The Corporation of the Town of Ajax GENERAL GOVERNMENT COMMITTEE
Tuesday, February 16, 2021 Open Meeting at 1:00 p.m. Closed Session to follow immediately after open session Electronic Meeting 65 Harwood Avenue South
AGENDA Alternative formats available upon request by contacting: [email protected] or 905-619-2529 ext. 3347
Electronic Meeting: Due to the COVID-19 emergency and requirements for physical distancing, in- person attendance is not permitted at this meeting of the General Government Committee. This meeting will be livestreamed for viewing at ajax.ca/live. Electronic participation is permitted pursuant to the Municipal Act and Council's Procedure By- law.
Online Agenda: Anything in blue denotes an attachment/link. By clicking the links on the agenda page, you can jump directly to that section of the agenda.
A. Khan, Chair L. Bower, Vice Chair
Open Meeting
1. Call To Order
2. Disclosure of Pecuniary Interest
3. Adoption of Minutes
3.1 Capital & Operating Budget Workshop Meeting – January 11, 2021 ...... 3
3.2 Regular Meeting – January 18, 2021 ...... 5
3.3 Closed Session Meeting – January 18, 2021 ...... (circulated separately) • Any discussion will be held in the Closed Session
4. Consent Agenda – Considered to be routine, these items may be approved by one motion. Items may be separated and referred to the Discussion Agenda
4.1 Diversity and Inclusion Update, S. Baker, Chief Administrative Officer / N. Sharma, Diversity & Inclusion Coordinator ...... 9 4.2 Pickering Village Community Improvement Plan: 2020 Façade Improvement Grant and Sign Grant Program Summary, G. Romanowski, Director of Planning & Development Services / M. Sawchuck, Senior Planner ...... 17
4.3 Boys & Girls Club of Durham License Agreement, C. Vida, Interim Director, Recreation, Culture & Community Development / R. Gruber, Manager, Community & Cultural Development / A. McDermott, Facility Manager, Ajax Community Centre & Satellite Facilities ...... 24
4.4 2022 Municipal & School Board Elections: Approval of Alternative Voting Methods, N. Cooper, Director of Legislative & Information Services/Clerk / A. Harras, Manager of Legislative Services/Deputy Clerk ...... 30
5. Discussion
None.
6. Presentations
None.
Closed Session
7. Authority to Hold a Closed Meeting and Related In-Camera Session
7.1 Confidential Personnel Matter • Personal matters about an identifiable individual, including municipal or local board employees [Sec. 239 (2)(b), Municipal Act, 2001, as amended]
8. Adjournment DRAFT MINUTES - Subject to Approval Minutes of the General Government Committee Meeting Held Electronically at 1:00 p.m. on January 11, 2021
Alternative formats available upon request by contacting: [email protected] or 905-619-2529 ext. 3347 ______
Present: Chair - Councillor A. Khan Regional Councillors M. Crawford S. Lee J. Dies Councillors R. Tyler Morin L. Bower Mayor S. Collier
1. Call to Order
Chair Khan called the meeting to order at 1:00 p.m.
2. Disclosure of Pecuniary Interest
There were no disclosures of pecuniary interests.
3. Reports
3.1 Staff Reports
3.1.1 2021 Capital & Operating Budget Workshop
Dianne Valentim, Director of Finance / Treasurer, delivered a presentation regarding the upcoming 2021 Operating Budget. D. Valentim provided an overview of the operating budget including process and timelines for development of the budget. D. Valentim discussed budget framework, tax calculation, revenues by source, operating budget development, operating budget impacts, Safe Restart Funding, and operating budget outlook.
Nicole Cooper, Director of Legislative & Information Services / Clerk, provided an update on the Information Technology Strategic Plan. N. Cooper identified ways in which technology is contributing to the 2021 budget, project overview and timelines, delivery of services, and staffing requirements.
Geoff Romanowski, Director of Planning & Development Services, provided an update regarding the Automated Speed Enforcement (ASE) project, including project costs, supports for the program, staffing requirements, and reduced anticipated revenues.
3 General Government Committee: 2021 Capital & Operating Budget Workshop – January 11, 2021 ______John Grieve, Transportation Supervisor, discussed costs associated with the program, revenues, and how each contribute to the 2021 budget.
Members of the Committee asked questions regarding the ASE project, percentage of property taxes reflected by residential class, the Library Grant, eliminating Library fines, stabilization reserve transfer and investment returns on reserves, annualization of 2020 approved positions, assessment growth, deficit position, operating budget impacts, and taxation revenues. D. Valentim, G. Romanowski, J. Grieve, Sarah Vaisler, Chief Librarian and Executive Officer, Ajax Public Library, and Shane Baker, Chief Administrative Officer, responded to questions from Committee Members. Committee Members requested that the study related to eliminating Library fines and a summary of staff positions filled in 2020 be circulated to Committee Members.
The Committee recessed at 2:13 p.m.
The Committee resumed at 2:20 p.m.
D. Valentim delivered a presentation and overview of the upcoming 2021 Capital Budget and 2022-2025 Long Range Capital Forecast. D. Valentim discussed capital budget funding, the Financial Sustainability Plan, capital reserve allocations, long-term debt, current Studies and Master Plans impacting the capital budget, the Medallion Development, and Asset Management Plan. D. Valentim reviewed the 2021 Draft Capital Budget, including project funding sources, Storm Water Management, and Federal Gas Tax funding details, and concluded the presentation with a review of multi-year/pre-budget approval projects, capital budget highlights, and a summary of next steps in the budget process.
Members of the Committee asked questions regarding debenture interest rates, additional facilities required by the Town, electric vehicle charging stations, Storm Water Management and pressures on the Capital Budget. D. Valentim and Dave Meredith, Director of Operations & Environmental Services, responded to questions from the Committee.
Moved by: L. Bower
That the 2021 Capital & Operating Budget Workshop presentation be received for information. CARRIED
4. Adjournment (2:55 p.m.)
Moved by: S. Lee
That the January 11, 2021 meeting of the General Government Committee be adjourned. CARRIED
______Chair
______Acting D-Clerk
4 DRAFT MINUTES - Subject to Approval
Minutes of the General Government Committee Meeting Held Electronically at 1:00 p.m. on January 18, 2021
Alternative formats available upon request by contacting: [email protected] or 905-619-2529 ext. 3347
______
Present: Chair - Councillor R. Tyler Morin Regional Councillors M. Crawford S. Lee J. Dies Councillors L. Bower A. Khan Mayor S. Collier
1. Call to Order
Chair Tyler Morin called the meeting to order at 1:00 p.m. and provided an overview of the electronic meeting format.
