HomeMy WebLinkAbout2025-04-25
Electronic Council Communications Information
Package
Date:April 25, 2025
Time:12:00 PM
Location:ECCIP is an information package and not a meeting.
Description: An ECCIP is an electronic package containing correspondence received by Staff for
Council's information. This is not a meeting of Council or Committee.
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Pages
1.Region of Durham Correspondence
1.1 Durham Regional Police Service Board - 2024 Community Policing
Report - April 16, 2025
3
1.2 Durham Greener Homes Program Update (2025-COW-17) - April 23,
2025
39
2.Durham Municipalities Correspondence
2.1 Town of Ajax - Advocating for Sustainable Federal Funding for PARA
Marine Search and Rescue - April 24, 2025
87
3.Other Municipalities Correspondence
3.1 Town of Georgina - Salt Management - April 7, 2025 89
4.Provincial / Federal Government and their Agency Correspondence
5.Miscellaneous Correspondence
5.1 Minutes from the Orono Downtown Business Improvement Area meeting
dated April 17, 2025
92
5.2 Photech Environmental Solutions - Household Hazardous Waste Event
Notice - April 16, 2025
94
April 25, 2025
Electronic Council Communications Information Package (ECCIP)
Page 2
605 Rossland Road East, Box 911, Whitby, ON L1N 0B8
Phone: 905-579-1520, Ext. 4307 * Fax: 905-721-4249
Email: alongo@drps.ca
DDDUUURRRHHHAAAMMM RRREEEGGGIIIOOONNNAAALLL PPPOOOLLLIIICCCEEE SSSEEERRRVVVIIICCCEEE BBBOOOAAARRRDDD
S. Collier, Chair * G. Cubitt, Vice-Chair
D. Carter, Member * J. Fahey, Member * K. Fisher, Member
M. Welch, Member * W. Woo, Member
April 16, 2025
Dear Mayor,
On behalf of the Durham Regional Police Service Board, I am providing you a copy of a recent
report to the Board on Community Policing. This report is produced annually by the Durham
Regional Police Service, and includes substantial detail on current trends and issues
confronting the Service, and offers insight into how the DRPS works in partnership with the
community to enhance community safety. The report serves as an excellent summary of the
extensive divisional activities and Regional initiatives undertaken by the DRPS, and we
encourage you to share the report with your Council members.
I also wish to note that as part of its commitment to engage the community, the Board will
making a request to appear at each local municipal Council once per year. We will soon reach
out to the Clerk of your municipality to make these arrangements.
We hope that you find the attached report informative, and we look forward to meeting you and
your Council members in the near future.
Sincerely,
Shaun Collier
Chair
c.c.: Chief Moreira
Attachment: Report to the Durham Regional Police Service Board-Community Policing, April 2025
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REPORT TO THE POLICE SERVICE BOARD
Author: Inspector Dave Mason
Date of Report: 4/3/2025
Type of Report: Public
Title: 2024 Community Policing
RECOMMENDATION
That the Board finds that all the provisions of the Community Policing Ends Policy have been
complied with.
EXECUTIVE SUMMARY
I hereby submit my monitoring report on your Ends Policy “Community Policing” according to the schedule
set out. I certify that the information contained in this report is true. I report compliance to all provisions
of this policy.
DISCUSSION
Board Policy Statement:
The mission, philosophy and values of the Durham Regional Police Service emphasize the importance of
working in partnership with citizens / communities. Working in collaboration with community partners
fosters trust and confidence in the police.
It is the policy of the Durham Regional Police Services Board that police services in Durham Region shall
be delivered in partnership with communities and citizens to proactively address and resolve community
problems. These partnerships will focus on the root causes of crime, aim to reduce fear of crime, and
maintain and enhance high levels of community safety.
Reporting
An assessment of community policing in Durham Region shall rely upon quantitative and qualitative
analyses of relevant data, information, and public input.
Interpretation of the Chief of Police:
It is my interpretation that the Board End of Community Policing relates to Section 1, principle 3 of the
Police Services Act, 1990 – Principle #3 identifies “The need for co-operation between the providers of
police services and the communities they serve”.
Community policing and its basic principles of a shared responsibility for safe and healthy communities,
through an informed and engaged citizenry, is at the core of everything we do at the Durham Regional
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Police Service (DRPS). This philosophy is based on the legislative requirements of the Police Services Act,
the adoption of the OACP’s Community Engagement and Mobilization Model1, and reinforced in the
Police Services Board’s Business Plan, which directs the DRPS to Deliver Community Safety through
Collaboration.
As a police service, we recognize the benefits of a community policing approach in helping us prevent and
investigate crime. We aim to work closely with each community and its members to ensure that Durham
Region is the safest community to live, work, and play. We have instilled an evidence-based proactive
policing model to address not only the fear of crime, but also the root causes of crime.
This report will highlight a selection of examples that demonstrate how a community policing approach
and its emphasis on cooperative, collaborative, and trusting relationships is threaded through the work that
we do every day, in every unit, and across the communities we serve.
Figure 1
1 Figure 1.
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EQUITY & INCLUSION UNIT
The Durham Regional Police Service (DRPS) Equity & Inclusion (EI) Unit (@DRPSDiversity) is a
centralized branch that leads Service-wide efforts toward a more equitable, diverse, and inclusive police
service. The EI Unit’s mandate is to provide strategic direction, advance core activities, and embed Equity,
Diversity, and Inclusion (EDI) principles throughout the organization to ultimately achieve transformative
change. We aim to foster an equitable, diverse, and inclusive environment where all individuals are valued,
respected, and empowered to contribute to the organization's success.
The EI Unit manages three main portfolios: EDI Training, EDI Engagement, and Youth Engagement. These
portfolios enable DRPS to implement focused strategies, facilitate important conversations, and build
partnerships to advance EDI principles within our organization and the communities we serve.
EDI Training Portfolio Highlights
The EI Unit coordinates the development and delivery of evidence-based corporate training Service-wide
to enhance the EDI competency of DRPS members. In 2024, highlights included:
• OACP Equity, Diversity and Inclusion Training Course (34 organizations, 104 members trained)
• Call it Out: Racial Discrimination and Human Rights (E-Learning, 883 members trained)
• Anti-Racism & Unconscious Bias for the Workplace (E-Learning, 857 members trained
• Hate Crime Awareness training (1132 sworn and civilian members trained)
• Special Constable training on human rights, systemic racism and multiculturalism
• Active Bystandership in Law Enforcement (ABLE) – 883 members trained
• Women in Policing – National Research Project – focus groups and consultations held
EDI Engagement Portfolio Update
The EI Unit, through evidence-based approaches, coordinates and develops EDI engagement initiatives to
foster positive organizational culture and externally deliver services and programs that inspire the trust and
confidence of all communities. In 2024, highlights included:
Internal Support Network (ISN) - Establishment of ISN Directive to support specific, self-
identified groups and their allies, sharing experiences and providing mentorship and guidance
Women’s Internal Support Network – Program providing supportive and inclusive space for
women, both civilian and sworn.
Afro-Caribbean-Canadian Internal Support Network – providing supportive and inclusive
space fore Afro-Caribbean-Canadian sworn/civilian members of the DRPS
Engaging with Community Partners (included):
• 36th Annual Black History Month celebrations (kick-off brunch and various events)
• Durham Community Action Group –engagement and dialogue with 40 black and racialized youth
(disrupting anti-black racism in education and policing)
• Durham Pride Parade (20 members and 16 Auxiliary members attending at the event in Ajax)
• Annual Pow Wow with Mississauga’s of Scugog Island
• Truth and Reconciliation Walk
• Flag Raising Ceremonies (Black History, Pride, Transgender Day of Remembrance)
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Diversity Advisory Committee (DAC):
Established to collaborate with DRPS in addressing challenges impacting the diverse communities of the
Durham Region, DAC has made significant strides in the past year. Currently a cohort of 19 appointed
citizens serve as a consultative and advisory body to the Office of the Chief of Police. Throughout the year,
DAC members actively engaged in a range of initiatives, including:
• Durham Region Anti-Racism Taskforce’s Hate Crime Campaign and poster
• Consultation with EDI consultant, Ty Smith
• Participating in job posting process for two positions within the EI Unit
• DRPS Newcomer and Visitor Guide
• Participation in 29 engagement opportunities including the DRPS 50th Anniversary Galas, OACP
DEI training, DRPS Women’s Recruiting Symposium, DRPS Citizen Academy and 36th Annual
Ontario Black History Brunch.
Youth Engagement Portfolio Update
The EI Unit coordinates the delivery of youth-related programs and services to promote positive and
trusting relationships between the police, youth, and the community. In 2024 highlights included:
• Supporting ProAction Cops & Kids programs in Durham, an increase of applications this year
(580%) and 694 youth participated in the program, an increase of 286% over the previous year.
• Supporting Suits for Youth and Gowns for Grads programs – 550 youth received suits or gowns
for graduations and prom events. Over 95 volunteers from across the DRPS and community
supported these initiatives.
• Supporting the Durham Community Action Group with their Disrupting Anti -Black Racism and
Hate project.
• Participating in the Durham Children’s Aid Society – Youth Pride Durham Event.
• Participating in the Durham Community Health Centre – Get Ready for Back-to-School event.
• Supporting the DRP Children’s Games, which featured 61 athletes
Youth in Policing (YIP)
The YIP Initiative is a paid personal, professional, and community development opportunity for Durham
youth aged 15-18. The program has been running since 2006 in partnership with Ontario's Ministry of
Children, Community and Social Services. To date, the program has provided 2095 employment
opportunities. In 2024, highlights included:
• 2024 Winter and Summer Initiatives – 100 students and 18 youth leaders selected for each program
• The programs jointly received 1470 applications
• YIP worked with 70 community organizations and public safety partners
Youth Advisory Committee (YAC)
Established in 2021, the Committee is comprised of youth from across the Region age 16 -24. The
Committee identifies and responds to youth-related community challenges and provides strategic advice to
the Chief of Police. There are 12 youth appointed to the YAC and in 2024 discussion topics and projects
included,
• The DRPS 2024 Strategic Plan
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• A revised meeting structure to better provide and receive information
• Corporate Communications
• Police Service Board community engagement and safety priorities
• Improve accessibility and awareness of DRPS youth resources
• Building trust with elementary-aged youth and understanding perceptions of safety and policing
with secondary-aged youth
SUPPORTING OUR VULNERABLE PERSONS
Mental Health Support Unit (MHSU)
In 2024, the DRPS Mental Health Support Unit (MHSU) continued its partnership with the Home and
Community Care Support Services Central East (HCCSSCE), Lakeridge Health, and the Region of
Durham. The MHSU currently operates with five teams, each consisting of a police officer and a mental
health nurse. These five teams allow for regional coverage seven days a week, 17 hours a day, between
0700 and 0000 hours.
MHSU members review mental health-related reports, conduct proactive follow-ups, and check on the well-
being calls in person and over the phone. MHSU members act as a resource to front-line members of DRPS,
providing advice and/or attending calls at their request. MHSU members offer referrals and support to
individuals referred through DRPS investigative and support units, as requested. Teams also provide a
reactive response to persons requiring immediate mental health support, as well as provide referrals and
service navigation to individuals and their families/caregivers/and support persons.
In 2024, members of MHSU authored 1405 reports documenting their activities and engagement with
members of the public. They diverted 892 calls from frontline officer response and communications/911
calls, de-escalated 329 incidents, referred 115 individuals for support and resources, and attended 19
proactive community engagement sessions/parade visits. The heat map below visually illustrates the
density of calls MHSU attended in 2024.
