By: Original Signed By:

Scott Booker Stan Karwowski, MBA, CPA, CMA Manager, Capital Projects & Infrastructure Director, Finance & Treasurer

Original Signed By:

Ray Rodrigues, CPPB Manager, Supply & Services

AM:mjh

Recommended for the consideration of Pickering City Council

Original Signed By:

Tony Prevedel, P.Eng. Chief Administrative Officer

- 258 - Attachment #1 to Report ENG 09-19

Memo

To: Richard Holborn September 6, 2019 Director, Engineering Services

From: Lisa Chang Buyer, Supply & Services

Copy: Administrative Assistant, Engineering Services Manager, Supply & Services Sr. Coordinator, Landscape & Parks Development Manager, Capital Projects & Infrastructure

Subject: Tender No. T-27-2019 Tender for Centennial Park Picnic Shelter and Amenities Closed: Thursday, September 5, 2019 – 2:00pm File: F-5400-001

Tender No. T-27-2019 was advertised on the City’s website on Tuesday, August 13, 2019. Five companies have submitted a bid for this project.

A copy of the Record of Tenders Opened and Checked used at the public tender opening is attached. Tenders shall be irrevocable for 60 days after the official closing date and time.

Purchasing Procedure No. PUR 010-001, Item 13.03 (r) provides checking tendered unit prices and extensions unit prices shall govern and extensions will be corrected accordingly, which has been completed below.

The unsuccessful Bidder’s tendering deposit, other than a bid bond, shall be returned to the applicable bidders as provided for by Purchasing Procedure No. PUR 010-001, Item 13.03 (w). Three (3) bids have been retained for review at this time and are attached.

Summary Harmonized Sales Tax Included

Bidder Total Tendered Amount After Calculation Check

Loc-Pave Construction Limited $352,797.30 $352,797.30

Melfer Construction Inc. $400,782.75 $400,782.75

- 259 - Cedargreen Landscape Contractors $415,364.55 $415,364.55 Ltd.

Norfield Construction Inc. $434,161.29 $434,188.63

C&C Built Right Ltd. $478,560.65 $478,560.65

Pursuant to Information to Bidders Item 26 Pre-Condition of Award and Item 20 Tendering Specifications, the following documentation will be requested of Loc-Pave Construction Limited for your review during the evaluation stage of this tender call. Please advise if Supply & Services is to proceed with collecting the following documentation:

(a) A copy of the City’s Health and Safety Policy form currently dated and signed; (b) A copy of the current Clearance Certificate issued by Workplace Safety & Insurance Board; (c) The City’s certificate of insurance or approved alternative form completed by the Bidder’s agent, broker or insurer; and (d) Waste Management Plan.

A budget of $375,000.00 was provided to Supply & Services for this procurement. If the recommendation to award exceeds the budgeted amount, refer to Financial Control Policy Item 11 for additional instructions.

In accordance with Purchasing Policy Item 06.04, the authority for the dollar limit as set out below excludes HST.

As such, in accordance with Purchasing Policy Item 06.11, where the compliant quotation or tender meeting specifications and offering best value to the City is acceptable or where the highest scoring proposal is recommended and the estimated total purchase price is:

(c) Over $250,000, the Manager may approve the award, subject to the approval of the Director, Treasurer, CAO and Council.

Please include the following items in your report:

1. if Items (a) through (b) noted above are acceptable to the Co-ordinator, Health & Safety or designate, if required; 2. if Item (c) is acceptable to the Manager, Budgets & Internal Audit; 3. if the list of subcontractors is acceptable to Engineering Services 4. if Item (d) is acceptable to Engineering Services 5. any past work experience with low bidder Loc-Pave Construction Limited including work location; 6. without past work experience, if reference information is acceptable to Engineering Services 7. the appropriate account number(s) to which this work is to be charged; 8. the budget amount(s) assigned thereto; 9. Treasurer’s confirmation of funding; 10. related departmental approvals; and September 6, 2019 Tender No. T-27-2019 - 260 - Page 2 11. related comments specific to the project.

After receiving Council’s approval, an approved “on-line” requisition will be required to proceed.

Enquiries can be directed to the City’s website for the unofficial bid results as read out at the public tender opening or to Supply & Services. Bidders will be advised of the outcome in due course.

If you require further information, please feel free to contact me or a member of Supply & Services.

LC Attachments (6)

September 6, 2019 Tender No. T-27-2019 - 261 - Page 3 Attachment #2 to Report ENG 09-19 262 - - Attachment #3 to Report ENG 09-19

The Corporation of the City of Pickering

By-law No.