2. Disclosure of Pecuniary Interest
There were no disclosures of pecuniary interests.
3. Adoption of Minutes
3.1 Regular Meeting
Moved by: L. Bower
That the Minutes of the regular meeting of the General Government Committee held on December 14, 2020 be adopted. CARRIED
4. Consent Agenda
Members separated items 4.1, 4.2, and 4.3 for discussion.
Moved by: M. Crawford
That the balance of the consent agenda be adopted. CARRIED
5 General Government Committee, January 18, 2021 ______4.1 Ajax Pickering Hospital Foundation Annual Gift
Committee members asked questions regarding government funding for COVID-19 supports including hospital beds, budget impacts and current spending pressures, and estimated time for procurement of the hospital beds. Rachael Matheson, Senior Advisor – Government & Stakeholder Relations, responded to questions from Committee members.
Main Motion
That Council select option 1 (3 ICU beds at $35,000/each) as the annual TOA commitment of $125,000 to the Lakeridge Health Ajax Pickering Hospital through the Ajax Pickering Hospital Foundation.
Motion to Defer
Moved by: S. Collier
That Item 4.1 Ajax Pickering Hospital Foundation Annual Gift be deferred to the February 22, 2021 Council Meeting. CARRIED
4.2 Grants & Partnerships Update
Committee members asked questions regarding grant opportunities available to the Town outside the scope of the Safe Restart Funding program, time restrictions associated with grant funds received to date, oversubscribed funding, an update on the Corporate Sponsorship Policy, the application process including the procedure for applications that are denied, and an overall update on the status of grants identified within the report. Kassandra Cruciano, Grants and Strategic Initiatives Coordinator, responded to questions from Committee Members.
Moved by: M. Crawford That Council receive the Report entitled “Grants and Partnerships Update” for information. CARRIED
4.3 Financial Sustainability Plan Update Recommendation (Referred from December 14, 2020 GGC Meeting)
Committee members asked questions regarding Elexicon revenues, internal/external debt figures, and refinancing debt. Dianne Valentim, Director of Finance/Treasurer, and Danna Munns, Senior Financial Analyst, responded to questions from Committee Members.
Moved by: S. Collier 1. That Council approve the following updated policies:
• #120 – Financial Sustainability Plan • #122 – Discretionary Stabilization Reserves • #123 – Discretionary Capital Reserves
6 General Government Committee, January 18, 2021 ______• #124 – Debt Management (previously Long Term Debt Management) • #127 – Capital Expenditure Control
2. That Council adopt Policy #125 – Federal Gas Tax, a policy to guide the administration and use of funds received by the Town of Ajax under the Federal Gas Tax program. CARRIED
4.4 Contract Award - Supply and Delivery of Trees
Moved by: M. Crawford 1. That Staff award the contract for Supply & Delivery ~ Trees, to Uxbridge Nurseries Limited in the estimated amount of $153,137.60 (inclusive of all taxes), for a period of one year.
2. That Staff be authorized to renew the contract for an additional three, one year periods, pending an analysis and satisfactory performance review at the anniversary date of the contract, in the estimated amount of $475,680.66 (inclusive of all taxes). CARRIED
5. Discussion
5.1 Automated Speed Enforcement Update
Geoff Romanowski, Director of Planning & Development Services, and John Grieve, Supervisor of Transportation, provided a progress update on the Automated Speed Enforcement program. J. Grieve advised that Community Safety Zone signs have been installed. J. Grieve provided comments on site requirements for camera deployment, refined finance estimates, and noted that agreements are scheduled to be executed once the budget is approved.
Committee members asked questions regarding the forecast for speed reduction rates, costs and revenues associated with the program, and prospects for data sharing from the City of Toronto ASE project. G. Romanowski and J. Grieve responded to questions from Committee Members.
Moved by: S. Collier
That the verbal Automated Speed Enforcement update be received for information. CARRIED
6. Presentations
None.
7 General Government Committee, January 18, 2021 ______7. Authority to Hold a Closed Meeting and Related In-Camera Session (1:54 p.m.)
Moved by: L. Bower
That the Committee convene to a Closed Session pursuant to Sections 239 (2) (d), (e), and (f) of the Municipal Act, 2001, as amended, to discuss a matter pertaining to labour relations or employee negotiations, litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board, and advice that is subject to solicitor-client privilege, including communications necessary for that purpose. CARRIED
7.1 Ajax Municipal Housing Corporation Update
7.2 Ajax Fire Association Grievance
7.3 Lemine Update
Open Meeting (4:36 p.m.)
Ratify Actions Taken In-Camera
Moved by: A. Khan
That all directions approved during the Closed Session be ratified. CARRIED
8. Adjournment (4:37 p.m.)
Moved by: L. Bower
That the January 18, 2021 meeting of the General Government Committee be adjourned. CARRIED
______Chair
______Acting D-Clerk
8 Town of Ajax Report
Report To: General Government Committee
Prepared By: Natasha Sharma, Diversity and Inclusion Coordinator
Subject: Diversity and Inclusion Update
Ward(s): ALL
Date of Meeting: February 16, 2021
Reference:
Recommendation:
That the following Diversity and Inclusion Update report be received by Council for information.
Background:
In August 2020, the new Diversity and Inclusion (D&I) Coordinator joined the Town. The on- boarding took place during a pivotal time for the social justice and human rights movements across North America, including in Durham Region and Ajax. The main objective of this report is to provide Council with an unfiltered 180-day diversity and inclusion assessment from the perspective of the Diversity and Inclusion (D&I) Coordinator.
Over the past few months, the D&I Coordinator has performed qualitative analysis by reviewing corporate diversity and inclusion policies and practices, conducting a confidential listening tour with staff members, observing the functionality of inclusive information sharing, updates and transparency of communication internally with staff and externally with the public.
The conclusive research and analysis of these findings has been shared with the internal Diversity and Inclusion Committee (formerly known as the Diversity and Community Engagement Committee) for their input, feedback and comments.
The Importance of Diversity and Inclusion
Diversity and inclusion is more than ensuring physical representation within the workspace. It is important to understand the difference between diversity and inclusion.
Diversity Inclusion Diversity is the “What” Inclusion is the “How” Diversity focuses on the makeup of Inclusion is the measure and the workforce often based on implementation of diversity through demographics such as gender, programming, policies and information race/ethnicity, age, sexual orientation, sharing that enables diversity to thrive class etc. Inclusion means implementation Diversity means invitation 9 Subject: Diversity and Inclusion Update Page 2
Often times, organizations focus on increasing diversity without focusing on the necessary foundation that enables diversity; the inclusive implementation. Organizations can aim for diversity. For example, organizations can aim to hire and support diverse communities through sponsorships, grants and external funding opportunities, but if the organizations’ work culture does not embrace different perspectives and lived experiences through inclusive practices, the organization cannot retain diversity. Inclusion requires that individuals, regardless of their diversity dimension, have the opportunity to reach their potential to advance without bias.