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Durham Connect
Durham Connect was established in 2015 as a collaborative partnership among various multidisciplinary
agencies, including community-based organizations and local, regional, and provincial entities. Each
participating agency plays a critical role in supporting and serving vulnerable individuals across Durham
Region.
Historically, the Durham Connect Situation Table has served as a key resource for addressing acutely
elevated risk (AER) cases involving individuals and families in the Region of Durham. Cases that met the
AER threshold at the agency level were presented to the Table for evaluation and voting. If approved, a
multidisciplinary team would be assembled to provide tailored services aimed at mitigating or reducing
the identified risks. This "wraparound" approach ensures that individuals and families receive the support
they need in a timely and coordinated manner. Durham Connect aligns with the goals of the Community
Safety and Well-Being Plan by fostering agency collaboration to proactively address risks and prevent
their escalation.
We are currently working with our partners at the Region of Durham to revitalize the program. The plan
is to co-lead the initiative with the Region to ensure its long-term success and sustainability.
Participation in the Durham Connect Situation Table is voluntary, and success depends on cultivating
strong relationships, creating effective case referral pathways, and encouraging active engagement from
all partners. Efforts are being made to allocate sufficient time to rebuild relationships with previous
Durham Connect members, engage the community, and integrate best practices from across the Greater
Toronto Hamilton Area (GTHA). To expedite the relaunch of the Table, United Way Greater Toronto
(UWGT) and a community engagement consultant are being contracted to support the reinstatement
activities. UWGT is providing valuable expertise, having assisted with the City of Toronto’s Situation
Tables, relaunching the Peel Region Table, reinventing and launching new Situation Tables in York
Region, and recently supporting the City of Calgary in replicating the FOCUS Toronto model.
POLICING OPERATIONS
Five operational policing divisions provide policing operations. Each Division is led by an Inspector who
reports to the Superintendent of Patrol Operations. The Divisions develop a Community Safety Plan to
support our common business plan goals. At the same time, these plans allow Divisional Leadership to
address the unique needs and challenges of the communities they serve. Some of the activities represented
in these plans are provided below.
Each Divisional Community Safety Plan is developed to include active participation by Divisional
Leadership, which includes the Divisional Inspector, the Patrol Services Leader, Platoon Staff Sergeants,
the Criminal Investigation Branch (CIB), and the Community Response Team Sergeant.
Divisional leadership championed the Divisional initiatives through their specific action plans that
proactively address identified strategic initiatives such as: Roadway Safety, Community Engagement,
Assisting Victims of Crime, Youth Support, Durham Connect, and Improved Management of Crime
Trends. Community policing initiatives and events are promoted using our website, Instagram and ‘X’
(Twitter),
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Main Account - @DRPS
Equity and Inclusion Unit - @DRPSDiversity
North Division - @DRPSNorthDiv
East Division - @DRPSEastDiv
Central East Division - @DRPSCEDiv
Central West Division - @DRPSCWDiv
West Division - @DRPSWestDiv
Reporting structures were established to address evolving trends within this framework through
enforcement, community engagement, or project-oriented response. This report contains some of the results
for 2024.
NORTH DIVISION
Community Engagement
North Division conducts quarterly meetings with the members of the Community Safety Advisory
Council. These community members collaborate with North Division to find community-based solutions
for community concerns. In addition, officers in Community Resource Unit in North Division participated
in a number of community-based events in 2024. Some examples include North Division Community
Safety Day, Coffee with a Cop, Cram a Cruiser, Senior Fraud Presentations, ProAction Cops and Kids
Events, Drive Safe Youth Initiative and we also collaborated with Beaverton Heights Transitional Housing.
Foot and ATV/Snowmobile Patrol
In 2024, North Division focused on increasing officer visibility and opportunities to engage with citizens
utilizing foot as well as ATV and snowmobile patrols. There were over 80 hours (167 events) of foot patrols
and 26 hours (12 events) of ATV/snowmobile patrols in the downtowns, skate parks, trails, and other open
areas.
Collaborative Relationships with Four Different Communities
The Divisional leadership team has quarterly meetings with the mayors and maintains open communication
with Chief LaRocca of the Mississaugas of Scugog Island First Nation (MSIFN) community. North
Division has dedicated Community Liaison Officers that maintain frequent informal meetings with the
MSIFN. Monthly crime analysis statistical reports are shared with the MSIFN, Mayors, and Councils.
Officers spent over 186 hours within the MSIFN community in 2024.
Roadway Safety
North Division has made a conscious effort to conduct enforcement on the snowmobile trails during the
winter months and ATV trails during the spring and summer months. Our presence on the trails afforded
officers the opportunity to interact with many members of community, who use the trails for recreation,
with 26 hours spent in 2024. North Division set a goal of reducing the rate of motor vehicle collisions
throughout the Division over the 5-year average in identified high collision locations; the divisional 2023-
2024 change and 5-year average statistics are captured below.
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Despite the 13% increase in motor vehicle collisions, North Division noted a 37% increase in roadway
safety measures, including tickets issued, traffic stops and traffic cautions.
Community Safety
North Division officers take a proactive approach to community safety by conducting compliance checks
on members of the community who are on judicial release conditions as a result of criminal charges. In
2024, North Division officers conducted 146 compliance checks. This is a 46% increase in the number of
compliance checks that were completed in 2023.
In addition, responding to an increase in drug activity, overdoses and violent crime in North Division,
members of the Community Resource Unit and Criminal Investigation Bureau continued to conduct
proactive investigative projects to address the rising problem. The overall goal is to ensure a safe
environment for the members of the community, to reduce the drug activity and affiliated violent crimes,
and to educate the community on harm reduction and preventative measures surrounding dangerous
substances. In 2024 the North Division CIB and CRT office led a number of investigations and projects
that addressed both gun violence and the usage and sale of controlled substances;
Project Ruger was an investigation into a Scarborough resident who was involved in high end auto thefts
and large-scale cocaine trafficking in the North Durham area. The investigation led to arrests and several
criminal charges. Additionally, police seized cocaine, fraudulent federal cheques, and appx $250,000.00 in
proceeds of crime.
Project Astoria was an investigation into a shooting incident in Caesarea where 3 suspects fired appx 40
rounds of various caliber ammunition into an Air BnB which was rented for a birthday party. One male
party goer suffered a gunshot wound and as a result was hospitalized for 2 months and lost a leg from
complications from his injuries. Investigators identified the suspects who were all known to police and
confirmed to be involved in several other shooting incidents across the GTA and Hamilton area. Three
suspects were arrested in the fall of 2024 and are still in custody, 2 firearms used in the incident have been
recovered by police.
EAST DIVISION
Community Safety Advisory Council
The Community Safety Advisory Council (CSAC) was established in 2021 and continued to operate
throughout 2024. Currently we have representatives from all four wards as well as the Clarington Diversity
Advisory Committee. The CSAC meets quarterly and was established to promote information sharing,
positive relations, and awareness of police-related issues between DRPS and the various East Division
NORTH DIVISION - MOTOR VEHICLE COLLISIONS
(Primary Offence Code)
2023 2024
% change
2023-2024 5yr Ave
% change
2024 Comp
to 5yr Ave
FATAL 4 4 0%4 0%
INJURY 114 93 -18%97.4 -5%
PROPERY DAMAGE 505 563 11%482.8 17%
MEMBER-INVOLVED 7 10 43%6.8 47%
TOTAL 630 670 6%591 13%
NORTH DIVISION - ROADWAY SAFETY MEASURES
(North Division Officers)
2023 2024
% change
2023-2024
TICKETS ISSUED 3232 4054 25%
TRAFFIC STOPS 4751 6405 35%
TRAFFIC CAUTIONS 453 1072 137%
TOTAL 8436 11531 37%
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communities. The purpose of this initiative is to create a sustainable way to improve service delivery and
promote effective divisional planning, divisional policy, and decision-making that meets the needs of the
community.
Community Engagement
Community engagement continues to be a divisional priority for East Division. Throughout 2024, East
Division members attended multiple community events and initiatives. East Division Central Response
Unit (CRU) members also collaborated with ProAction Cops & Kids Durham Chapter to participate in
programs benefiting local youth. In 2024, CRU organized and executed the second annual Shop with Cop
event at the Oshawa Centre. The program was expanded from 21 to 30 youth, pairing them with officers
for a well-deserved shopping spree. The event was successful, and plans are in place to continued it in 2025.
Roadway Safety
The Region of Durham in cooperation with DRPS has developed a Strategic Road Safety Action Plan
(SRSAP), which incorporates VISION ZERO, to reduce the number and severity of collisions in the
Region. In 2024, East Division implemented various monthly roadway safety initiatives and recorded the
following results: -19% decrease in traffic cautions, -9% decrease in tickets, and a -5% decrease in traffic
stops in comparison to the divisional enforcement results achieved in 2023. When looking at the 5-year
average, roadway safety initiatives have recorded the following results: 29% increase in traffic cautions,
42% increase in tickets and 42% increase in traffic stops. The total number of motor vehicle collisions in
East Division saw a -3% decrease from 2023 and a 49% increase when compared to the 5-year average.
Targeting Retail Thefts
In 2023, East Division collaborated with external partners at the top four (4) retail complainants (Walmart,
Home Depot, Real Canadian Superstore, and LCBO) in an effort to address ongoing theft and fraud
occurrences. Corporate risk management policies dictate a hands-off approach by Loss Prevention Officers
(LPOs), who engage police services to respond on their behalf with a delayed reactive approach. This has
led to continual criminal activity as offenders have become confidently undeterred. The SMART (Support
and Manage Anti-Retail Theft) program was developed, focusing on significant numbers of criminal
offences occurring at the commercial Smart Centre located at Harmony Road North and Taunton Road,
Oshawa. The SMART program utilized general and specific deterrence of commercial crime through
collaboration between police and LPO enforcement, using Criminal Code and Provincial Offence charges,
as well as trespass and diversion options. Plainclothes and uniform officers were deployed to the area for
roughly 8 hours each shift, with time reserved for investigation completion and follow-up, for 6 days
throughout April and May. From these efforts, the following results were noted:
Enforcement Days 6
Arrests 22
Bail Hearings 2
Criminal Charges 27
TPA Charges 12
HTA Charges 6
Youth-Related Diversions 2
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In 2024, we expanded the program to have the initiative utilized at other big box stores within the region
including Bowmanville, Whitby and Ajax. With an increase in corporate stakeholders, the development of
a full enforcement team will be explored.
Compliance Checks
In an effort to properly manage high-risk offenders in our community, compliance checks of individuals on
interim release are regularly conducted to ensure court-imposed conditions are being abided by. In 2024,
compliance checks increased by 71% and breach charges have increased by 33%, when compared with
2023.
Foot Patrol
In 2024, East Division uniform members routinely engaged in proactive foot patrol in downtown
Bowmanville, Newcastle, and Orono, along with multiple plazas and community locations; with 537
instances and over 364 hours spent. The purpose was to enhance police visibility and public trust, and
reduce the fear of crime. Hundreds of hours have been spent on foot patrol, and residents, members of
council, and the local Business Improvement Associations have commented on the positive impact of this
program.
CENTRAL EAST DIVISION
Youth Engagement
In 2024, Central East Division officers, including members from platoons, our Community Response Unit
(CRU), School Liaison Officer (SLO) and Administrative Staff, worked closely with our young residents,
completing 1,389 general occurrence reports involving youth.
Our SLOs work closely with the 31 schools within our division, completing 151 general occurrence reports
and 160 follow-ups in relation to school incidents. They also completed 64 lockdown drills and delivered
72 presentations with a continued focus on social media and on-line safety, with discussions about “sexting”
and “sextortion” with grade 7 & 8 students.