Being a by-law to authorize the Centennial Park Picnic Shelter and Amenities project in the City of Pickering and the issuance of debentures in the amount of $358,000.00.

Whereas Section 11 of the Municipal Act, 2001, as amended, provides that a lower-tier municipality may pass by-laws respecting matters within the spheres of jurisdiction described in that Section; and,

Whereas Subsection 401(1) of the Municipal Act, 2001, as amended, provides that a municipality may incur a debt for municipal purposes, whether by borrowing money or in any other way; and,

Whereas Subsection 401(3) of the Municipal Act, 2001, as amended, provides that a lower-tier municipality in a regional municipality does not have the power to issue debentures; and,

Whereas The Regional Municipality of Durham (the “Region”) has the sole authority to issue debentures for the purposes of its lower-tier municipalities including The Corporation of the City of Pickering (the “City”); and,

Whereas the Council of the City wishes to proceed with debenture financing for the Centennial Park Picnic Shelter and Amenities project and;

Whereas before authorizing the construction in respect of the Centennial Park Picnic Shelter and Amenities project, the Council of the City had the Treasurer update the City’s Annual Repayment Limit, the Treasurer calculated the estimated annual amount payable in respect of such project and determined that such annual amount would not cause the City to exceed the updated limit and therefore, Local Planning Appeal Tribunal approval is not required as per Section 401 of the Municipal Act, 2001, as amended, and the regulations made thereunder;

And whereas after determining that Local Planning Appeal Tribunal approval is not required, the Council of the City approved report ENG 09-19 on the date hereof and awarded Tender No. T-27-2019 for the Centennial Park Picnic Shelter and Amenities project;

- 263 - By-law No. Page 2

Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:

1. That the City proceed with the project referred to as “Centennial Park Picnic Shelter and Amenities”

2. That the estimated costs of the project in the amount of $358,882.00 be financed as follows:

a) the sum of $358,000.00 be financed by the issue of debentures by The Regional Municipality of Durham over a term not to exceed 15 years; and

b) the sum of $882.00 be funded by property taxes;

3. That the funds to repay the principal and interest of the debentures be provided for in the annual Current Budget for the City commencing in 2019 or such subsequent year in which the debentures are issued and continuing thereafter until the debenture financing is repaid.

By-law passed this 23th day of September, 2019.

______David Ryan, Mayor

______Susan Cassel, City Clerk

- 264 - Attachment #4 to Report ENG 09-19

Engineering Services Department Tender No. T-27-2019 Centennial Park Picnic Shelter and Amenities Project

Location Map

- 265 - Attachment #5 to Report ENG 09-19

- 266 - Prepared By: Approved/Endorsed By: CA�. r;._;�· Arnold Mostert, O.A.L.A. ./.c,-"-" Richard Holborn, P. Eng. Sr. Coordinator, Landscape & /0' Director, Engineering Services Parks evelopment

Scott Booker Stan Karowowski, MBA, CPA, CMA Manager, Capital Projects & Infrastructure Director, Finance & Treasurer

Ray Rodri ues, CPPB Manager, Supply & Services

Approval fr{,,'� (AcTtrlC

Tony Prevedel, P.Eng. Chief Administrative Officer

RH:mjh Attachment Supply & Services Memorandum dated July 23, 2019.

July 24, 2019 Page 2 of 2 Quotation No. Q-25-2019 - 267 - Memo

To: Richard Holborn July 23, 2019 Director, Engineering Services

From: Lisa Chang Capital Projects Buyer, Supply & Services

Copy: Administrative Assistant, Engineering Services Manager, Supply & Services Sr. Coordinator, Landscape & Parks Development

Subject: Quotation No. Q-25-2019 Design, Supply & Installation of a Picnic Shelter - Centennial Park Closing Date: Wednesday, June 26, 2019 at 12:00 Noon. File: F-5300-001

Quotation Q-25-2019 was advertised on the City’s website on Thursday, June 6, 2019 of which seven company(ies) have responded.

Stage I – Mandatory Submission Requirements – determines which submissions satisfy all the mandatory submission requirements and provides Respondents the opportunity to rectify deficiencies. One Respondents rectified deficiencies in their submission within the rectification period. Seven proposals proceed to Stage II – Evaluation.

A summary of the Stage II and III evaluation results for each quotation is attached.

PlayPower LT Canada, Inc. is the top ranked respondent with a submitted price of $130,540.51 (HST Excluded).

A budget of $250,000.00 was provided to Supply & Services for this procurement.