Employers who adhere to diverse and inclusive practices respect the unique needs, perspectives and potential of all individuals and their lived experiences. As a result, diverse and inclusive workplaces build deeper trust and gain more commitment from their employees.
Statement from the Town’s Diversity and Inclusion Coordinator
Since joining the Town, I have had the full support of the senior management team and the Chief Administrative Officer to move the diversity and inclusion portfolio forward. Further, I was given full autonomy and the resources to conduct an un-biased review of the Town’s diversity and inclusion programs. All views, opinions, and observations presented to Council are unfiltered and based on my professional expertise.
The idea to launch a confidential listening tour within the organization was encouraged and supported. After conducting the listening tour and reviewing the Town’s diversity and inclusion programs through qualitative research, review and analysis, I would characterize the efforts of the Town as aspiring when adhering to diversity practices, but needing improvement on implementation. Therefore, deficient in adhering to inclusive practices.
Overall, I understand that the Town is looked upon as a strong leader in diversity and inclusion externally, which is acknowledged, but internally, our practices do not meet diverse and inclusive values. Often times, diversity and inclusion are referenced as mirroring terms, but in action inclusion is often unintentionally neglected. In this report, I outline some actions to immediately improve the Town’s diversity and inclusion program.
Discussion:
The D&I Coordinator has helped to take immediate steps towards promoting a more diverse and inclusive space for Town staff and the community. Some of the high profile initiatives that the D&I Coordinator has undertaken to date include: Fostering continued relationship building with key stakeholders and partners in diversity and inclusion efforts, including local school board and community organizations. Providing strategic guidance and feedback to staff departments on high profile initiatives including speaking notes, presentations, days of significance, and document production; Liaising with the Ajax Anti-Black Racism Task Force; Creating the new First Nations Land Acknowledgment; Developing the Ajax Shining Star Bursary Program; and Consulting with departments and organizations to discuss and improve diversity and inclusion internally and externally.
Ajax Anti-Black Racism (AABR) Task Force
In September 2020, the AABR Task Force was officially formed and launched. The D&I Coordinator consulted and assisted with the Terms of Reference and Work Plan which outlines 14 short and long-term goals. The collective vision of the task force is to work towards making recommendations for sustainable action to dismantle systemic and institutionalized racist
10 Subject: Diversity and Inclusion Update Page 3
policies, practices and procedures that negatively impact the Black community and other racialized groups in Ajax.
Since the launch of the Task Force on September 21, 2020, the D&I Coordinator has been the first point of contact between the group and Town, ensuring that the process established for responding to questions and concerns was clear and easy to understand, and that these matters are tended to with efficiency. Participating in and coordinating each monthly meeting (four official meetings to date), the D&I Coordinator has been able to promote a safe space and facilitate engaging and emotional conversations about current events, the Black lived experience and areas of improvement for the organization. One of the first completed initiatives was to set up a Facebook page to promote and share the activities of the Task Force.
On September 22, 2020, the AABR Task Force wrote a letter of support for the Durham Regional Police Services Body Worn Camera program. In addition, the Task Force has reviewed the DRPS Action Plan towards diversity, inclusion and equity. The Task Force is scheduled to provide feedback on the action plan to the DRPS Board on February 16, 2021.
The AABR Task Force continues to diligently work on their goals and initiatives, and look forward to presenting a full update to Council on March 22, 2021. Notably, the Chair will be proposing the Town initiates a BlPOC (Black, Indigenous, People of Colour) youth internship program.
Orange Shirt Day Campaign
In October 2020, the D&I Coordinator collaborated with the Communications team to implement a Virtual Orange Shirt Day campaign. The campaign included a virtual proclamation and flag raising, meaningful videos, and the sharing of information internally to help staff better understand the history and meaning of Orange Shirt Day. This virtual campaign engaged staff internally and started the relationship building and healing process with the local First Nations community. Consulting with staff members revealed the positive impacts of this campaign and the appreciation for thorough explanations, information and context.
First Nations Land Acknowledgment
In November 2020, the D&I Coordinator participated in consultations with members and Chiefs from the First Nations community, including representatives from the Mississaugas of Scugog Island First Nations, Alderville First Nation, and the Anishinaabe First Nation.
Through these consultations and qualitative research, the Town’s Land Acknowledgement was updated to reflect correct information, added treaty references and affirmed a new relationship of healing with the First Nations community. Consulting with First Nations groups and engaging in meaningful conversations that require vulnerability, trust and honesty has highlighted the deep rooted importance of land acknowledgments. In addition, it started the process of a brand new relationship between the Town and the First Nations community by fostering an honest foundation that can be built upon to improve our engagement practices and stakeholder relations with their community.
Ajax Shining Star Bursary Program
The D&I Coordinator has been working on an Ajax Council bursary program for underrepresented youth. While developing the policy and outline for this program, the D&I Coordinator has been consulting and building relationships with the Diversity and Inclusion Lead at the Durham District School Board, public and Catholic school board trustees, principals, internal Diversity and Inclusion Committee, and the AABR Task Force over the past few 11 Subject: Diversity and Inclusion Update Page 4
months. Through these various consultations, the D&I Coordinator has received positive comments and feedback on the development of the program and its implementation into every Ajax high school. The D&I Coordinator is scheduled to formally present the program to Council on February 22, 2021.
Listening Tour
Since onboarding, the D&I Coordinator went on a confidential listening tour with staff members. These conversations took place to gain a better understanding of internal diversity and inclusion practices. The D&I Coordinator created a safe space to promote honest and often emotional discussions that referenced some positive feedback and areas for improvement.
As a result of the listening tour, these are the concerns and feedback received:
Category Feedback 1. Policies and programs Diversity and inclusion policies are outdated.
Diversity and inclusion policies are not shared or explained adequately to all staff members. Often times, staff know that the policies exist, but are not given the background and context to feel fully supported, understood and advocated for.
There are not enough programs that promote diverse and inclusive practices.
Staff would like to see better efforts to recruit/support BIPOC, LGBTQ+, persons with disabilities.
2. Optics Externally, Town social media and corporate pages reflect allyship and diversity, but internally staff feel neglected and underappreciated which has unfortunately created a lack of trust.