Central East Division organized and led several youth events throughout the year including; “Cram a
Cruiser, this saw 32 schools from across the region cram 11,400lbs of food or the equivalent to 9,500 meals
into our cruisers to support Feed the Need Durham. Chief for a Day, saw 300 grade 5 students from across
the region submit essays on what they would do if they were Chief. We also supported ProAction Cops &
Kids having 340 kids participate in our various events over seven days. This is the most amount of youth
to participate in our Divisional Pro-Act program. One successful event was our “Cram a Backpack from a
cruiser” event, which we partnered with Durham Community Health Centre. This event connected our
officers with approximately 250 youths from JK to grade 12. We supported other youth programs included
Circle-K’s Operation Freeze and Heat, which saw us issue over 200 positive tickets to recognize and
motivate positive behavior in our youth., and Oshawa Library’s TD Summer Reading Club
Community Engagement
In 2024 our members participated in 91 community, cultural and faith-based events. Some of these events
included joining our Baha’i Community for Naw-Rúz celebrations, our Islamic Community during Eid
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celebrations and supporting our Jewish Community during Rosh Hashanah. We continued to support
Oshawa Fiesta Week, celebrating Oshawa’s very diverse cultural communities at both the annual Street
Festival and at each of the cultural community pavilions.
This year saw a milestone as our SLOs led our 15th Annual Seniors Christmas. During this event, officers
and youth from across the region visited senior care residents, leading Christmas carols, creating and
delivering cards, and distributing 500 gifts to residents. This had a regional impact, as the program reached
twenty of Durham’s retirement and long-term care homes.
Our members also supported additional community events, including John Howard Society Community
with Brooms, Durham District School Board’s “Girls Night In”, Canadian Blood Services’ “Sirens for Life
Drive”, and the Durham Rape Crisis Centre’s “Take Back the Night” walk.
Central East Division deploys officers on foot and bike patrol throughout the most of the year. These
officers continue to engage with the many social service centres, businesses in the downtown core and
countless members of our community, including our most vulnerable and unhoused population.
In an effort to address ongoing crime trends and employ evidence-based policing strategies, weekly
meetings are held with Divisional Leadership, our Criminal Investigation Branch, Platoon Leadership, and
our Crime Analyst. During these discussions, crime “hot spots” are identified for directed data-led
patrols. Our Divisional leadership regularly meets with City of Oshawa officials, the Mayor, and Council
members, ensuring effective collaboration to address the challenges our community faces. Divisional
leadership met with local business community members, listening to their concerns and working with them
to resolve problems. Our division continues to engage with the community over social media, namely our
Divisional “X” handle (@DRPSCEDiv) and through media releases.
Roadway Safety
As the collisions on our roadways continue to trend up with a 10.6% increase compared to 2023, roadway
safety remained a strategic priority for the Central East Division. We led ten coordinated traffic safety
initiatives, issuing a total of 10,759 provincial offence notices and cautioned an additional 1,453 drivers on
issues directly related to roadway safety. At the beginning of the year, we identified our top 5 high collision
intersections and concentrated enforcement efforts that these locations, leading to 32% decrease in
accidents within those intersections. Impaired related collisions experienced a 68% increase from 19 the
previous year to 32 in 2024. However, reports of impaired driving decreased by 22%, with our members
conducted 139 investigations compared to 179 in 2023.
Crime and Disorder
Central East Division responded to over 31,762 citizen-generated calls for service in 2024, with 57% of
those calls related to crime and disorder in the downtown core. We remained committed to our residents
and businesses through a collaborative effort between front-line members and our Community Response
Team (CRT), focusing on sustained high-visibility foot and bike patrols and staffing redeployments
between March and November. Our objective was to reduce violence, decrease lawless behavior, and
increase public safety to ensure the enjoyment of our downtown for all members of our community.
These redeployed officers engaged with businesses, residents, social service centres, and our ever-growing
unhoused community. They accounted for over 8,046 hours of bike/foot patrols, 995 arrests, and responded
to calls for service in the downtown core. The majority of the calls were for unwanted persons, check on
the well-being, overdoses, assistance with ambulances, suspicious persons, and disturbances.
In May of 2024, Project Martini was led out of Central East Division in response to concerns from residents
and the business community about crime and disorder in the downtown core. Divisional CRT teams from
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across the region were assembled and supported by our Human Trafficking and Drug Enforcement Units.
This project resulted in 92 people being arrested, 113 criminal charges laid, 11 search warrants and seizures
of more than $600,000 dollars of illicit drugs and $30,000 in currency. Recognizing that enforcement efforts
alone can’t solve these complex issues, the team referred 62 people to public health support and 38 to
support programs for sex-trade workers.
In early 2024, Central East Criminal Investigative Bureau led Project Washmill in response to an increase
in organized crime groups committing distraction thefts. A total of 35 people were identified and arrested,
206 criminal charges were laid, 5 search warrants executed and $107,000 worth of stolen property
recovered. The Division also completed a bail compliance initiative conducting 719 checks on offenders
in our community.
CENTRAL WEST DIVISION
Roadway Safety
A major component of the Central West Division's Strategic Operational Plan is Roadway Safety. For
2024, 9495 provincial offence notices were issued, an increase of 1.4% over 2023. Central West Division
continually focused on enforcing the “Big Four Killers” on our roadways to enhance roadway safety. The
four are individually referred to as: Aggressive Driving, Distracted Driving, Seatbelt Use, and Impaired
Operation. For those offences, 3599 provincial offence notices were issued in 2024, an increase of 10%
over 2023. The number of reported collisions for the top four intersections in Central West decreased by
36% last year.
Central West also focused on impaired driving enforcement in 2024. These efforts resulted in the number
of impaired driving arrests made by Central West officers in 2024 to be 235, an increase of 9%.
Central West Community Safety Advisory Team
Several meetings were conducted in 2024, and information sharing has resulted in better awareness of issues
and a more positive relationship with the community. Topics discussed include racism, poverty, bettering
our community engagement, and crime trends. Through this partnership, the Community Advisory Team
was instrumental in the planning and delivery of the DRPS 50th Anniversary Community Day held in June
2024.
In addition, we assisted with the DRPS Food & Toy Drive for Christmas 2024 with volunteers from the
Community Safety Advisory Team and Durham College. This was a great success, with food donations
provided to the Salvation Army, exceeding our target. The 2024 “Cram a Cruiser” event was also a huge
success donating over 4000 lbs. of food to the St. Andrews Food Bank.
Crime and Disorder Calls
Central West Division also focused on mitigating reported incidents of crime and disorder in the area of the
downtown core (a decrease of 4%), motels situated along the 401 corridor (a reduction of 22%), and the
Simcoe & Britannia corridor of North Oshawa (an increase of 6%) compared to the previous year. Central
West Division has a member who serves on the Business Improvement Association, and this partnership
results in timely two-way information sharing regarding trends and issues.
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Property Crime
In 2024, residential break-and-enter incidents decreased by 8% from 2023. Proactive patrols were
conducted in response to crime analysis. Theft from Motor Vehicle occurrences decreased by 21% in 2024
compared to last year. In 2024, Theft from Motor Vehicle occurrences decreased by 13% compared to last
year, a trend experienced in the majority of GTA communities.
Compliance Checks
To properly manage offenders in the community, a strategy was implemented to conduct compliance checks
on those individuals on interim release, ensuring that they were abiding by court -imposed conditions.
Several initiatives were conducted throughout the year by the Community Response Team and front-line
members. Central West Division focused upon subjects before the courts, those released on Parole for
Firearms and Violent Offences, and those bound by the Provincial and National Sex Offender Registry
(SOR).
For the entire year in 2024, 1072 checks were conducted, an increase of 33% over 2023.
Community Engagement
In 2024, Central West added an emphasis on using “X,” formerly known as Twitter (@DRPSCWDiv), to
engage with our community. X was utilized to highlight school visits by our School Liaison Officers and
community concerns regarding traffic-related issues. We have increased the number of officers trained in
using X and expect our impressions to grow in 2025. In total, Central West has 4404 followers. We believe
X is a valuable tool in engaging with our community and notifying them of issues promptly, when feasible
and/or appropriate.
LCBO / Sobeys / Metro / Home Depot Initiative
Community engagement is a priority for Central West, where members are engaged in multiple community
events and initiatives. Stemming from numerous complaints about an increase in the number of thefts at
these locations, Central West Officers partnered with LPO's. They completed a 3-day initiative to combat
the theft problem at each location. Officers set up a direct line of communication to police for the LPO's
and remained in the area awaiting notification of any thefts.
1635 Dundas Street East – Shelter Initiative
Due to increased calls for well-being checks and unwanted people surrounding the area, CW has
established a dedicated email account for receiving complaints, feedback, and concerns from local
business owners and community members around this area. Officers have also scheduled foot patrols
during peak hours of concern to deter criminal activity.
Faith-Based Proactive Patrols
The conflict in the Middle East is causing a growing concern among communities in Durham Region. Oct
7, 2024, marked the anniversary of the Hamas attack on Israel. CW Officers enhanced patrols at Faith-
based Institutions to provide safety and security, to reduce violent crimes, property crimes and
disturbances.
Proactive Liquor License Initiative
In response to growing complaints within the Town of Whitby, the Community Response Team
collaborated with the Alcohol and Gaming Commission of Ontario to conduct liquor compliance checks.
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WEST DIVISION
Violent Crime
Noteworthy crime trends in 2024 included a rise in violent incidents, which increased by 22% compared
to 2023. Youth-related incidents also saw a concerning uptick, with a 13% increase from the previous
year. These incidents often involved violence, armed confrontations, or thefts of high-end clothing,
potentially linked to gang activity or retaliatory street-level robberies. A troubling 30% increase in
incidents involving the unsheltered community was recorded, though part of this rise can be attributed to
more consistent application of the unsheltered flag by officers.
Additionally, arsons and firearm discharges, particularly those involving organized crime, were a
persistent concern. Rivalries within the towing industry were a source of sustained and significant
violence, including shootings. West Division remained focused on this emerging criminal trend and
undertook meaningful steps to address the threat. Project Adrianna was a comprehensive tow truck-
related operation led by the Criminal Investigation Branch (CIB) through the spring and summer of 2024.
This project successfully resulted in numerous arrests and the laying of multiple criminal charges,
demonstrating our commitment to addressing organized crime in the region. Within this was interwoven a
joint inspection and enforcement effort alongside the Ontario Provincial Police, leading to 119 tow truck
inspections and 100 Provincial Offence Notices (PONs) being issued in the fall period.
West Division launched the Bail Enforcement and Response (BEAR) initiative in winter 2024, aimed at
monitoring and addressing repeat and known offenders residing within Ajax and Pickering. Officers
conducted over 1,700 compliance checks, which was a 58% increase over that in 2023 and constituted
approximately 30% of the total across the Service.
The Ajax Strategic Support and Enforcement Team (ASSET) was formed and began operations in the
Ajax area in May 2024, with a clear mission to enhance community safety and strengthen the relationship
between law enforcement and the local community. Team members were actively involved in various
community initiatives, attending meetings, and engaging with local organizations. This direct,
approachable engagement allowed officers to listen to community concerns and share information about
policing strategies. They were also responsible for enforcing municipal, provincial, and federal
legislation, ensuring that both local ordinances and broader laws were upheld throughout the Ajax area.
Members made 132 arrests in only four (4) months and among their impressive list of accomplishments,
cumulatively seized over 90 grams of fentanyl.