If the recommendation to award exceeds the budgeted amount, refer to Financial Control Policy Item 11 for additional instructions.

In accordance with Purchasing Policy Item 06.04, the authority for the dollar limit as set out below excludes HST.

In accordance with Purchasing Policy, Item 06.11, where the compliant quotation or tender meeting specifications and offering best value to the City is acceptable or where the highest scoring proposal is recommended and the estimated total purchase price is:

(b) Over $75,000 and up to $250,000, the Manager may approve the award, subject to the approval of the Director, Treasurer and the CAO.

Please provide your recommendation in memo form. After receiving CAO’s approval, a notification of award will be required to proceed. - 268 - Please direct all enquiries to Supply & Services. Respondents will be advised in due course.

If you require further information or assistance, do not hesitate to contact me or a member of Supply & Services.

LC Attachments (3)

Page 2 of 2 - 269 - LPAT Order The Corporation of the City of Pickering No. PL171399 By-law No. 7710/19 July 31, 2019

Whereas the Council of The Corporation of the City of Pickering received an application to rezone the subject lands being Part of Lots 19 and 20, Concession 3, Now Parts 1 to 5, 40R-28547, in the City of Pickering to permit residential uses consisting of block townhouses and stacked townhouses, parkland and stormwater management uses;

Whereas the Official Plan for the City of Pickering contains provisions relating to the authorization of increase in density of development;

Whereas pursuant to Section 37 of the Planning Act, a by-law under Section 34 of the Planning Act, may authorize increases in density (or height) of development beyond those otherwise permitted by the by-law in return for the provisions of such facilities, services or matters as are set out in the by-law;

Whereas Subsection 37(3) of the Planning Act provides that where an owner of land elects to provide facilities, services and matters in return for an increase in density (or height) of development, the municipality may require the owner to enter into one or more agreements with the municipality dealing with the facilities, services and matters;

Whereas the owner of the subject lands has elected to provide the facilities, services and matters hereinafter set out;

And whereas the increase in density beyond that otherwise permitted on the aforesaid lands by By-law 3037, as amended, is permitted in return for the provisions of the facilities, services and matters set out in this By-law, and will be secured an agreement between the owner of the lands and the City of Pickering;

Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:

1. Schedules I and II

Schedules I and II to this By-law with notations and references shown thereon are hereby declared to be part of this By-law.

2. Area Restricted

The provisions of this By-law shall apply to those lands being Part of Lots 19 and 20, Concession 3, Now Parts 1 to 5, 40R-28547, in the City of Pickering, designated “MU-MD-2”, “NP” and “OS-HL” on Schedule I to this By-law.

- 270 - By-law No. 7710/19 Page 2

3. General Provisions

No building, structure, land or part thereof shall hereafter be used, occupied, erected, moved or structurally altered except in conformity with the provisions of this By-law.

4. Definitions

In this By-law,

(1) “Amenity Area” means an outdoor area located anywhere on a lot, or the roof of a parking structure, private garage or any other building which includes landscaped area, but which may also include areas of decking decorative paving or other similar surface and includes a balcony, porch or deck and which has direct access from the interior of the dwelling unit.

(2) “Balcony” means an attached covered or uncovered platform projecting from the face of an exterior wall, including above a porch, which is only directly accessible from within a building, usually surrounded by a balustrade or railing, and does not have direct exterior access to grade.

(3) “Bay, Bow, Box Window” means a window that protrudes from the main wall, usually bowed, canted, polygonal, segmental, semicircular or square sided with window on front face in plan; one or more storeys in height, which may or may not include a foundation; may or may not include a window seat; and may include a door.

(4) “Building” means a structure occupying an area greater than 10.0 square metres and consisting of any combination of walls, roof and floor but shall not include a mobile home.

(5) “Build-to-Zone” means an area of land in which all or part of a building elevation of one or more buildings is to be located.

(6) “Deck” means a raised platform attached to the exterior wall of a building and with direct access from within a building and from grade.

(7) (a) “Dwelling” means a building or part of a building containing one or more dwelling units, but does not include a mobile home or trailer;

(b) “Dwelling Unit” means a residential unit that: i) consists of a self-contained set of rooms located in a building or structure; ii) is used or intended for use as a residential premises; iii) contains kitchen and bathroom facilities that are intended for the use of the unit only; and iv) is not mobile home or any vehicle.

- 271 - By-law No. 7710/19 Page 3

(c) “Dwelling, Block Townhouse” means a residential use building containing three or more attached principal dwelling units divided vertically, and where all dwelling units are located on one lot and accessed from a private street, laneway or common condominium aisle.