3. Wholesome and Staff would like to see more meaningful approaches Meaningful Approach to events that take place all year around and not only for significant days.
Staff would like to see a more wholesome and meaningful approach to uncomfortable conversations and current events from senior staff, departmentally and corporately. This will create a more positive space for open and honest dialogue which will promote a healthier workforce.
The internal Diversity and Inclusion Committee is underutilized.
4. Inclusive Information There is a need for improvement about how diversity Sharing and Access and inclusion information is posted, accessed and shared internally and externally for easy accessibility.
12 Subject: Diversity and Inclusion Update Page 5
Some staff do not feel they have had adequate training on diversity and inclusion policies and practices.
5. Trust There is a lack of trust among staff members who are not confident in Town’s diversity and inclusion practices of the past.
The following chart outlines internal observations, resulting from the listening tour, and immediate implementation plans to address.
Internal Observations Implementation Process 1. Internal Diversity and Inclusion Host regular monthly meetings and Committee (formally Diversity and collaborate on a new committee policy and Community Engagement Committee) terms of reference. policy, terms of reference and work plan. Ensure each department has a representative on the committee.
Develop an annual internal workplan outlining priority initiatives and programs, and, where necessary, support for external diversity and inclusion plan.
2. Internal Diversity and Inclusion Develop meaningful and authentic sessions Committee information/discussion and communicate dates/times for each sessions on various diversity, session to all staff. inclusion and equity topics with staff. Empower Diversity and Inclusion Committee members to communicate and consult on diversity and inclusion matters with their departments.
3. Diversity and inclusion corporate Develop a corporate electronic diversity and orientation and electronic module for inclusion program. all new hires.
4. Diversity and inclusion training for all Consult with Human Resources and the staff members. senior management team to implement and deliver regular training sessions.
5. Corporate policy outlining the use of Develop a policy on the use of the new Land the new First Nations Land Acknowledgment corporately and Acknowledgment. communicate internally to ensure its implementation and use.
6. Internal Diversity and Inclusion Consult with senior management, the Census. Diversity and Inclusion Committee and Purchasing department to hire a diversity and inclusion consultant to help carry out the corporate census.
13 Subject: Diversity and Inclusion Update Page 6
7. Electronic portal for staff members to Collaborate with Communications. submit inquiries, suggestions and comments in order to develop communications and transparency.
8. Multicultural days of celebration on Consult with Communications. Town’s intranet (OLA) with descriptive information to help promote inclusion for all staff members.
9. Voluntary use of gender pronouns in Consult with senior management and create corporate electronic signatures. a corporate policy outlining the voluntary use of gender pronouns.
10. Obtaining Employer Partnership with Work with Human Resources to re-establish the Canadian Centre for Diversity and the Town’s CCDI Employer Partnership as a Inclusion (CCDI) reliable internal and external resource for diversity and inclusion information for the organization.
11. BIPOC Internship Work with the AABR Task Force to establish and launch in 2022.
The following chart outlines external observations, resulting from consultations, and immediate implementation plans to address.
External Observations Implementation Process
1. Anti-Racism/Anti-Black Racism Consult with stakeholders to develop a statement on the Town website. statement for the Town’s website.
2. Diversity and inclusion webpage Create a new external webpage dedicated to outlining applicable policies, updates, diversity and inclusion. information and resources.
3. Addition of First Nations Land Work with Human Resources, Acknowledgement on all electronic Communications and IT to discuss the communications. possibility of adding to staff e-signatures.
4. Re-Introduction of Diversity Collaborate with stakeholders to discuss Exchange. event options and re-launch in 2022.
5. Update the Diversity and Community Develop an external plan in consultation with Action Plan – Phase 2. external partners and internal diversity and inclusion leads.
Guiding Principles
As a result of the information and observations outlined by the D&I Coordinator there will be distinct internal and external plans on a go forward basis to guide our work, connected by guiding principles. The guiding principles will be established by the Diversity and Inclusion
14 Subject: Diversity and Inclusion Update Page 7
Committee and presented through future updates to Council. As an organization, it is important to understand and adhere to these guiding principles to help positively improve both internal and external diversity and inclusion initiatives.
A Review of the Strategic Plan
The following diversity and inclusion strategic plan actions will be reviewed, prioritized and possibly adapted to consider the feedback and observations identified in this report. All changes and/or updates will be reported to Council through the Mid-Term Strategic Plan session on March 8, 2021.
2018-2022 Strategic Plan Actions Work with our diverse communities to screen international events.
Design and promote our public spaces as inclusive community hubs for engagement, learning and play.
Recognize and celebrate our Indigenous history.
Engage youth in timely thought-provoking conversations on emerging topics.
Facilitate opportunities to support LGBTQ+ communities and allies.
Explore providing various communications materials in other languages, and improve accessibility of municipal information and communications to ensure it is inclusive and accessible to people of all abilities.
Promote the Town’s Language Line to support our diverse community.
Develop an inclusive language guide to nurture diversity and equity.
Investigate the feasibility of a ‘Centre for Understanding’ to enhance inclusion in Ajax.
Financial Implications:
Any financial implications would go through the appropriate corporate budget process.
Communication Issues:
In order to successfully implement diversity and inclusion, it is crucial to the D&I Coordinator to encourage transparency through communication at all levels. It is important to engage all parties internally and externally in order to positively engage and effectively impact change to diverse and inclusive practices as an organization.
Relationship to the Strategic Plan:
Focus Area: Connecting our Community
Goal: Creating opportunities to foster a welcoming and inclusive community
Action: Various (see above)
15 Subject: Diversity and Inclusion Update Page 8
Conclusion:
Since joining the organization, the D&I Coordinator has had the autonomy and space to review and observe the Town’s policies, programs, and engage in qualitative research through conducting an internal listening tour with staff members. It has been important to note that often times the definitions of diversity and inclusion are closely associated, but they are interdependent in order to cultivate and implement a positive work culture.
Furthermore, the D&I Coordinator has observed that although the Town is a leader in diversity and inclusion externally, it is crucial to ensure that the same sentiment is implemented internally. Over time, once the D&I Coordinator is able to build positive frameworks for future policies and programs, further consultations/collaborations with applicable committees and departments, and appropriate corporate budget processes, the Town’s diversity and inclusion program aims to lead internally as well. Eventually, the Town will reflect an authentic, diverse and inclusive workplace which will help build deeper trust and gain more commitment from staff. This will positively impact the attitudes and work productivity of staff because they will, and already have begun, to feel a shift in tangible support towards diversity and inclusion efforts within the corporation.