Property Crime
Increased prevalence of property crimes was also displayed. Commercial robberies exhibited a striking
100% increase, with 16 reported incidents in 2024 compared to eight (8) in 2023, most notably attributed
to jewelry store smash-and-grab crimes. Commercial break-and-enters saw a 15% increase, linked to a
series of crimes involving groups operating across the GTA. In response, West Division implemented
proactive and dedicated patrols in and around the Shops at Pickering City Centre, beginning in the middle
of November and running through the new year. Officers began what would eventually become over 83
days of consistent presence to deter these crimes and no further incidents were reported.
Beginning in late November 2024, a series of break and enters targeted convenience stores throughout
Durham Region, attributed to a single organized crime group. This group, responsible for a series of
similar crimes across the Greater Toronto Area (GTA), was linked to nearly a dozen incidents in Durham
alone. Through collaboration with neighboring police services, the group’s leader would eventually be
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identified and arrested in late January 2025, facing 50 charges in Durham Region, along with nearly 400
charges across the GTA. In December 2024, the Community Response Team (CRT) assisted the Liquor
Control Board of Ontario (LCBO) in clearing 16 long-standing organized or repeat theft cases at their
stores, laying 38 criminal charges against numerous individuals.
Roadway Safety
In 2024, West Division launched Project IMPACT, assigning responsibility for two (2) high-risk
intersections to each frontline platoon. This resulted in a 10.9% reduction in collisions across the worst
eight (8) intersections within both municipalities, and the issuance of 1,303 PONs and an overall decline
in collisions compared with 2023. West Division issued 7,920 PONs over the course of the year, which
was the highest number of any division or unit within the Service. The division also conducted an
educational and enforcement effort in school zones to encourage seatbelt usage and safety immediately
before and after school hours. Officers visited 57 elementary and secondary schools, worked alongside
school board partners and issued over 220 PONs.
19 Proactive Divisional RIDE (Reduce Impaired Driving Everywhere) initiatives were conducted
throughout the year, which was a significant increase from the 10 instances within 2023.
Community Engagement
West Division introduced two (2) innovative community engagement programs in 2024: Project Hope
and Junior Detective. Project Hope focused on educating newcomers about Canadian laws, building
relationships with the police and empowering this vulnerable population. In concert with social
development teams from the Region, the division was successful reaching over 500 individuals
throughout the year, primarily from Africa, the Middle East, South America and Eastern Europe.
Meanwhile, Junior Detective, launched in June 2024, partnered with local schools to offer youths an
opportunity to spend a day at the police station, solving a mystery to foster positive relationships between
youth and law enforcement. These programs, along with multiple ProAction initiatives, have strengthened
ties with our community and youth. Additionally, we visited 216 school classes as part of the latest
iteration of the West Division School Engagement Program. Members interacted with a record 6,400
students, promoting safety education, and building positive interactions with the next generation.
In partnership with the Special Victims Unit and the Town of Ajax, West Division led two (2)
information and empowerment sessions for summer students and lifeguards for town recreational centres,
seeking to reduce instances of unwanted and sexualized behaviour against young people.
Throughout the year West Division facilitated four (4) meetings of the Community Safety Advisory
Council, which was formed in 2019 to promote information sharing, positive relations, and awareness of
police-related issues between the DRPS and the community. Topics of discussion during the meetings
have included body worn cameras, community engagement, human trafficking and crime trends. 2024
also saw the start of the Corporate Safety Advisory Council, which met on two (2) occasions. This
brought together the City of Pickering security, bylaw, Shops at Pickering City Centre, Metrolinx and
Council to tackle emerging and prevalent issues within the busiest commercial areas of the division.
Members attended more than 100 community events across the division this year. This spanned festivals,
gatherings, services and meetings comprising all cultures, faiths and backgrounds. This included the
planning, coordination and support for West Division Community Day, Children's
Games, CopShop 2024, the West Division Senior's Christmas and implemented six (6) ProAction events.
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West Division launched and maintained the only divisional Instagram account in the Service, with
approximately 1,300 followers at the end of 2024.
Social Development
Members of West Division continue to work with the Town of Ajax, Doors of Compassion, the Ajax
Hub, and the Ajax Task Force to provide support to unsheltered community members. To continue
developing relationships to support the unsheltered community, the division is part of a program with
various municipal and regional agencies, where frontline members regularly attend breakfast at the Ajax
Hub to interact and build trust with the unsheltered community, and the CRT has invested a significant
amount of time liaising with local business owners.
2024 was another busy year for West Division's response to public disorder. West Division staffed
multiple protests, disruptions, and demonstrations in Ajax and Pickering, most often associated with the
ongoing conflict between Israel and Palestine, Canadian federal issues, and tensions relating to municipal
politics. These required meticulous planning and redirection of resources to address the concerns. Over a
dozen separate individualized Operation Plans were drafted and approved for police response.
PATROL SUPPORT
KEEPING OUR ROADWAYS AND WATERWAYS SAFE
Public Safety Unit (PSU)
2024 was another busy year for the Public Safety Unit, as there were four deployments for the unit in a
Public Order capacity. These deployments included ongoing protests regarding the conflict in Israel and
Palestine, both in the Region of Durham as well as to assist the City of Toronto. In addition, the Public
Safety Unit was called out on 30 occasions in 2024 to conduct evidence and missing person searches for
vulnerable people (elderly, very young, suicidal, dementia, etc.). On 117 other occasions, a search manager
and/or on-duty PSU members were consulted or deployed by the Patrol Sergeant or Duty Inspector for
guidance related to missing persons calls. This represents an increase of 25% and 277%, respectively.
In 2024, the Public Safety Unit was authorized to expand. The unit hired and trained an additional 35
officers, bringing the team complement to 83 part-time members. In late 2024, the service authorized two
full-time EMO/PSU positions who will be responsible for training, equipment, deployment preparations,
and tracking of all PSU-related events/incidents.
The Public Safety Unit has been active in training for 2024. This has included teaching the Incident
Command 200 and 300 Courses, the Criminal Investigative Techniques Course, and the Basic Search and
Rescue Course. 2024 was the first year that DRPS hosted and trained our members in the basic POU course
previously conducted by the Toronto Police Service.
Roadway Safety
A leading concern that has been expressed from our communities is roadway safety. Each Division has
dedicated Traffic Safety Officers who develop strategies to address the specific needs or concerns of the
community. These strategies differ amongst Divisions: North & East Divisions focus on the increasing
commercial motor vehicle traffic that exists in their communities. Central East, Central West, and West
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Divisions employ strategies that mainly focus on high collision intersections. We continue to work closely
with partners such as the Ministry of Transportation (MTO), Ontario Provincial Police (OPP), Municipal
by-law, Planning Departments, the Region of Durham, Road Watch, and our many community volunteer
organizations. We share the goal of a safer Region through development of lasting solutions beyond
enforcement; continuing to support the Region of Durham Vision Zero strategy.
Traffic Services Branch (TSB) – Traffic Enforcement Unit
In an effort to focus on collision reduction, the Traffic Enforcement Unit (TEU) continued to embrace the
strategy of intelligence-led enforcement, focusing on measurable outcomes. The focus of enforcement
efforts, in support of Durham Region’s Vision Zero, continue to be the “Big-Four Killers; Impaired
Operation, Distracted and Aggressive Driving, and Not Wearing Seat Belts. Traffic Services issued 7156
provincial offence notices which is decrease of 1.4% from 7257 written in 2023. This decrease is attributed
to the fact that TEU was operating with less members due to long term illness, injury, and assisting
elsewhere. Of note, in 2024, TEU Officers issued 61 offence notices for stunt driving, 654 handheld device
infractions, 2497 speeding infractions, 262 careless driving charges, and issued 28 seatbelt tickets.
In 2024, charges were laid in 716 Impaired related driving investigations, this was an 9% increase over
impaired driving cases in 2023 (656 incidents).
The Festive RIDE team in 2024 was comprised of 12 dedicated officers working nights with a primary
focus on roadway safety. The 2024 Festive RIDE team conducted nightly static RIDE lines; 7 of which
involved volunteers with the MADD (Mothers Against Drunk Driving) Durham Chapter. The team also
worked collaboratively with the Ministry of Transportation Training and Education Branch, Enforcement
Branch as well as the OPP Highway Safety Division and Detachment Enforcement Teams. The Festive
RIDE Team was involved in 76% of all impaired arrests regionally from November 16, 2024 to January 1,
2025.
The number of vehicles stopped by the Festive RIDE Team increased by 28%.
Festive RIDE Statistics 2023 2024 Result
Total Vehicles stopped 12682 16227 28% increase
Roadside Breath Tests 533 1145 115% increase
Provincial Offence Notices Issued 972 1214 25% increase
Licence Suspension 3/7/30 Day 40 102 155% increase
Novice Driver-3 Day Licence Suspension 19 16 16% decrease
Impaired Driving Arrests 87 114 31% increase
Impaired/Exceed/Refuse Charges 130 154 18% increase
Other Criminal Code Offences 64 47 27% decrease
Drug Offence Charges 3 17 466% increase
Provincial Cannabis act Charges 11 15 36% increase
In addition to Festive RIDE, conducted over the holiday season, the Traffic Services Branch focused RIDE
efforts targeting Super Bowl Sunday, St Patrick’s Day and the May long weekend, July 26-28, and Civic
Long weekend.
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Traffic Services reached 552,000 impressions on social media through the X account handle “DRPS Traffic
Services @DRPSRoadSafety.”
Air Support Unit (ASU)
In 2024, the Air Support Unit (ASU) worked 260 shifts over a combined 856.8 flight hours, a 21% increase
over 2023 (707.8 hours). Air1 supported 1240 calls for service in 2024, an increase of 44% over 2023 (860).
Air1 was first-on-scene to dispatched calls approximately 509 times, a 69% increase over 2023 (302).
The ASU successfully located 216 subjects during calls for service in 2024, representing a 47% increase
compared to the 147 subjects located in the previous year. 2024 also saw a decrease in lost shifts due to
maintenance and weather (37 in 2023 to just 11 shifts in 2024).
Marine Unit
The 2024 marine season spanned from May 1st to November 28th, providing 25 weeks of marine support
on Lake Ontario, Scugog, and Simcoe. The Marine Unit is staffed by a part-time contingent of members
within the Traffic Services Branch comprised of 1 Master licensed Captain and 6 part -time cross-trained
Coxswain licensed operators.
In 2024 the Marine Unit experienced an 11% increase in calls for service with a response rate of 38.5%.
393 hours were spent providing policing services on the waterways in 2024. In this time 359 vessel checks
were conducted which amounted to a 21% decrease from the 457 checks that were reported in 2023. The
unit issued 74 provincial offence notices and marine-related enforcement infractions included safety
violations, liquor and drug offences as well as violations under the Highway Traffic Act. 340 cautions were
issued, an increase of 78% over 2023 (191). 91 calls for service and/or callouts equated to an 11% increase
over 2023. In 2024 there was one arrest for Impaired Operation, and two arrests relating sex offences. One
a registered sex offence was using Lake Ontario to watch small children on land in Oshawa, violating his
court ordered conditions. In the other event, a male was arrested after he lured teenage international students
on to his boat for a party. The boat “malfunctioned” and they were stranded on Lake Ontario with the male
on the vessel who then engaged in unwanted sexual advances and touching. Reports of this male are on
file with Toronto Police for similar behavior.