(d) “Dwelling, Stacked” means a residential use building of four or fewer storeys in height containing three or more principal dwelling units where the units are divided horizontally and vertically, and in which each dwelling unit has an independent entrance to the interior unit.

(8) “Front Wall” means a primary exterior wall of a building, not including permitted projections, which contains the primary entrance door.

(9) “Grade” or “Established grade” means, when used with reference to a building, the average elevation of the finished surface of the ground where it meets the exterior of the front of such building and when used with reference to a structure shall mean the average elevation of the finished surface of the ground immediately surrounding such structure, exclusive in both cases of any artificial embankment.

(10) “Height, Building” means the vertical distance between the established grade, and in the case of a flat roof, the highest point of the roof surface or parapet wall, or in the case of a mansard roof the deck line, or in the case of a gabled, hip or gambrel roof, the mean height level between eaves and ridge.

(11) “Landscaped Area” means an outdoor area comprising trees, plants, decorative stonework, retaining walls, walkways, or other landscape or architectural elements, excluding aisles, private streets, driveways, porches, decks, and areas for loading, parking or storing of vehicles.

(12) “Lane” means a thoroughfare not intended for general traffic circulation that provides means of vehicular access to the rear of a lot where the lot also fronts or flanks onto a street, or where a lot fronts onto public or private open space. The lane may be maintained by a condominium corporation as a private road condominium or by a government authority.

(13) “Neighbourhood Park” means a municipal public park.

(14) “Parapet Wall” means the portion of an exterior wall extending above the roof.

(15) “Porch” means a roofed deck or portico structure attached to the exterior wall of a building; a basement may be located under the porch.

(16) “Primary Entrance Door” means the principal entrance by which the resident enters or exists a dwelling unit.

- 272 - By-law No. 7710/19 Page 4

(17) “Private Garage” means an enclosed or partially enclosed structure for the storage of one or more vehicles, in which structure no business or service is conducted for profit or otherwise.

(18) “Storey” means that portion of a building other than a basement, cellar or attic, included between the surface of any floor and the surface of the floor, roof deck or ridge next above it.

(19) “Street” mean a public highway but does not include a lane. Where a 0.3 metre reserve abuts a street, or where a daylight triangle abuts a street, for the purposes of determining setbacks the street shall be deemed to include the 0.3 metre reserve and/or the daylight triangle; however, nothing herein shall be interpreted as granting a public right of access over the 0.3 metre reserve or as an assumption of the 0.3 metre reserve as a public highway for maintenance purposes under the Municipal Act.

(20) “Street, Private” means: i) a right-of-way or roadway, that is used by vehicles and is maintained by a condominium corporation; ii) a private road condominium, which provides access to individual freehold lots; iii) a roadway maintained by a corporation to provide vehicular and pedestrian access to parking lots and individual retail/commercial units; iv) a private right-of-way over private property, that affords access to lots abutting the private street, but is not maintained by a public body and is not a lane.

(21) “Water Meter Building” means a building or structure that contains devices supplied by the Region of Durham which measures the quantity of water delivered to a property.

5. Provisions (“MU-MD-2” Zone)

(1) Uses Permitted (“MU-MD-2” Zone)

No person shall within the lands zoned “MU-MD-2” on Schedule I attached hereto, use any lot or erect, alter, or use any building or structure for any purpose except the following:

(a) Block Townhouse Dwelling (b) Stacked Dwelling

(2) Zone Requirements (“MU-MD-2” Zone)

No person shall within the lands zoned “MU-MD-2” on Schedule I to this By-law, use any lot or erect, alter, or use any building except in accordance with the following provisions: - 273 - By-law No. 7710/19 Page 5

(a) Number of Dwelling Units: (i) Minimum number of dwelling units: 264 units (ii) Maximum number of dwelling units: 704 units (iii) Minimum number of Block Townhouse Dwelling units: 62

(b) Building Location and Setbacks:

(i) No building or part of a building, or structure shall be erected outside of the building envelope as illustrated on Schedule II attached hereto. (ii) No building, or portion of a building, or structure shall be erected within the building envelope, unless a minimum of 60 percent of the length of the build-to-zone along the frontages of Street ‘A’, Palmer’s Sawmill Road, Four Season’s Lane and Tillings Road, as illustrated on Schedule II attached hereto, contains a building or part of a building. (iii) The separation distance between the front wall of a building or a dwelling where it faces the front wall of another building or a dwelling shall be a minimum of 11.0 metres. (iv) The minimum separation distance between the exterior walls of buildings or dwellings, except for the front wall, shall be a minimum of 3.0 metres. (v) Despite Section 2(b)(iv) above, where a sidewalk is located between buildings or dwellings, the minimum separation distance between the exterior walls of buildings or dwellings, except for the front wall, shall be a minimum of 4.5 metres. (vi) Maximum length of a block of Townhouse Dwellings or a block of Stacked Dwellings shall be 51 metres.