Attachments:
Prepared by:
Natasha Sharma – Diversity and Inclusion Coordinator
Submitted by:
Christie McLardie – Manager of Public and Strategic Affairs
Approved by:
Shane K. Baker – Chief Administrative Officer
16 Town of Ajax Report
Report To: General Government Committee
Prepared By: Mike Sawchuck, MCIP, RPP, CAHP Senior Planner
Subject: Pickering Village Community Improvement Plan: 2020 Façade Improvement Grant and Sign Grant Program Summary
Ward(s): 1
Date of Meeting: February 16, 2021
Reference: Report to General Government Committee – March 9, 2020
Recommendation:
That the report to the General Government Committee, dated February 16, 2021 entitled “Pickering Village Community Improvement Plan: 2020 Façade Improvement Grant and Sign Grant Program Summary” be received for information.
Background:
In November 2013, Council approved the Pickering Village Community Improvement Plan (CIP), which initiated six financial incentive programs to stimulate improvements and future development within Pickering Village. The programs were divided into two broad categories: 1) Property Improvement Incentive Programs (which promote improvements to existing buildings via grants); and 2) Redevelopment Incentive Programs (which stimulate investment for redevelopment projects via tax rebates and fee exemptions/rebates).
This report summarizes the results of the 2020 Property Improvement Incentives Programs, which include the following initiatives:
• Façade Improvement Grant Program: Provides property owners with 50% matching grants to undertake restoration or improvement projects on their properties. Eligible projects include façade improvements to front, exterior side and interior side yards visible from the street; exterior accessibility upgrades; and structural and/or weather/water proofing repairs required to maintain overall building integrity.
• Sign Grant Program: Provides property owners with 50% matching grants to install new signage, repair existing signage and/or install appropriate exterior sign lighting (i.e. goose neck lighting) to improve property appearance and streetscapes.
It should be noted that Redevelopment Incentives Programs under the Pickering Village CIP were suspended by Council on October 5, 2020. This report deals strictly with Property Improvement Incentive Programs.
17 Subject: Pickering Village CIP: 2020 Façade Improvement Grant and Sign Grant Program Summary Page | 2
Discussion:
In 2020, the budget for the Pickering Village Property Improvement Incentive Programs (which includes both the Façade Improvement Grant and Sign Grant allocations) was $75,000. Similar to past years, there was substantial interest in the program early on in the year with staff discussing potential projects with seven separate property owners.
In the end, completed applications for funding were only received from three property owners. These three grants had a total value of $36,865.93, representing approximately 49% of the annual budget. The total investment in Pickering Village resulting from the three funded projects was $118,362.00 ($36,865.93 contributed by the Town and $81,496.07 contributed by the applicants).
The successful projects from 2020 are summarized in the table below. Photos illustrating the property improvements are provided in Figures 1-3.
Address Project Summary Grant Value 77 Randall • Removal and disposal of existing cedar shingles from $30,000.00 Drive (Roof main roof Project) • Preparation and repair of roof decking • Installation of Enviroshake composite roof
479 Kingston • Repaint east wall, porch and window surrounds to $4,865.93 Road West match existing/previous paint colours • Repair masonry stair components, landings and garden
77 Randall • Construction of a new sign between the existing brick $2,000.00 Drive (Sign columns at the northeast corner of the property that Project) includes a 4x4 timber gable, a decorative carved coat of arms, and a glass enclosed reader board
It is suspected that the COVID-19 pandemic had an impact on the total number of grants approved in 2020. Temporary business closures and general economic uncertainty likely played a role in preventing certain property owners from participating in the program.
Although the 2020 program was undersubscribed, the Town is expecting several applications of an unknown size to come forward in 2021. The 2021 application window for priority properties (i.e. properties within the Heritage Conservation District and/or individually designated under Part IV of the Ontario Heritage Act) opened on January 15. Staff have so far been contacted by two property owners looking to discuss opportunities for funding.
The application window for priority properties closes on March 15, at which time all other eligible properties can begin submitting their applications to the Town.
18 Subject: Pickering Village CIP: 2020 Façade Improvement Grant and Sign Grant Program Summary Page | 3
Before: Contextual view of roof from SE After: Contextual view of roof from SE
Before: Deteriorating cedar shingles After: New Enviroshakes (Cupola retains cedar)
Before: Areas of missing cedar shingles After: Consistent coverage of Enviroshakes
Application: Figure 1 Façade Improvement Grant Town of Ajax File No. PVCIP01/20 - Planning & Location: Before and After Photos Development 77 Randall Drive Services
19 Subject: Pickering Village CIP: 2020 Façade Improvement Grant and Sign Grant Program Summary Page | 4
Before: Peeling paint on east wall After: Sanded and repaired siding
Before: Unprotected deck boards on porch After: Painted deck boards on porch
Before: Sinking and collapsing steps After: Rebuilt steps
Application: Figure 2 Façade Improvement Grant Town of Ajax File No. PVCIP03/20 - Planning & Location: Before and After Photos Development 479 Kingston Road West Services
20 Subject: Pickering Village CIP: 2020 Façade Improvement Grant and Sign Grant Program Summary Page | 5
Before: Missing signage following wind storm damage in Fall 2019
After: New signage showing gabled roof and carved coat of arms
Application: Figure 3 Sign Grant Town of Ajax File No. PVCIP04/20 - Planning & Location: Before and After Photos Development 77 Randall Drive Services
21 Subject: Pickering Village CIP: 2020 Façade Improvement Grant and Sign Grant Program Summary Page | 6
Financial Implications:
The funds budgeted and the total value of grants issued over the history of the Façade Improvement and Sign Grant Programs is as follows:
Year Amount Budgeted Amount Spent 2014 $40,000.00 $39,475.00 2015 $75,000.00 $71,935.38 2016 $75,000.00 $32,637.50 2017 $75,000.00 $34,673.19 2018 $75,000.00 $44,075.82 2019 $75,000.00 $14,302.50 2020 $75,000.00 $36,865.93 Totals $415,000.00 $273,965.32
The requested budget for the 2021 program remains unchanged from 2020 at $75,000. The 2021 Operating Budget was considered by the General Government Committee on February 8 and will be ratified by Council on February 22, 2021.
Communication Issues:
Town staff will distribute program brochures at various Town events and will provide them directly to owners of properties within the CIP boundaries that have a demonstrated need for improvement. Staff will also continue to capitalize on opportunities to promote the programs as they arise.