The Marine Unit continued to engage with our partner enforcement and marine community stakeholders:
• Ontario Power Generation
• HOPA-Hamilton Port Authority
• Transport Canada
• Coast Guard
• JRCC-Joint Rescue Coordination Centre
• Ministry of Environment
• Parks Canada
• Department of Fisheries
• Ministry of Natural Resources
• Oshawa Parks
Collision Reporting Centre (CRC)
The Police Service continues to collaborate with Accident Support Services International (ASSIL) to
provide an alternative process for reporting collisions. Community members involved in minor motor
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vehicle collisions within the Region of Durham can report incidents at one centralized location, instead of
waiting for roadside police response, which could involve substantial wait times depending on call
volume.
The statistical analysis of incidents reported to the Collision Reporting Centre has been summarized and
presented to the Board in the 2024 Collision Reporting Centre Board Review.
Commercial Motor Vehicle Enforcement
Durham Region has a large variety of Commercial Motor Vehicle (CMV) traffic, from light duty pick-up
trucks to dual 53-foot tractor-trailer combinations. The aggregate hauling network in Durham has greatly
increased due to the expansion of the 407 in recent years. With growing infrastructure and development
within the area, commercial motor vehicle activity has increased substantially and many serious and fatal
motor vehicle collisions have involved CMV’s.
The DRPS’ primary CMV Inspector ended his tenure in Traffic Services in 2022. As such, an additional 3
Traffic Services Enforcement Officers were trained and qualified as CMV Inspectors in 2023 with the
assistance of the Ministry of Transportation. The 3 trained CMV Inspectors continue to support divisional
and regional traffic safety initiatives.
In 2024, the Service’s designated CMV Inspectors participated in 13 CMV blitzes. 124 Level 2 and 3
CMV inspections were completed in 2024; an increase of 81% over 2023 (53). Said inspections resulted
in 143 Provincial Offence Notices and 4 Cautions. 96 mandatory CMV Level 1 inspections (CMV’s over
4501kg Registered Weight) were completed regionally in conjunction with Divisional Traffic Safety
Coordinators and the Ministry of Transportation. Twenty vehicles were put out-of-service as a result of
these efforts.
MAJOR CRIME UNIT
SUPPORTING THE INVESTIGATION OF CRIME AND DISORDER
Special Victims Unit (SVU)
Previously called the Sexual Assault Unit, the Unit was re-named the Special Victims Unit to better
represent the services and support provided by their members to the community. The SVU investigates all
sexual assaults and historic sexual assaults where the victim was under the age of 18 at the time of the
offence, where the suspect has not been identified, and or the sexual assaults are serial in nature. The SVU
also investigates allegations of child abuse where the victim is under 16 years of age and the suspect is in a
position of trust, authority or caregiver to the victim.
The SVU works alongside the Durham Children's Aid Society and Dnaagdawenmag Binnoojiiyag Child &
Family Services who assist with all child abuse investigations. SVU investigators also work closely with
Lakeridge Health – Domestic Violence Sexual Assault Care Centre (DVSACC) and Sick Kid’s Hospital.
The SVU facilitates the Sexual Assault Advocate Review Committee, which is a civilian group made up of
community partners who review all threshold sexual assault reports where charges are not laid. The Unit
has community partnerships with Durham Rape Crisis Centre, The Denise House, Bethesda House, and
Luke’s Place. The Unit has also committed to being a part of the forthcoming Child and Youth Advocacy
Centre – a one-stop support location for young victims of sexual offences. We expect this centre to go live
mid-2025.
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In 2024, the SVU managed 1089 sexual offenses, which included indecent acts. Within that figure, 684
investigations had the primary offence as sexual assault. In 2024, 112 arrests were made, resulting in 367
charges.
Polygraph
The Polygraph Unit, consisted of one investigator: D/C Colin Rose, who was involved in 53 investigations
while supporting the various investigative units across the region. Polygraph was incorporated into 1 1 of
those investigations. The unit was called upon and completed 8 post arrest interviews involving incidents
of sexual assault and homicide, often extensive investigations by nature, which require significant time in
order to prepare and develop a plan for the interview.
The Polygraph Unit also provided interview training to officers on an individual basis providing them with
a frame work and platform to develop their interviewing skills. In addition, the unit also assisted officers
in developing their interview plan for an upcoming interview, or reviewing an interview that they have
already conducted, providing feedback on strategies and techniques to incorporate into their future
interviews. The Polygraph Unit is responsible for the development of the content and delivery of the one-
week Investigative Interviewing Skills courses and Advanced Investigative Interviewing Skills courses,
which were both run twice for 2024. Also, interview training was provided to new recruits four times
through the course of the year as well as part of the OPC Criminal Investigative Techniques courses. The
Polygraph Unit also presented to the Youth In Policing, conducting a polygraph examination demonstration
which, was well received.
In December, the Polygraph officer attended the “Train the Trainer for the OPC Investigative Interview
and Interrogation Techniques Course”, which is mandatory for all senior investigators as per the new
CSPA. Once accredited, the polygraph officer will be instructing on the courses for 2025.
The polygraph officer attended the annual Canadian Association of Police Polygraphists Training
Seminar where he received additional training in order to maintain his standing as a Certified Polygraph
Examiner.
ViCLAS Coordinator (Violent Crimes Linkage & Analysis System)
The ViCLAS coordinator reports directly to the Detective-Sergeant of Special Victims Unit. This position
is responsible for collecting, reviewing, validating, and submitting the ViCLAS booklets completed by
officers to the OPP Violent Crimes Reporting Centre. ViCLAS assists investigators identify serial crimes
and offenders by focusing on the linkages that exist among crimes committed by the same offender.
2024 ViCLAS Submissions
Offence Number of ViCLAS
Submissions
Homicide or attempts, solved or unsolved 11
Sexual Assaults, solved or unsolved 603
Non-parental abductions and attempts 10
Missing person occurrences where circumstances indicate a strong
possibility of foul play and the person remains missing **Updated to
any mispe over 30days as per the CSPA**
11
Found human remains / unidentified body that are known or
suspected to be homicide
0
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Luring of a child or attempted luring of a child, solved or unsolved 11
All non-criteria ViCLAS submissions 88
Total 734
Due to the increase in workload and demand, a budget case submission was submitted in the spring of 2024
for the addition of one (1) full-time ViCLAS coordinator position, which was approved. The new member
began in March of 2025.
Bail Compliance Dashboard Initiative
In July of 2022, in collaboration with the Toronto Police Service, the Durham Regional Police Service
launched its own Firearms Bail Dashboard which gave both services the ability to share and display firearm
and bail compliance information in real time. This innovative approach, the first of its kind in Canada,
helped break down geographic barriers and ultimately led to increased officer and community safety.
When the Firearm Bail Dashboard first launched in Durham, it focused solely on subjects who were on bail
with charges related to firearms, murder and participation in a criminal organization. The Firearm Bail
Dashboard provided frontline officers in Durham with access to real-time situational awareness and enabled
them to make better, data-driven decisions.
In March of 2023, Durham’s Firearms Bail Dashboard was renamed the Bail Compliance Dashboard. At
that time, the DRPS dashboard threshold expanded to include a further nine criminal offences. The Bail
Compliance Dashboard has now grown to include offenders on releases for 27 separate offences. As of
January, 2025 there are currently 9 offenders with murder related charges currently on the dashboard
(Murder – 4, Attempt Murder - 4, Manslaughter 1).
As Durham’s dashboard continues to develop and evolve, the number of dashboard subjects that are
identified and monitored through bail compliance checks steadily increases.
227 – Subjects on the Firearm Bail Dashboard (November 2022)
440 – Subjects on the Bail Compliance Dashboard (July 2023)
555 – Subjects on the Bail Compliance Dashboard (March 2024)
701 – Subjects on the Bail Compliance Dashboard (March 2025)
Of the 701 subjects currently on Durham’s Bail Compliance Dashboard, 147 are living in the Durham
Region with firearm-related charges. There are also 130 identified subjects in Durham with ankle monitors
and 39 subjects on bail with DRPS-laid firearm charges who live in other jurisdictions. All of those
individuals are tracked by Durham’s Bail Compliance Dashboard.
As the Bail Compliance Dashboard grows and awareness of it spreads, more and more officers continue
the new application to help support and guide bail compliance check efforts. As a result, overall DRPS bail
compliance check numbers have dramatically increased.
1,127 – Bail compliance checks in 2021
1,688 – Bail compliance checks in 2022 (DRPS Bail Compliance Dashboard launched in July of 2022)
3,396 – Bail compliance checks in 2023
5,600 – Bail compliance checks in 2024
In 2024, the Bail Compliance Dashboard moved under the Offender Management Unit’s umbrella.
In 2025 The Durham Regional Police will be adding the data from the OPP Provincial Firearm Bail
Compliance Dashboard into the DRPS Bail Compliance Dashboard.
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INVESTIGATIVE SERVICES
Investigative Services
Investigative Services is comprised of our Financial Crimes Unit (FCU), Robbery Unit, Auto Theft Unit
(Project Attire), Intimate Partner Violence Unit and Human Trafficking Unit (HTU).
Intimate Partner Violence Unit
The Intimate Partner Violence Unit (IPVU) is responsible for the investigation of intimate partner violence
incidents, not including sexual assault, where reasonable grounds exist to believe that an assault, current or
historical, has occurred, or threats of death or bodily harm have been made resulting in the arrest of an
accused or the need for a warrant application. The IPVU is responsible for assigning a member of the unit
to perform the role of case managing for:
a. Intimate Partner Criminal Harassments.
b. Intimate Partner Breaches.
c. Any incidents deemed high risk.
d. Incidents deemed relevant for review by IPVU supervisors.
In 2024, the Durham Regional Police Service (DRPS) experienced a 3.46% increase in domestic -flagged
reports. This increase equates to, DRPS entering (on average) approximately 21 domestic-flagged reports
each day. Over the past five years, these reports have risen by approximately 20.4%.
Over the past five years, police data shows a 20.4% increase in domestic-related incident reports and a
20.5% rise in arrests for domestic-related offenses. The most notable increase in arrest rates occurred
between 2023 and 2024, with a 20% jump during that time. These figures clearly demonstrate that arrests
alone are not enough to address the issue of intimate partner violence. A more comprehensive approach is
needed to address the underlying causes. In an effort to increase awareness of IPV, members of the unit
increased their community engagement in 2024 by over 46%. Members actively attended various
community events through partnerships with local community shelters, as well as police-initiated events.
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Domestic Violence Bail Unit
The Domestic Violence Bail Unit is a provincially funded team consisting of three officers dedicated to
supporting Crown Attorneys in achieving four key objectives:
1. Enhancing the quality of information available to the Crown for bail hearings.
2. Increasing victim safety following the arrest of an accused.
3. Differentiating between high-risk and low-risk situations.
4. Providing victims with timely support and information early in the court process.
Performance Metrics
• In 2024, the Bail Safety Unit managed bail hearings for 521 offenders, reflecting a 21% increase
compared to 428 offenders in 2023.
• A total of 278 victim interviews were conducted in 2024. These interviews are critical for
gathering information to strengthen the case for holding the accused in custody and assessing the
otential threat to the victim if released.
CIB - Auto thefts (Project Attire)
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In January 2025, Project Attire was re-aligned by moving the project from Central East Division
responsibilities to Investigative Services. Like other police services across the Greater Toronto Area (GTA),
Durham Regional Police (DRPS) has experienced a substantial rise in stolen vehicles. Auto theft
occurrences have steadily increased in Durham Region, with a 112% increase noted from 2020 to 2025
(current).