(d) Parking Requirements (“MU-MD-2” Zone): The minimum parking rates for the uses permitted in a “MU-MD-2” Zone shall be provided in accordance with the following provisions:

Unit Type Residential Rate Visitor Parking Rate (i) Block A minimum of 2.0 a minimum of 0.2 of a Townhouse parking spaces per parking space per dwelling unit dwelling unit (ii) Stacked a minimum of 1.50 Townhouse parking spaces per dwelling unit - 274 - By-law No. 7710/19 Page 6

(e) Special Parking Provisions (“MU-MD-2” Zone):

(i) Any vehicular entrance for an enclosed private garage shall be located a minimum of 6.0 metres from the private street that provides vehicle access to the private garage.

(ii) Each parking space within a private garage shall have a minimum width of 3.0 metres and a minimum depth of 6.0 metres provided; however, the width may include one interior step and the depth may include two interior steps.

(iii) Each surface parking space, not within a private garage or on a driveway shall have a minimum width of 2.6 metres and a minimum depth of 5.3 metres.

(iv) No parking lot or parking space shall be permitted within 4.5 metres of a street.

(v) The minimum right-of-way width for a private street shall be 6.5 metres.

(f) Landscape Area and Private Residential Amenity Area

(i) Minimum landscape area requirements – 20 percent

(ii) Minimum Private Residential Amenity Area – 4.5 square metres per dwelling unit

(iii) Minimum Balcony depth – 1.5 metres

(g) Air Conditioners

(i) Air conditioner units shall not be located between the front wall of a building or a dwelling and a street.

(3) Projections (“MU-MD-2” Zone)

(a) Despite Section 5(2)(b)(i), stairs, covered and uncovered porches and platforms, uncovered decks, bay, box and bow windows, balconies, eaves, canopies, window sills and other similar features are permitted to project beyond the building envelope as illustrated on Schedule II, but not closer than 1.5 metres to any lot line;

(b) Despite Sections 5(1) and 5(2) of this By-law, a water meter building required by the Region of Durham for the purpose of measuring the quantity of water delivered shall be exempt from the “MU-MD-2” zone use provisions and zone requirements;

(c) Section 5.19.2 of By-law 3037, as amended, shall not apply to the lands zoned “MU-MD-2” on Schedule I attached hereto. - 275 - By-law No. 7710/19 Page 7

6. Provisions (“OS-HL” Zone)

(1) Uses Permitted (“OS-HL” Zone)

No person shall within the lands zoned “OS-HL” on Schedule I attached hereto, use any lot or erect, alter, or use any building or structure for any purpose except the following:

(i) Resource Management, including a Stormwater Management Facility

7. Provisions (“NP” Zone)

(1) Uses Permitted (“NP” Zone)

No person shall within the lands zoned “NP” on Schedule I attached hereto, use any lot or erect, alter, or use any building or structure for any purpose except the following:

(i) Neighbhourhood Park

8. Restrictions on the Parking and Storage of Vehicles

No person shall use any lot for the parking or storage of vehicles except in accordance with the following provisions:

(1) Number of Vehicles:

(i) A maximum of 2 vehicles, only 1 of which may be a trailer, are permitted to park on a driveway.

(2) Size of Vehicles:

(i) for those vehicles parked on any driveway, the maximum permissible height is 2.6 metres, and the maximum permissible length is 6.0 metres;

(ii) height is measured from the established grade immediately beside the vehicle up to the vehicle’s highest point, which excludes lights, antennas and other such items ancillary to the vehicle’s body.

(3) Location of Vehicles:

(i) No part of any yard except a driveway is to be used for the parking or storage of vehicles and no vehicle is to encroach onto any Street or Private Street.

(4) Inoperative Vehicles:

(i) The parking or storage of an inoperative vehicle is not permitted unless it is entirely within a fully enclosed building or structure. - 276 - By-law No. 7710/19 Page 8

(5) Construction Vehicles:

(i) The parking or storage of a construction vehicle or a commercial vehicle is not permitted, unless it is entirely within a fully enclosed building or structure.