Relationship to the Strategic Plan:
The matters described in this report are directly related to the following priority area:
Connecting Our Community 3. Fostering a sense of place and celebrating our history 3.5 Celebrate our unique history and heritage (i.e. showcasing historical properties and artifacts)
Conclusion:
The Pickering Village Community Improvement Plan has been successful in providing financial incentives to local landowners that inspire them to invest in their properties. Funded projects help to preserve the character of existing heritage properties, beautify streetscapes, and generally improve the pedestrian experience for residents and visitors to Ajax’s historic core. It is expected that interest in the program amongst property owners will continue throughout the program’s duration.
22 Subject: Pickering Village CIP: 2020 Façade Improvement Grant and Sign Grant Program Summary Page | 7
Attachments:
N/A
Prepared by:
Mike Sawchuck, MCIP, RPP, CAHP – Senior Planner
Submitted by:
Geoff Romanowski, MCIP, RPP, CPT – Director of Planning & Development
Approved by:
Shane Baker – Chief Administrative Officer
23 Town of Ajax Report
Report To: General Government Committee
Prepared By: Robert Gruber, Manager, Community & Cultural Development
Adam McDermott, Facility Manager, Ajax Community Centre & Satellite Facilities
Subject: Boys & Girls Club of Durham License Agreement
Ward(s): All
Date of Meeting: January 18, 2021
Reference: GGC Report, June 7, 2012 – ‘Agreement – “After the Bell” Collaborative After School Program’
Recommendation:
That Council approve the 2021 License Agreement for the Boys & Girls Club of Durham.
Background:
In January, 2010, the Boys and Girls Club of Durham (BGCD), in partnership with the Town of Ajax and the Durham District School Board, began operating an After School Program in two higher need schools in Ajax, after successfully receiving funding from the Ministry of Health Promotion and Sport’s Healthy Community Fund. This funding concluded on December 31, 2011, however, due to the success of the programs the BGCD applied to the Ontario Trillium Foundation to address the existing program’s need for greater investments, to expand the service in Ajax and to develop a program model that could be replicated throughout Durham Region. The BGCD was successful in receiving funding for an additional three years. Through continued funding and office space support, the BGCD has been able to build and grow the After School Program in Ajax from two schools to seven. These schools are as follows:
• St. James Catholic School • Terry Fox Public School • Carruthers Creek Public School • Alexander Graham Bell Public • Bolton C. Falby Public School School • Lincoln Avenue Public School • Vimy Ridge Public School
Discussion:
Through various supports including funding and partnership agreements that have provided office space for the BGCD to operate their After School Programs in Ajax, the organization has been able to grow their After School programming from two to seven schools in a fairly short time. It should be noted that Ajax has the most number of BGCD After School Programs of all the Durham Region municipalities, with five in Oshawa, six in Whitby, and one each in Pickering, Bowmanville and Newcastle.
24 Subject: Boys & Girls Club of Durham License Agreement Page 2
The BGCD After School Programs run every school day and provide the key elements of community support that are essential for enabling healthy development and positive outcomes for children and youth. Healthy snacks are provided and programs focus on physical activity, personal wellness, nutrition, and offer a homework club. Participants focus on leadership skills in addition to engaging in sports, games, computer labs, cooking classes, drama, interactive challenges and more.
Although the Town no longer provides funding support, the organization has continued to partner with the Town for office space which would serve as a base of operations for administering the After School Programs in the municipality.
The license agreement (ATT-1) speaks to the provision of Meeting Room 1 at the Ajax Community Centre for a period of 2 years, which coincides with this current term of Council. Should the Town or the BGCD wish to extend/renegotiate the agreement, this can be done prior to the end of the agreement’s term, for approval by the next term of Council.
Financial Implications:
Meeting Room 1 at the Ajax Community Centre has traditionally seen limited rental use due to the logistical challenges the room presents due to limited space and awkward shape, and has typically been used for internal staff usage such as equipment storage. There are no revenue impacts, and the costs to operate utilities for this space are minimal.
Communication Issues:
N/A
Relationship to the Strategic Plan:
Leading in our Community – 7.1: Partner with external stakeholders such as governments, organizations and businesses to advance significant strategic initiatives.
Conclusion:
The BGCD After School Program in Ajax has been a tremendous success. Once again, the Town of Ajax has demonstrated leadership by developing social infrastructure that responds to local need. As a community partner, the BGCD has been invaluable in the delivery of this program and the services they provide to families and youth in our community. This license agreement will assist the organization by continuing to provide a base of operations for the vital programming they deliver in Ajax.
Attachments:
ATT-1: 2021 Boys and Girls Club of Durham License Agreement
Prepared by:
Robert Gruber – Manager, Community & Cultural Development
25 Subject: Boys & Girls Club of Durham License Agreement Page 3
Adam McDermott – Facility Manager, Ajax Community Centre & Satellite Facilities
Submitted by:
Chris Vida – Interim Director, Recreation, Culture & Community Development
Approved by:
Shane Baker – Chief Administrative Officer
26 LICENSE AGREEMENT
BETWEEN
THE CORPORATION OF THE TOWN OF AJAX (the “Town”)
AND
BOYS & GIRLS CLUB OF DURHAM (the “BGCD”)
WHEREAS: The Town is the owner and operator of the Ajax Community Centre (the “ACC”) located at 75 Centennial Road in Ajax, Ontario, and for the purposes of permitting the BGCD to use part of the ACC for the purpose of office space for the administration of after school programs delivered by the BGCD, the Town has agreed to grant this License.
IN CONSIDERATION of the premises and other goods and valuable consideration, the parties agree to the following:
1. The Town grants to the BGCD a non-exclusive License to use Meeting Room 1 at the ACC as administration and storage space for the delivery of BGCD after school programs delivered in Ajax.
2. The License hereby granted shall be for a term (the “Term”) of twenty four (24) months (January 1, 2021 to December 31, 2022). This Agreement, its terms and conditions, shall be reviewed prior to the end of the Term to determine extension or renewal but nothing herein shall grant to the BGCD a right to extend or renew.
3. The BGCD hereby accepts the Licensed Premises in its condition as of the date hereof and shall not call upon the Town to do or pay for any work or supply any equipment to make the Licensed Premises more suitable for the proposed use by the BGCD hereunder.