Over the past four years, the Durham Region has experienced a significant increase in auto thefts. This rise
has led to the recovery of numerous stolen vehicles within the area, and our team has been providing expert
witness testimony and supporting frontline officers during initial investigations. In 2022, the clearance rate
was 16%, with a charge rate of 10%. In 2023, the clearance rate dropped to 12%, alongside a charge rate
of 7%. In 2024, the clearance rate slightly improved to 15%, but the charge rate remained at 7%. These
figures reflect the workforce currently assigned to Project Attire, which has remained consistent.
Community Awareness
Project Attire connected with approximately 4,000 residents in communities throughout the Durham
Region. The auto theft prevention awareness bus campaign began in December 2024 with Durham Region
Transit.
Unit Highlights
Project RUGER focused on addressing stolen vehicles in north Durham connected to the illicit drug trade.
Charges of Possession of Property Obtained By Crime, Possess Cocaine for Trafficking and Possession of
Other Drugs for Trafficking were laid.
Four individuals were identified concerning the theft of three vehicles and several other criminal offences
across the Durham Region. Through a fulsome investigation, it was determined that, in addition to vehicle
thefts, the contents of the stolen vehicles were used to commit other fraud-related crimes. Officers laid over
30 charges in total.
Financial Crimes Unit
In 2024, there were 4,055 reported occurrences of fraud, which is a 4% increase compared to 2023. The
Financial Crimes Unit was assigned 322 new cases to investigate during the year, leading to 72 arrests and
516 charges being filed. Victims of fraud reported total losses exceeding $58.6 million in 2024, with
approximately 3% of that amount recovered to date. Additionally, the fraud queue has decreased by about
33% on Mondays since the official implementation of the Intake position. Notably, cryptocurrency-related
cases increased by 37% from 2023 to 2024, resulting in a total loss of $18.6 million in 2024.
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[Page 25 of 35]
Community Involvement
FCU has partnered with TD Bank to raise awareness of the 211 Campaign by implementing digital
messaging in all their Durham branches. This message was displayed every 10-15 minutes from January
17 to March 17, 2024. Additionally, March is recognized as Fraud Prevention Month. Throughout this
month, FCU shared daily tweets containing valuable tips and alerts to help keep the public informed and
protected.
Robbery Unit
The DRPS Robbery Unit investigated 65 Robbery occurrences in 2024, up 10% compared to 2023.
Weapons were used in 44 of the robberies (68%), specifically 16 involved firearms, 13 involved knives,
and 15 involved other weapons. Stolen vehicles were used in 16 of the cases, and 23 were linked to multi-
jurisdictional crime series. Robbery Unit assigned cases resulted in 50 arrests and 231 charges being laid
in 2024.
Robbery Unit Community Engagements
In 2023, Members of the Robbery Unit developed a presentation to be delivered to financial institution
employees. Building off the success from the previous year, members reached out to additional financial
institutions to reach more community partners delivering the presentation to multiple credit unions. The
presentation was designed to educate bank employees on what to do in the event of a robbery. The
presentation focused on methods to ensure the safety of all employees and clients, as well as ways to assist
investigators with the investigation. Presentation and interaction with unit members were well received,
leading to requests from other financial institutions to receive the presentation.
Human Trafficking Unit / CARE
In 2024, the Human Trafficking Unit investigated 249 incidents that involved elements of human
trafficking. Of these incidents, 211 individuals (87 under 18 years of age) were assisted/provided services,
either due to their involvement in human trafficking or their risk of becoming involved in human trafficking-
related activity. As a result of these investigations, 111 charges were laid, and 73 accused/people of interest
were identified. Compared to 2023, this represents a 14% decrease in investigations and a 10% decrease in
victims.
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HT Community Involvement
On February 22 and 23, 2024, for Human Trafficking Awareness Day, the HTU hosted a pop-up
information booth. Members from CAS, DBCFS, Victim Services, Durham HT Coalition, and Lavender
Hill were in attendance. A newly wrapped Durham Region Transit bus was unveiled at the event. In April
2024, the StopHT-wrapped tractor-trailer was revealed to the press. These vehicles will help to raise
awareness of human trafficking throughout the Durham Region, as well as direct people to a website that
provides helpful information for those involved in human trafficking or those who people may suspect are
involved (Stopht.com).
Human Trafficking E-Learning
The Human Trafficking Unit released a survivor-led human trafficking e-learning course in conjunction
with Victim Services of Durham Region and Niagara Police Service. The training is mandatory for officers
but is available for all members to participate in.
Monday Night Project
The Monday Night Project is a safe space drop-in group held biweekly for street sex workers (victims of
sex trafficking and/or women at risk). The HTU works collaboratively with agencies such as the Region of
Durham, CAREA, Ontario Works, and Victim Services of Durham Region to provide the attendees with
access to reporting ‘bad dates’ and other offenses, information sharing, housing access, clothing, food, and
harm reduction. Created by the HTU in March 2023, the MNP has held 49 meetings in total, providing
essential support via community resources to 245 vulnerable women.
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[Page 27 of 35]
OASIS – Older Adult Support Investigative Services
Statistics Canada projections indicate that the Region of Durham is undergoing a significant shift in the age
demographic of its residents, particularly those aged 65 and older. In 2016, 13.7% of residents fell into this
category, which is projected to rise to 19.9% by 2028, representing 1 in 5 residents. Long-term estimates
suggest that by 2040, the ratio could be as high as 1 in 4 residents.
In response to this demographic change, the Durham Regional Police Service (DRPS) established the Older
Adult Support and Investigative Services (OASIS) Unit as part of the 2023/2024 budget. The OASIS unit
began ramping up in July 2023 with one detective, who was later joined in January by a Detective-Constable
(D/Cst). By June 2024, a second D/Cst joined the unit.
Both D/Csts arrived with extensive experience in policing. Since their arrival, the officers have worked to
enhance their understanding of the complex issues facing vulnerable individuals, particularly older adults.
These issues often involve aspects of civil law, the criminal code, and collaboration with community
partners.
Unit personnel collaborate closely with the Region of Durham's Older Adults’ Safety Support Team
(OASST), provincial regulatory authorities (such as the Ministry of Long-Term Care and the Retirement
Home Regulatory Authority), and agencies like the MAG Office of the Public Guardian and Trustee, among
many other community partners. Building strong relationships with these partners is crucial to ensuring that
victims receive the necessary support, which allows the police to concentrate on allegations of abuse and
criminal activity.
In November 2024, the Unit's mandate was approved, leading to revisions in Directive VA-01-004, which
addresses Vulnerable Persons, including Older Persons. In early 2025, the unit will commence an awareness
program, visiting all frontline and specialty units to promote understanding and introduce support
mechanisms.
OASIS Community Engagements
The OASIS Unit participates in various community engagement activities, such as presentations, events,
and educational seminars, to enhance public awareness and understanding of topics like fraud, Powers of
Attorney, Last Will and Testament, and the abuse of vulnerable persons. These efforts also aim to raise
awareness of the DRPS's initiatives and foster collaboration between the DRPS and community partners,
with the ultimate goal of reducing victimization.
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[Page 28 of 35]
In 2024, members of the OASIS Unit took part in 94 community engagements, reaching over 2,234
attendees aged 14 and older.
In collaboration with the Police Leadership Council (PLC), the unit conducted a 5-day course titled "Abuse
of Older Adults" for Front-Line Officers in September 2024. Participants included DRPS uniformed
officers, five members from two other services, and one representative from the Region of Durham. The
DRPS is working to have this course accredited by the Ontario Provincial Police (OPP) as a provincial
Level 1 course under the Community Safety and Policing Act (CSPA).
CRIMINAL INTELLIGENCE BRANCH
The Criminal Intelligence Branch is an integral part of the Serious and Organized Crime Section and
underpins many investigations across the organization. Managed within the Intelligence Branch are support
units which include surveillance teams, warrant liaison, Lawful Access and Information Management
Units; these units are assigned on a priority basis and focused on prioritizing responses to the most serious
threats to public safety. Additionally, the Criminal Intelligence Branch manages information that is
collected, assessed, and disseminated to effectively embrace intelligence-led policing. Members of
enforcement teams utilize focused intelligence-led enforcement initiatives based on Threat
Assessment/Evidence.
Innovation and Modernization
The Technical Services Section (TSS) of the DRPS continues to strive to be at the forefront of the
modernization of Policing. TSS focused on three main components over the year, including; the creation of
the Covert Access Interception Team (CAIT), Increasing capabilities of the Lawful Access Unit (LA) and
acquiring new and innovative technology.
In 2024, the CAIT unit has been fully engaged in Cell Site Simulator (CSS) deployments for investigations
and exigent circumstances. CSS deployments have been directly responsible for several lifesaving
deployments. At the beginning of 2024, TSS cooperated with Fleet Services to establish a Drop Vehicle
Program for Video Installations. TSS obtained two vehicles in 2024, which have been deployed regularly.
Moving forward, there may be a need for additional Drop Vehicles as the requests for these deployments
continue to increase. Furthermore, as demonstrated in the statistics for Operational Deployments, TSS
required a Bucket Truck. In 2025, the DRPS will obtain one through cooperation with E-Crimes and the
Regional Overt Camera initiative.
TSS and Lawful Access Supervisor worked diligently this year on two main priorities: a JSI Refresh and
creating Full-Time LA Monitor positions. The JSI refresh required numerous reports and a presentation to
the Police Services Board to obtain funding. These efforts proved successful, and the JSI systems for the
DRPS will be refreshed/upgraded in early 2025. The Budget Case submission for the Full-Time LA
Monitors was also successful, and two members will be added in 2025 as full-time employees.
TSS and Lawful Access have agreed to make Kingston PS their primary support for JSI deployments for
investigations. An MOU has been initiated with Kingston PS. Once this is completed, similar MOUs will
be generated for other supported agencies, including Port Hope, Cobourg, Peterborough, and Kawartha
Lakes.
Intelligence Operations Section (IOS)
The Intelligence Operations Section (IOS) is a member of the Criminal Intelligence Service of Ontario
(CISO), a partnership between the Ontario Government and the law enforcement community. IOS is
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[Page 29 of 35]
responsible for the collection, analysis, and dissemination of criminal intelligence, working
collaboratively with Provincial and Federal partners to enhance public safety.
In 2024, IOS continued to leverage technology and social media monitoring to support intelligence-led
policing and community safety initiatives. Significant efforts have been made to enhance intelligence-
gathering capabilities through specialized training for Divisional members. The deployment of secure
computers, combined with an Intelligence-led OSINT training course, safeguards investigative tactics and
DRPS infrastructure.
OSINT training has proven to be an essential tool for monitoring open-source information related to
upcoming protests and gatherings within the region. It allows for early detection and real-time
intelligence gathering, ensuring investigators remain informed about locations, routes, and changes in
plans. Additionally, it aids in identifying organizers, key figures, and estimating crowd sizes—critical for
public and officer safety through strategic resource deployment. The continued expansion of OSINT
training and technology will further strengthen intelligence-led policing efforts.
Commitment to Hate Crime Investigations
IOS remains at the forefront of investigating hate-motivated incidents. As part of the Hate Crime
Extremism and Incident Team (HCEIT), a dedicated D/Cst. collaborates closely with 18 police services
across Ontario, facilitating seamless information exchange and providing investigative support.
To modernize investigative processes, IOS has developed a Versadex template to assist frontline officers
in capturing crucial information at the outset of investigations. Accurate initial reporting enhances case
development, assisting Criminal Investigations Branch (CIB) offices and IOS in achieving higher charge
clearance rates. These improvements contribute to greater community trust and confidence in law
enforcement. Additionally, a Hate Crime Dashboard has been implemented to track hate-related statistics
and incident locations. This data-driven approach allows for the identification of emerging crime trends,
the direct direction of frontline patrols to areas of concern, and improved response strategies.