(6) Oversize Vehicles:

(i) A vehicle that exceeds the maximum permissible vehicle size provisions of Section 8(2), is permitted to park temporarily for the sole purpose of delivering to, servicing or constructing the premises

9. Section 37 Provisions

(a) An indexed cash contribution of $260,300.00 to be paid to the City prior to the issuance of site plan approval for the first phase, to be allocated towards a new Village Green within the Draft Plan of Subdivision and/or soccer pitches within the abutting hydro corridor;

(b) The cash contribution identified in Section 9(a) of this By-law shall be indexed in accordance with the most current Statistics Canada Non-Residential Construction Price Index reported quarterly by Statistics Canada, calculated from the date of passing of this by-law to the date of payment by the owner;

(c) In the event the cash contribution referred to in Section 9(a) of this By-law has not been used for the intended purposes within 3 years of the By-law coming into force and effect, the cash contribution may be redirected for another purpose, at the discretion of the Director, City Development, in consultation with the Ward Councillor(s), provided that the purposes will benefit the community in the vicinity of the lands;

(d) Pursuant to Section 37 of the Planning Act, and subject to compliance with this By-law, the increase in density of the development is permitted beyond that otherwise permitted on the subject lands shown on Schedule I to this By-law in return for the provision by the owner, at the owner’s expense of the facilities, services and matters set out in Section 5(a) of this By-law and which are secured by one or more agreements pursuant to Subsection 37(3) of the Planning Act that are in a form and registered on title to the lands, to the satisfaction of the City Solicitor;

(e) The owner shall not use, or permit the use of, a building or structure erected with an increase in density pursuant to this By-law unless all provisions and obligations in this By-law are met; and

(f) Despite Section 5(2)(a) of this By-law, an additional 22 dwelling units are permitted upon execution and registration on title of a Section 37 agreement pursuant to Section 9(d) of this By-law.

- 277 - By-law No. 7710/19 Page 9

10. Model Homes

(1) For the purposes of this By-law, “Model Home” shall mean a dwelling unit which is not used for residential purposes, but which is used exclusively for sales, display and marketing purposes pursuant to an agreement with the City of Pickering.

(2) A maximum of 2 Block, together with not fewer than 4 parking spaces per Model Home, may be constructed on the lands zoned MU-MD-2 as set out in Schedule I attached to this By-law prior to the division of these lands by registration of a plan of subdivision.

11. By-law 3037

By-law 3037, as amended, is hereby further amended only to the extent necessary to give effect to the provisions of this By-law as it applies to the area set out in Schedule I attached hereto. Definitions and subject matters not specifically dealt with in this By-law shall be governed by relevant provisions of By-law 3037, as amended.

12. Effective Date

This By-law shall come into force in accordance with the provisions of the Planning Act.

Note: Oral decision of the Local Planning Appeal Tribunal delivered by Thomas Hodgins on June 12, 2019. Written Decision issued July 31, 2019.

- 278 - William Jackson Drive Dersan Street

144.4 m

TillingsRoad NP

289.4 m

Block 4 Block 3

MU-MD-2 MU-MD-2

Castlegate Crossing Street 'A'

BrockRoad

181.8 m

Four Seasons Lane

Four Season's Lane

500.0 m TillingsRoad Palmer's Sawmill Road Palmer's Sawmill Road

37.7 m 20.0 m

19.9 m Block 2 16.8 m MU-MD-2

82.7 m Block 1

27.2 m

50.8 m

8.6 m 8.6 OS-HL 17.1 m

38.3 m

27.5 m

23.8 m

58.0 m iN

Schedule I to By-Law 7710/19 Approval by the Local Planning Appeal Tribunal Oral Decision delivered June 12, 2019 Written Decision Issued July 31, 2019

- 279 - Four Seasons Lane

TillingsRoad

5 m

5 m 3 m 3 m

Castlegate Crossing

Four Season's Lane Street 'A' 3 m Moonbeam Glen

BrockRoad TillingsRoad

Palmer's Sawmill Road Palmer's Sawmill Road

2 m 3 m 3

3 m

7 m 5 m

2 m 6 6 m

Building Envelope iN Build to Zone

Schedule II to By-Law 7710/19 Approval by the Local Planning Appeal Tribunal Oral Decision delivered June 12, 2019 Written Decision Issued July 31, 2019

- 280 - Memo

To: Mayor Ryan August 19, 2019 Members of Council

From: Kimberly Thompson Manager, Municipal Law Enforcement Services

Copy: Director, Corporate Services & City Solicitor

Subject: Appointment By-law – Sotirios Mangas File: L-2000-001-19

Please find attached a draft by-law to appoint Sotirios Mangas as a Municipal Law Enforcement Officer with the City of Pickering.