4. The BGCD covenants with the Town:
4.1 to use the Licensed Premises only for the purposes of administering the after school program (including storage space) and for no other purpose, and to carry on such use in a professional manner;
4.2 to maintain the appearance of the Licensed Premises, and the equipment/furniture therein, in a neat, clean and well-kept manner;
4.3 to ensure any area of the Licensed Premises that is being used for storage, is kept clean and presentable at all times and that means of egress and areas directly surrounding any fire pull stations and fire extinguishers (if applicable) are maintained and free of obstructions, following all By-Laws and Fire Codes;
4.4 to ensure that no refuse, litter, garbage or loose or objectionable material accumulates in or around the Licensed Premise;
1
27 4.5 to maintain all equipment/furniture owned or operated by the BGCD in repair at its own expense, and to repair on written notice from the Town;
4.6 to not alter, add to, or install equipment in the Licensed Premises including, without limiting the foregoing, any signs, without having the written consent of the Town;
4.7 to leave the Licensed Premises in substantially the same condition as they were at the commencement of this Agreement, at the end of the Term
4.8 to comply with all federal, provincial, and municipal laws, rules, acts, regulations, codes, and by-laws, and to hold the Town harmless from the consequences of its failure to do so.
5. The BGCD shall: 5.1 provide and maintain commercial general liability insurance in the minimum amount of $5,000,000 with respect to its use of the Licensed Premises during the full term of this Agreement and any extension thereof, naming the Town as an additional insured, and will provide a certificate annually evidencing same, prior to the execution of this Agreement and as required by the Town. Without limiting the generality of the foregoing, such liability insurance shall contain provisions for cross-liability, severability of interests, and no cancellations or alterations without the consent of the Town.
5.2 defend, indemnify and hold harmless the Town with respect to any costs, claims, personal injury, damage or damages, proceedings, or other liability or potential liability arising out of, or in any way related to, the use of the Licensed Premisis, resources, and equipment in connection with the Program, save and except the negligence of the Town, or those persons for whom the Town are at law responsible. The BGCD shall assume overall responsibility and liability for, and arising in any way out of, the Program or Program activities, including any liability in any way arising directly or indirectly from the conduct of the BGCD staff members and other persons present on, or in the Licensed Premisis for purposes reasonably related to the Program.
6. The BGCD may remove its equipment from the Licensed Premises, provided all damage thereby occasioned shall forthwith be repaired by the BGCD at its own expense.
7. Resolution of conflicts and disputes pertaining to this Agreement will occur at the management level of the Town and the BGCD.
8. The Town and the BGCD shall not assign or in any way transfer this Agreement, or any of its rights, privileges, duties, or obligations hereunder without the consent in writing of the other parties being obtained.
9. The Town and the BGCD agree that any amendments to this Agreement shall be in writing and signed by all the parties prior to implementation; and that once signed such amendments shall be appended to and shall form part of this Agreement.
2
28 10. COVID-19 Protocols The health and safety of all of our employees, patrons and facility users is paramount as the Town continues to provide critical services to the community during the COVID-19 pandemic. As such, BGCD staff, customers and guests agree to follow all COVID-19 health protocols laid out by the Province of Ontario, the Region of Durham and the Town of Ajax including, but not limited to: • signing in and completing the screening when entering the facility • wearing a non-medical face mask when entering and moving about the facility • ensuring that hand sanitizer is made available in the office space • ensuring that staff stay home if they are sick or feeling unwell • ensuring that the set up of the office adheres to physical distancing protocols
11. Signatures
______Chris Vida, Acting Director, Recreation, Culture & Community Development The Corporation of the Town of Ajax
______Kathleen Hutton, Executive Director Boys and Girls Club of Durham
3
29 Town of Ajax Report
Report To: General Government Committee
Prepared By: Alexander Harras, Manager of Legislative Services / Deputy Clerk
Subject: 2022 Municipal & School Board Elections: Approval of Alternative Voting Methods
Ward(s): N/A
Date of Meeting: February 16, 2021
Reference: N/A
Recommendation:
That the by-law included as ATT-1 to this report be approved to authorize the use of internet and telephone alternative voting methods in the 2022 Municipal & School Board Elections.
Background:
Under the Municipal Elections Act (“the Act”), the clerk of each Ontario municipality is assigned the responsibility to conduct municipal and school board elections. This includes making logistical and strategic decisions respecting the election, such as developing and executing a project plan, allocating resources, creating and enacting policies, training staff and volunteers, deploying technology, informing voters of their right to cast a ballot, ensuring the overall safety and integrity of the election, and reporting on the results. The Act specifies a much narrower range of responsibilities for municipal council when preparing for an election; one such responsibility is to approve the use of alternative voting methods by by-law.
Legislative Services staff are now beginning preparations for the 2022 Municipal & School Board Elections. One of the first steps is to recommend and seek Council’s approval for the use of alternative voting methods by which Ajax electors will be able to cast their ballot. It is vital that this decision is made early, as it allows staff to engage in a competitive bidding process to procure the necessary voting systems and technology for the election.
The purpose of this report is to recommend that Council approve the attached by-law to allow the use of internet and telephone technologies as the sole voting methods for the 2022 Municipal and School Board Elections.
Discussion:
When evaluating alternative voting methods for a municipal election, staff consider a number of factors including the security and integrity of the voting process, convenience and accessibility for voters, ease of use, accuracy, reliability, and cost effectiveness.
For the last two municipal elections in 2014 and 2018, Ajax voters have cast their ballots solely using internet and telephone voting. In both elections, surveyed voters reported high levels of 30 Subject: 2022 Municipal & School Board Elections: Approval of Alternative Voting Methods Page 2
satisfaction with internet voting (97.8% and 94.5% respectively). In 2018, only 13% of voters attended a physical Voter Assistance Centre to cast their ballot, while the remaining 86% voted remotely without attending any physical voting location for assistance, demonstrating widespread adoption and use of the technology by voters. Telephone voting was used by 7.5% of voters, serving as a safe and user-friendly alternative for those voters unfamiliar or uncomfortable with voting by internet. The high rate of remote voting and low in-person attendance allowed the Town’s physical Voter Assistance Centres to close by 8:08 p.m. on election night (8 minutes after the close of polls), and results were published by 8:30 p.m., which made Ajax one of the first municipalities in the GTA to publish final election results. Voter turnout also increased, rising from 30.4% in 2014 to 32.9% in 2018.
Staff are once again recommending internet and telephone voting methods for the 2022 election as they provide a number of benefits to voters. They offer enhanced customer service and convenience by eliminating the need to travel in order to vote, reducing waiting times at physical voting locations, and improving accessibility for persons with disabilities and for those who otherwise cannot attend a voting location in person. Internet and telephone voting methods also offer additional benefits including faster election results tabulation on election night, and significantly reduced potential for ballot errors. Costs are also comparable to traditional paper ballot elections, as the costs to print ballots, rent tabulators, and staff physical voting locations are replaced with software and support costs.