Expansion of Hate Crime Investigative Resources
A budget submission was successfully approved for the creation of a dedicated Hate Crime Investigative
Team, consisting of:
• Three (3) Detective Constables
• One (1) Dedicated Analyst
These additional members will provide specialized support in tracking, investigating, and
addressing hate-motivated incidents, further strengthening IOS’s mandate.
IOS also plays a key role in officer education by participating in divisional parades and
delivering training on hate crime investigations and tracking. Additionally, the team contributes
to the CISO outreach training program, hosting specialized training courses to further develop
investigative expertise. With these advancements, IOS continues to innovate and enhance
investigative efficiency, reinforcing its commitment to community safety and intelligence-led
policing.
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[Page 30 of 35]
Drug Enforcement Unit (DEU)
The Criminal Intelligence Branch continued to focus on traffickers and criminal networks responsible for
the distribution and importation of controlled substances primarily fentanyl, heroin, cocaine, and
methamphetamine. The networks identified are often embedded in communities across the province, and
through the use of intelligence and open communication, the team ensures a collaborative global response.
In 2024 the DEU received considerable financial support from Provincial partners running project Venture.
As a result of this project investigators seized firearms and a significant amount of controlled substances.
The project is on-going and is expected to be concluded in late spring. This project would not be possible
without the funding provided by CISO and our external partner agencies. DEU members routinely provide
presentations to police and non-police audiences across the province. This includes regular presentations
on best practices during opioid investigations to aspiring drug officers at the Ontario Police College, and
educating Durham Region EMS employees on street level opioid trends.
The Intelligence Branch has been tracking the overdose/sudden death rates relating to opioid abuse
(including illicit fentanyl and heroin) since 2014. Partners in this practice include the Drug Enforcement
Unit, Investigative Services, and Forensic Investigative Services. These statistics have been used in a
number of educational and awareness presentations to inform our health care officials, emergency services
personnel, the judiciary, and the general public on the status of the opioid health crisis and the dangers of
Fentanyl. These statistics also proved important, and guided investigations to areas most effected by
overdoses in the region during project Martini. This was a street level project supported by DEU in
combination with members of the Community Resource Teams (CRT). During this project, a significant
number of arrests and seizures occurred (mainly fentanyl) and had a significant impact on the areas of the
region most effected by fentanyl trafficking and overdose.
According to the Durham Region Opioid Information System (DROIS), Region of Durham Paramedic
Services (RDPS) responded to an increasing number of suspected opioid overdose calls for service every
year from 2017 until reaching a peak in 2021. Annual call volume dropped in 2022, which continued
through the first quarter of 2023. However, by mid-May in 2023 weekly call volume began steadily
increasing and hit a monthly high in December. Overall, annual call volume was 25% higher in 2023 than
in 2022. This trend continued into 2024; from January to September, RDPS calls for service were 32%
higher than the same time last year. Monthly call volume began decreasing in October, but the year -end
count was still 6% higher than in 2023. Call volume in the first two months of 2025 is 48% lower than in
2024.
The number of confirmed fatal opioid overdoses peaked in in 2021 and more than doubled the five-year
average; 115 fatalities were attributed to opioid overdose, 108 of which were Fentanyl related.
In 2022, similar to overdose calls for service, fatal opioid overdoses trended lower. Toxicology report
returns show there were 56 confirmed fatal opioid overdoses, 50 of which were due to Fentanyl toxicity.
In 2023 there were 63 confirmed fatal opioid overdoses, 53 of which involved Fentanyl. The 2023 counts
for fatalities surpassed the 2022 totals, and there are still 3 reports pending toxicological results.
In 2024 there were 56 confirmed opioid overdose deaths, 48 of which were Fentanyl related. There are still
33 toxicology reports outstanding.
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[Page 31 of 35]
The emergence of substances such as benzodiazepines, sedatives and nitazenes have served to further
contaminate the street level fentanyl supply and has contributed to overdose death rates across Canada, as
these substances are not counteracted by Naloxone. Two of the fatal drug overdoses in 2024 were attributed
to cocaine and protonitazene toxicity. These are the first fatalities in the Region where a nitazene (synthetic
opioid) has been noted in the absence of an opioid.
The benzodiazepine trend is mirrored
in opioid drug fatalities in Durham
Region. The proportion of fatal opioid
overdoses where toxicology reports
show a presence of benzodiazepine
has increased significantly since 2018,
when there was only one instance.
Since then, benzodiazepines have been
present in 31% of deaths in 2020 and
70% of deaths in 2021. In the 56
confirmed opioid overdoses in 2022,
28 contained a benzodiazepine (50%).
In 2023, bromazolam was detected in
44 of the 63 confirmed opioid
overdose deaths (70%).
In 2024 the rate dropped to 41%.
Members are embedded within the Drug Treatment Court and collaborate with the treatment team to reduce
recidivism and promote the recovery of the participant. The police liaison officer performs a vital role which
ensures the integrity of the program. By doing background checks on potential referrals police are able to
prevent traffickers from entering the program and avoiding accountability while keeping the resources
available for those who struggle with addiction. Additionally, by consistently monitoring the participants,
the liaison officer identifies high risk situations which could impede their recovery and keeps the
accountable to the court. Participating on the Opioid Task Force, officers work with a diverse cross-section
of community partners including treatment providers, harm-reduction workers, public health and Ontario
Tech University to develop strategies to address the opioid crisis. DRPS members recently undertook
0
10
20
30
40
50
60
70
80
90
100
2018 2019 2020 2021 2022 2023 2024
%
Year
Proportion of Opioid Overdose Fatalities With Presence
of a Benzodiazepine
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[Page 32 of 35]
preparing a process map illustrating the variety of arrest circumstances to identify where treatment
interventions and referrals could be made. This led to the circulation of information regarding PCOP so
officers who release someone on the street or from cells could (on consent) share contact information with
PCOP as a gateway to treatment services.
Drug Expert Program
In 2024, DEU members authored in excess of one hundred and ten (110) expert opinions for criminal court.
DEU members also drug provide expert testimony in all levels of court in Durham Region and throughout
the Central East region. Lastly, DEU expert witnesses take part of in consistent training, and provide
training and guidance to DRPS officers and officers throughout the province.
Community Involvement
In addition to the DEU’s partnerships with Drug Treatment Court, DEU members have engaged with non-
policing community members through conducting presentations and symposiums to the following people
and organizations; Durham EMS – conducted in excess of eight (8) presentations to Durham Region
paramedics, these presentations focused on current drug trends within the region, and safe handling of
fentanyl and opioids. Ontario Power Generation (OPG) – DEU members conducted ten (10) presentations
to OPG members about the current drug trends, drug recognition and safe handling of opioids. Youth in
Policing (TIP) – DEU members conducted two (2) presentation to YIP members about drug recognition
and current drug trends within the region.
Gun and Gang Unit
The Gun and Gang Unit has developed a comprehensive understanding of the evolving Privately Made
Firearm (PMF) market. Beyond its involvement in numerous PMF-related cases, the unit has acquired an
advanced 3D printer and continues to produce and test firearm components. This rapidly growing and
dynamic market enables illicit firearm owners to create highly functional, untraceable weapons.
Investigators continue to actively share their expertise on this market with law enforcement agencies across
the country, both through their participation in the Provincial Expert Advisory Committee on Organized
Crime (PEACOC) and through provincially-led Firearms Verification and Gang Investigator courses at the
Ontario Police College. GGU has built several functioning .22 calibre 3D printed firearms. These builds
have been shared with the RCMP and added to the firearms reference table. Several firearms parts and
overcapacity magazines in a variety of calibres have also been tested.
Education and mentorship remain key priorities for the Criminal Intelligence Branch. The Gun and Gang
Unit has continued to deliver training on firearm and street gang trends through various courses for both
front-line and investigative personnel. In addition, ongoing support, guidance, and mentorship have been
provided to uniformed officers, community resource teams, criminal investigative bureaus, and the
homicide unit. Members of the Gun and Gang Unit frequently assist with shooting investigations and the
seizure of both legal and illegal firearms, offering resources and sharing valuable insights on best practices
and recent legal developments.
The Gun and Gang Unit has continued to grow and enhance the Gang Liaison Officer program, which is
funded by the Community Safety and Policing Grant. This initiative has led to the creation of additional
training opportunities, raising awareness about gun and gang-related issues, as well as focusing on gang
prevention among youth. Stronger relationships have been fostered between front-line patrol officers,
school liaison officers, Crown Attorneys, Probation and Parole Services, and other key stakeholders to
ensure effective prosecutions, appropriate sentencing upon conviction, and the management of
rehabilitation and prevention efforts. This ongoing support and mentorship reflect a strong commitment to
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[Page 33 of 35]
community safety by boosting knowledge and confidence within the police service, ultimately enhancing
the quality of service provided to our communities.
During a significant portion of 2024, the Durham Regional Police Service Gun and Gang Unit investigated
a street gang operating in North Oshawa, calling themselves “2230”. Investigators received information
about this Gang and had been monitoring social media and police incidents related to this group prior to the
investigation. The information referred to the group as a “gang” and claimed members were in possession
of illicit firearms while engaging in drug and firearms trafficking as well as other crimi nal behavior. As a
result of “Project Burton,” 35 people were charged with 184 criminal charges and 21 search warrants were
executed at residences in the Durham Region and the GTA. The investigative team seized 12 handguns, 1
Carbine Rifle, 7 overcapacity magazines, 1114 grams of cocaine, and 747 grams of Fentanyl.
The Gun and Gang Unit aims to create a firearms workshop designed to teach Frontline officers and
investigators best practices when dealing with crime guns. This course will be delivered across the Durham
Regional Police Service. The Gun and Gang Unit believes that this workshop will provide officers with the
knowledge and understanding to seize, handle safely, and lay charges in cases where crime guns are seized.
Although there was a decrease (41%) in the number of crime guns seized by DRPS in 2024 compared to
the previous year, the number of seizures remained high. There were 50 Firearm Discharges/Shootings in
2024, a significant increase (56%) from 2023. Accounting for some of the differences, 15 firearm
discharges/shootings occurring in the Durham Region related to the tow-truck conflict compared to only 1
firearm discharge the previous year. 30% of the firearm discharges in 2024 were related to the tow -truck
conflict. Victims of shootings slightly increased by 8%, with non-fatal injuries from shootings increasing
from 7 victims in 2023 to 11 victims in 2024. The number of homicide victims from shootings decreased
from six in 2023 to 3 in 2024.
CONCLUSION
The activities and lessons learned from our decades of community policing experience are inventoried and
maintained to inform future initiatives and develop our newest leaders. Furthermore, the support of our
Strategic Services Unit ensures we use evidence-based approaches in our decision-making and in evaluating
our results.
46
41
32 32
50
15 14
26
7
11
6 4 5 6
3
0
4
8
12
16
20
24
28
32
36
40
44
48
52
56
2020 2021 2022 2023 2024# of ShootingsComparison of Shootings/Firearm Discharges Across the Durham Region
Jan 1 to Dec 31
# of Shootings YTD # of Non-Fatal Victims Involving Shootings YTD # of Homicides Involving Shootings YTD
YTD Increase
56%
YTD Increase
57%
YTD Decrease
50%
Page 36
[Page 34 of 35]
Sir Robert Peel wrote, “The police are the public and the public are the police”. We recognize and
appreciate that our strength comes from our community and its members. We strive to work with each
community to ensure that Durham Region has the safest community in which to live, work and play. The
DRPS is exceptionally proud of our community policing results and appreciates the strong engagement of
the communities we serve.