Sotirios Mangas has been confirmed in the position of Parking Control Officer effective August 5, 2019.

This draft by-law is attached for the consideration of City Council at its meeting scheduled for September 23, 2019.

Thank you :kt

Attachment Draft Appointment By-law

- 281 - The Corporation of the City of Pickering

By-law No. 7711/19

Being a by-law to appoint Sotirios Mangas as a Municipal Law Enforcement Officer for the purpose of enforcing the by- laws of The Corporation of the City of Pickering.

Whereas pursuant to section 15(1) of the Police Services Act, R.S.O. 1990, Cp. 15, as amended, a municipal council may appoint persons to enforce the by-laws of the municipality; and

Whereas pursuant to section 15(2) of the said Act, municipal by law enforcement officers are peace officers for the purpose of enforcing municipal by-laws;

Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:

1. Sotirios Mangas is hereby appointed as a Municipal Law Enforcement Officer in and for the City of Pickering in order to ascertain whether the provisions of all by-laws of The Corporation of the City of Pickering are obeyed and to enforce or carry into effect the said by-laws.

2. This appointment shall expire upon the employee noted in Section 1 ceasing to be an employee of the City of Pickering or until the repeal of this by-law.

3. The provisions of this by-law shall come into force and take effect on the day of the final passing thereof.

By-law passed this 23rd day of September, 2019.

______David Ryan, Mayor

______Susan Cassel, City Clerk

- 282 - Memo

To: Susan Cassel August 20, 2019 City Clerk

From: Paul Bigioni Director, Corporate Services & City Solicitor

Copy: Director, City Development & CBO Manager, Development Services

Subject: Request for Road Establishing By-law - Owners: K. Arndt and B. Greer - LD 141/18 - Part Lot 27, RCP 818, being Part 6, 40R-30489 - (Fairport Road) File: Roadded.592/L4610-4-19

The Owners have applied to the Land Division Committee to sever Lot 27, RCP 818 into two parcels creating one new development lot fronting onto Fairport Road. Conditions of the severance included,

(a) the conveyance, from the Owners to the City, of a road widening parcel across the frontage of Fairport Road (Part 6, 40R-30489); and

(b) establishing Part 6, 40R-30489 as public highway.

As the Owners have conveyed Part 6, 40R-30489 to the City, it is now appropriate to pass a by- law establishing Part 6, 40R-30489 as public highway, providing legal road frontage to the newly created lot.

Attached is a location map and a draft by-law for the consideration of City Council at its meeting scheduled for September 23, 2019.

:bg Attachments Location Map Draft By-law - 283 - Taplin Drive

Eagleview Drive Subject

Lands E

Fairport Road Glenanna Road

Crescent

Gablehurst

Location Map File: ROADDED 592 Applicant: K. Arndt / B. Greer Part Lot 27, RCP 818, being Part 6, 40R-30489 City Development Property Description: Department Date: Jul. 31, 2019 © The Corporation of the City of Pickering Produced (in part) under license from: © Queens Printer, Ontario Ministry of Natural Resources. All rights reserved.;© Her Majesty the Queen in Right of Canada, Department of Natural Resources. All rights reserved.; SCALE: 1:2,250 © Teranet Enterprises Inc. and its suppliers all rights reserved.;- 284 © Municipal Property Assessment- Corporation and its suppliers all rights reserved.; THIS IS NOT A PLAN OF SURVEY. The Corporation of the City of Pickering

By-law No. /19

Being a by-law to establish Part of Lot 27, RCP 818, designated as Part 6, 40R-30489 as public highway.

Whereas The Corporation of the City of Pickering is the owner of Part of Lot 27, RCP 818, designated as Part 6, 40R-30489 and wishes to establish it as public highway.

Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:

1. Part of Lot 27, RCP 818, designated as Part 6, 40R-30489 is hereby established as public highway (Fairport Road).

By-law passed this 23rd day of September, 2019.