Additionally, while it is difficult to determine whether COVID-19 and associated emergency regulations will still be in effect by the next municipal election in October 2022, it should be noted that internet and telephone voting provide a safe method for Ajax electors to exercise their right to vote without having to gather in shared public spaces. Ajax voters’ familiarity with internet and telephone voting make the community extremely well positioned to avoid any negative impacts of a pandemic on municipal democratic participation.
Internet voting has been used by many municipalities in Ontario since as early as 2003, and 194 of Ontario’s 444 municipalities used internet voting in the 2018 municipal election. While the technology is gradually becoming more ubiquitous due to its wide range of benefits, like all voting methods it is not without potential risks. For example, in 2018 over 50 municipalities in Ontario experienced service outages on voting day as a result of bandwidth issues. This resulted in polls being extended in many communities (though Ajax did not experience any service outages in 2018). While these risks are real and the consequences can be serious, they can be prevented and mitigated through careful planning and testing. For both the 2014 and 2018 elections, staff from the Town’s Technology & Innovation team devoted significant time to reviewing the security, reliability, and accuracy of the internet and telephone voting systems in order to ensure the highest level of confidence in the technology before voting began. The same practices will be deployed in the 2022 election to ensure that candidates and voters have confidence in the voting process and the final results.
Remote voting technologies such as internet, telephone and mail-in balloting also rely on high quality Voters’ List data, which has historically been a challenge in Ontario. Under the Act, the data that creates the Voters’ List must be provided by the Municipal Property Assessment Corporation (MPAC). MPAC’s mandated function is to assess real property values in Ontario, which is not a function that is well-suited to maintaining robust and accurate residency information on individuals who are not owners of property. For example, an analysis of revisions to the 2018 Voters’ List performed by staff demonstrated that only 4% of property owners required a revision to their Voters’ List information before casting their ballot. By contrast, 38% of tenants required a revision to their Voters’ List information before they could cast a ballot in 2018. This discrepancy can be attributed to the incongruity between MPAC’s core mandate of maintaining accurate property ownership and valuation data, and their responsibility to provide municipalities with elector information for all eligible voters, many of whom do not own property. 31 Subject: 2022 Municipal & School Board Elections: Approval of Alternative Voting Methods Page 3
The Provincial Government has committed to uploading production of the municipal Voters’ List to Elections Ontario (EO), which is expected to improve the overall quality of the Voters’ List. However, this change has been delayed as a result of COVID-19 and will not occur until the 2026 municipal election. Staff spend a significant amount of time reviewing the data received from MPAC to identify deficiencies and improve the overall accuracy before voter notification cards are distributed. These practices will continue in 2022 with a focus on improving Voters’ List quality in areas of known deficiencies. However, Council should be aware that poor Voters’ List data from MPAC will inevitably result in the issuance of some Voter Notification Cards to persons who may not be eligible to vote (i.e. children of Ajax residents that are erroneously listed as living at their parents’ address by MPAC – if these individuals are of voting age but no longer reside in Ajax, they are not entitled to vote but may still receive a Voter Notification Card). Staff go to great lengths to mitigate this risk and limit the number of cases where it occurs. To date there has been no evidence of voter fraud in Ajax as a result of this problem, but it must be understood and accepted that it will occur again in 2022. Staff remain engaged with Elections Ontario and the Association of Municipal Clerks and Treasurers of Ontario (AMCTO) to provide feedback as they work towards transitioning the municipal Voters’ List production to EO in time for 2026.
Based on the numerous benefits of Internet and Telephone Voting and Ajax voters’ familiarity with the technologies, staff recommend that internet and telephone voting once again be approved for use as the sole voting methods in the 2022 municipal and school board elections.
Financial Implications:
The 2018 municipal and school board elections incurred total costs of $262,000, of which approximately $85,000 was for the procurement and supply of internet and telephone voting technologies. Staff expect costs to increase marginally between elections, as the demand for internet voting systems grows and the environment becomes more competitive.
Communication Issues:
The voting method is an integral part of the Town’s communication strategy for each municipal election, as it is vital that Ajax voters understand the options available to cast their ballot. A comprehensive election communications strategy will be developed internally over the course of 2021 in preparation for election advertising and promotion in 2022.
Relationship to the Strategic Plan:
This report and its recommendations align with Council’s Strategic Plan focus area ‘Leading in Our Community’, Goal 6: ‘Strengthening corporate governance and innovation’, Action Item 6.7: ‘Continue to be a trailblazer in the delivery of municipal elections, ensuring that the voting experience is modern, convenient and accessible for all.’
Conclusion:
The Town of Ajax continues to be a leader in the use of internet and telephone voting for municipal and school board elections. Usage and satisfaction data from the 2018 election indicate that Ajax voters are very satisfied and comfortable using either internet or telephone voting, and enjoy all of the benefits of these technologies. Staff remain committed to the security and integrity of the voting process and will continue to ensure that internet and telephone voting is safe and reliable for all Ajax voters in 2022. While the risks of internet and telephone voting are well understood, staff believe that, on balance, the benefits outweigh the potential risks. Further, staff are confident that those risks can be effectively mitigated through proper rigor and planning, particularly as it relates to the procurement and deployment of voting technology. Council must understand this risk and be willing to accept it as well. It is therefore recommended that Council adopt the 32 Subject: 2022 Municipal & School Board Elections: Approval of Alternative Voting Methods Page 4
necessary by-law to approve the use of internet and telephone voting as alternative voting methods for the 2022 municipal and school board elections.
Attachments:
ATT-1: By-law to approve the Use of Alternative Voting Methods in the 2022 Municipal & School Board Elections
Prepared by:
Alexander Harras – Manager of Legislative Services / Deputy Clerk
Submitted by:
Nicole Cooper – Director of Legislative & Information Services / Clerk
Approved by:
Shane Baker – Chief Administrative Officer
33
THE CORPORATION OF THE TOWN OF AJAX
BY-LAW NUMBER XX-2021
Being a By-law to authorize the use of Alternative Voting Methods for the 2022 Municipal & School Board Elections in the Town of Ajax
WHEREAS Section 42 of the Municipal Elections Act, 1996, as amended, provides that a municipal council may enact a by-law authorizing the use of alternative voting methods that do not require electors to attend a voting place in order to vote;
NOW THEREFORE the Council of the Corporation of the Town of Ajax hereby enacts as follows:
1. Internet Voting and Telephone Voting are hereby authorized for use by electors as alternative voting methods for the regularly scheduled 2022 Municipal and School Board Elections.
READ a first and second time this Twenty- second day of February, 2021
READ a third time and passed this Twenty-second day of February, 2021
______Mayor
______D-Clerk
34