______David Ryan, Mayor

______Susan Cassel, City Clerk

- 285 - The Corporation of the City of Pickering

By-law No. 7713/19

Whereas the Council of The Corporation of the City of Pickering deems it desirable to permit the development of a new Central Library, a Seniors & Youth Centre, a Performing Arts Centre, a 50-storey rental apartment building, and several other mixed use residential buildings, on lands being the South Part of Lots 20 to 23, Concession 1, in the City of Pickering;

And whereas an amendment to By-law 7553/17, as amended, is therefore deemed necessary;

Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows:

1. Section 5, Definitions, of Zoning By-law 7553/17, as amended, is further amended by alphabetically inserting the definition “Floor Area, Net”, as follows:

“Floor Area, Net” means the total area of all floors of a building measured from the interior faces of the exterior walls or demising walls, but does not include the following areas:

(a) Motor vehicle parking and bicycle parking below established grade; (b) Motor vehicle parking and bicycle parking at or above established grade; (c) Loading spaces and related corridors used for loading purposes; (d) Rooms for storage, storage lockers, washrooms, electrical, utility, mechanical and ventilation; (e) Indoor amenity space required by this By-law; (f) Elevator, garbage and ventilating shafts; (g) Mechanical penthouse; and (h) Stairwells in the building.

2. Section 5, Definitions, of Zoning By-law 7553/17, as amended, is further amended by deleting the definition “Floor Space Index” and replacing it with the definition provided below:

“Floor Space Index” means the total net floor area of all buildings on a lot divided by the total area of the lot.

3. Schedule 2, Land Use Categories, of Zoning By-law 7553/17, as amended, is further amended by rezoning the lands as depicted on Schedule I to this By-law from City Centre Civic (CCC) to City Centre Two (CC2).

- 286 - By-law No. 7713/19 Page 2 4. Section 6, Exception E3, of Zoning By-law 7553/17, as amended, is further amended by adding the following new subsections:

6.3.3 Zone Provisions The following regulations applies: f) Notwithstanding Section 4.2 b) ii) and Schedule 5, related to Maximum Building Height, a maximum of one residential (1) building or structure wholly located within the crossed hatched area as shown on Figure 6.3.5 (a) shall not exceed a building height of 153 metres. g) Notwithstanding Section 4.2 b) ii) and Schedule 5, related to Maximum Building Height, the height of a building or structure wholly located within the diagonal hatched area as shown on Figure 6.3.5 (a) shall not exceed a building height of 125 metres. 6.3.5 Special Site Figures Figure 6.3.5 (a)

- 287 - By-law No. 7713/19 Page 3 5. Section 6, Exceptions, and Schedule 7 of Zoning By-law 7553/17, as amended, is further amended by adding a new Exception E13 as follows:

(Block 16, Plan 40M-1231 and Parent Zone: CC2 E13 Part 26 40R-7765) Schedule 7 Amending By-law: 7713/19 6.13.1 Zone Provisions The following regulation applies: a) Notwithstanding any provisions within the City Centre Zoning By-law 7553/17, as amended, no building or structure, or part of a building, or structure located above established grade shall be erected outside of the diagonal area as shown on Figure 6.13.2 (a). b) Notwithstanding Schedule 5, related to Maximum Building Height, the maximum, the height of a building or structure wholly located within the area identified by the dashed lines as shown on Figure 6.13.2 (a) is specified by the number following the HT symbol as shown on Figure 6.13.2 (a). c) Notwithstanding Section 4.2 d) i), related to minimum Building Setback from a Street Line, the minimum setback for a building or structure from a street line, located within the diagonal area as shown on Figure 6.13.2 (a), shall be zero metres. d) Notwithstanding Section 4.2 f) i), related to minimum Podium Requirements for Buildings greater than 37.5 metres, the minimum height of a podium shall be 9.0 metres. 6.13.2 Special Site Figures Figure 6.13.2 (a)

- 288 - By-law No. 7713/19 Page 4 6. Section 8, Schedule 7, Exceptions, of Zoning By-law 7553/17, as amended, is further amended by adding an E13 notation as depicted on Schedule II to this By-law.

7. That By-law 7553/17, as amended, is hereby further amended only to the extent necessary to give effect to the provisions of this By-law. Definitions and subject matters not specifically dealt with in this By-law shall be governed by relevant provisions of By-law 7553/17, as amended.

8. That this By-law shall come into force in accordance with the provisions of the Planning Act.

By-law passed this 23rd day of September, 2019.

______David Ryan, Mayor

______Susan Cassel, City Clerk

- 289 - Glenview Road Avonmore Square

Kingston Road

Valley Farm Road

The Esplanade N

Glenanna Road Diefenbaker Court

The Esplanade S

From CCC to CC2 iN

Schedule I to By-Law 7713/19 Passed This 23rd Day of September, 2019

Mayor

Clerk - 290 - Glenview Road Avonmore Square

Kingston Road

Valley Farm Road

The Esplanade N

Glenanna Road Diefenbaker Court

The Esplanade S

E13 iN

Schedule II to By-Law 7713/19 Passed This 23rd Day of September, 2019

Mayor

Clerk - 291 -