Report Approval Details
Document Title: Community Policing Version 2.docx
Attachments:
Final Approval Date: Apr 4, 2025
This report and all of its attachments were approved and signed as outlined below:
Peter MOREIRA
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[Page 35 of 35]
Report Approval Details
Document Title: 2024 Community Policing .docx
Attachments: - Community Policing_April2025_Board Report.docx
Final Approval Date: Apr 7, 2025
This report and all of its attachments were approved and signed as outlined below:
Kim Yeandle
Peter MOREIRA
Page 38
The Regional
Municipality of
Durham
Corporate Services
Department –
Legislative Services
Division
605 Rossland Rd. E.
Level 1
PO Box 623
Whitby, ON L1N 6A3
Canada
905-668-7711
1-800-372-1102
durham.ca
Alexander Harras
M.P.A.
Director of
Legislative Services
& Regional Clerk
Sent Via Email
April 23, 2025
Mansoor Mahmood
Director, Building and Development Branch
Ministry of Municipal Affairs and Housing
777 Bay Street, 12th Floor
Toronto, ON M7A 2J3
Dear M. Mahmood:
RE: Durham Greener Homes Program Update and
Enhancements (2025-COW-17), Our File: D00
Council of the Region of Durham, at its meeting held on April 23,
2025, adopted the following recommendations of the Committee of
the Whole:
“A) That Regional Council endorse the enhancements to the
Durham Greener Homes Program as outlined in Report
#2025-COW-17 of the Chief Administrative Officer, including:
i) Introducing services to support Durham Region residents
in undertaking “weather-ready” home renovations that
reduce the impacts and potential costs associated with
extreme weather events on their homes through expert
advice, program funding supports, industry training, and
community engagement; and
ii) Introducing a direct municipality-to-homeowner loan
financing program, led by the Region and based on
authority granted under the Municipal Act (2001), and
associated Ontario Regulations 322/12 and 586/06 which
authorizes municipalities to make available a Local
Improvement Charge (LIC) financing option for energy
and water retrofits on private property, subject to the
Region successfully renegotiating the existing Grant and
Loan Loss Reserve funding agreement with the
Federation of Canadian Municipalities (FCM) through
their Community Efficiency Financing (CEF) program to
enable funds to be redirected towards home energy and
water retrofit loan financing program;
If you require this information in an accessible format, please contact Legislative Services at
clerks@durham.ca or at 1-800-372-1102 ext. 2097.
Page 39
B) That staff be authorized to negotiate and award a sole source agreement with the
Windfall Ecology Centre to deliver the proposed weather-ready enhancements
through existing Durham Greener Homes Program supported by approved
operating funding for a period of up to four (4) years (April 2025-March 2029);
C) That Regional Council direct staff to prepare and submit a funding proposal
through FCM’s Local Leadership for Climate Adaptation program Financing
Adaptation Stream anticipated to launch in Fall 2025 to support the full
implementation of the Durham Greener Homes Program weather-ready program
as outlined in Report #2025-COW-17;
D) That the Chief Administrative Officer be authorized to enter into all necessary
agreements with the Federation of Canadian Municipalities, and other partners,
in forms satisfactory to the Regional Solicitor and Commissioner of Finance, to
support implementation of the Program enhancements outlined in Report #2025-
COW-17;
E) That debenture financing from the Federation of Canadian Municipalities not to
exceed $2 million be approved to implement the direct municipality-to-
homeowner loan financing program outlined in Recommendation A) ii);
F) That the Commissioner of Finance/Regional Treasurer, Regional Chair and
Regional Clerk be authorized to enter into any loan agreements or execute other
documents that may be required to receive the debenture financing from the
Federation of Canadian Municipalities;
G) That approval be granted for the requisite by-laws to receive loan or grant
financing from the Federation of Canadian Municipalities to advance the Durham
Greener Homes Program and the direct municipality-to-homeowner loan
financing program; and
H) That a copy of Report #2025-COW-17 be forwarded to local area municipalities,
the Association of Municipalities of Ontario (AMO), the Ontario Ministry of
Municipal Affairs and Housing, the Ontario Ministry of Environment Conservation
and Parks, Housing Infrastructure and Communities Canada, the Durham Region
Home Builders’ Association, and the Federation of Canadian Municipalities
(FCM), for their information.”
Page 40
Please find enclosed a copy of Report #2025-COW-17 for your information.
Alexander Harras
Alexander Harras, M.P.A.
Director of Legislative Services & Regional Clerk
AH/tf
c: A. Wood, Assistant Deputy Minister, Climate Change and Resiliency Division,
Ontario Ministry of Environment, Conservation and Parks
P. Halucha, Deputy Minister, Housing Infrastructure and Communities Canada
J. Grossi, Clerk, Town of Ajax
F. Lamanna, Clerk, Township of Brock
J. Gallagher, Clerk, Municipality of Clarington
M. Medeiros, Clerk, City of Oshawa
S. Cassel, Clerk, City of Pickering
B. Labelle, Clerk, Township of Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
Association of Municipalities of Ontario (AMO)
Federation of Canadian Municipalities (FCM)
Durham Region Home Builders’ Association
S. Austin, Executive Director, Strategic Initiatives
I. McVey, Manager of Sustainability
Page 41
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 3803
The Regional Municipality of Durham
Report
To: Committee of the Whole
From: Chief Administrative Officer
Report: #2025-COW-17
Date: April 9, 2025
Subject:
Durham Greener Homes Program Update and Enhancements
Recommendation:
That the Committee of the Whole recommends to Regional Council:
A) That Regional Council endorse the enhancements to the Durham Greener Homes
Program as outlined in this report, including:
i) Introducing services to support Durham Region residents in undertaking
“weather-ready” home renovations that reduce the impacts and potential costs
associated with extreme weather events on their homes through expert advice,
program funding supports, industry training, and community engagement; and
ii) Introducing a direct municipality-to-homeowner loan financing program, led by
the Region and based on authority granted under the Municipal Act (2001),
and associated Ontario Regulations 322/12 and 586/06 which authorizes
municipalities to make available a Local Improvement Charge (LIC) financing
option for energy and water retrofits on private property, subject to the Region
successfully renegotiating the existing Grant and Loan Loss Reserve funding
agreement with the Federation of Canadian Municipalities (FCM) through their
Community Efficiency Financing (CEF) program to enable funds to be
redirected towards home energy and water retrofit loan financing program.
B) That staff be authorized to negotiate and award a sole source agreement with the
Windfall Ecology Centre to deliver the proposed weather-ready enhancements
through existing Durham Greener Homes Program supported by approved operating
funding for a period of up to four (4) years (April 2025-March 2029);
C) That Regional Council direct staff to prepare and submit a funding proposal through
FCM’s Local Leadership for Climate Adaptation program Financing Adaptation
Stream anticipated to launch in Fall 2025 to support the full implementation of the
Durham Greener Homes Program weather-ready program as outlined in this report.
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Report #2025-COW-17 Page 2 of 13
D) That the Chief Administrative Officer be authorized to enter into all necessary
agreements with the Federation of Canadian Municipalities, and other partners, in
forms satisfactory to the Regional Solicitor and Commissioner of Finance, to support
implementation of the Program enhancements outlined in this report,
E) That debenture financing from the Federation of Canadian Municipalities not to
exceed $2 million be approved to implement the direct municipality-to-homeowner
loan financing program outlined in Recommendation A ii);
F) That the Commissioner of Finance/Regional Treasurer, Regional Chair and Regional
Clerk be authorized to enter into any loan agreements or execute other documents
that may be required to receive the debenture financing from the Federation of
Canadian Municipalities;
G) That approval be granted for the requisite by-laws to receive loan or grant financing
from the Federation of Canadian Municipalities to advance the Durham Greener
Homes Program and the direct municipality-to-homeowner loan financing program
and;
H) That a copy of this report be forwarded to local area municipalities, the Association
of Municipalities of Ontario (AMO), the Ontario Ministry of Municipal Affairs and
Housing, the Ontario Ministry of Environment Conservation and Parks, Housing
Infrastructure and Communities Canada, the Durham Region Home Builders’
Association, and the Federation of Canadian Municipalities (FCM) for their
information.
Report:
1. Context/Background
1.1 Increasingly frequent and severe extreme weather events are leading to significant
cost impacts on home and building owners, including rising insurance premiums and
personal property damages. According to the Insurance Bureau of Canada (IBC), in
2024 alone insured losses from severe weather events totalled over $8.5 billion
across Canada and resulted in more than 250,000 claims, making it the costliest
year in Canadian history. Since 2019, Canada has experienced a 115% increase in
the number of claims for personal property damage and a 485% increase in the
costs for repairing and replacing personal property. In addition, potential tariffs on
trade including on the flow of goods between Canada and the U.S. could further
adversely impact the cost of building materials. Durham Region residents, including
home and building owners, need support to mitigate against the extraordinary costs
associated with impacts from extreme weather events.
1.2 In addition, there is a critical need to further support home renovations that address
energy efficiency. Homes and buildings are estimated to represent close to 1/3 of
total community-wide GHG emissions in Durham Region and the Region’s housing
stock requires sustained investment over the coming decades to improve building
envelope, transition away from fossil fuel-based heating systems and reduce overall
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energy consumption and resultant GHG emissions. Home energy renovations
provide a myriad of benefits, including job creation and associated local economic
benefits, as well as enhanced local energy security by reducing reliance on
imported sources of energy.
1.3 Experience with the Durham Greener Homes (DGH) Program to-date shows that,
while the program is generating a lot of interest and engagement in home energy
efficiency renovations, in its current format it is not fully addressing some key
challenges faced by home and property owners, including:
a. support for measures to increase resilience to extreme weather events; and
b. access to long-term, fixed-rate financing options for home energy retrofits that
better aligns with the payback periods associated with these projects.
1.4 This report seeks Regional Council endorsement of two sets of key enhancements
proposed for the DGH Program to respond to these current and emerging needs of
the Region’s homeowners and residents, including expanding the program to
support undertaking renovations to improve resilience to extreme weather, and
introducing a new low-interest loan financing offer for energy retrofits led by the
Region, using the Local Improvement Charge (LIC) mechanism.
2. Previous Council Reports and Decisions
2.1 In 2009 Regional Council approved the creation of a Basement Flooding Loan
Program for residents who have experienced basement flooding due to sanitary
sewer backup. This program provides an interest free loan up to $3,000 to finance
the installation of an approved backwater valve and sump pump, with repayment
through a surcharge on the resident’s quarterly water and sewer bill.
2.2 In September 2016, Regional Council endorsed the Durham Community Climate
Adaptation Plan (DCCAP), which sets out a vision, goals, and programs to protect
Durham Region from a changing climate (Report #2016-COW-103). The Plan’s
Building Sector objectives include increased resilience of existing buildings to future
climate conditions through adaptation retrofit measures. It calls for a “Building
Retrofit for Climate Resilience” program that would consist of education, industry
training, financial incentives or loans, and engagement with the building insurance
industry (B2). It also recommends several other resilience actions including public
education (CS2), addressing urban flooding (F1), heat warning awareness (HH1),
and building resilience in the natural environment (NE1).
2.3 In April 2019, Regional Council adopted the Durham Community Energy Plan
(DCEP), which called for a strategy to deliver energy retrofits across all of the
200,000 existing single-family homes in Durham Region to reduce household
monthly utility costs and GHG emissions while also stimulating the local clean
energy economy. The DCEP called for coordinated implementation across all levels
of government, with municipalities offering a financing package developed using
Property Assessed Clean Energy (PACE), enabled in Ontario through LIC
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regulations under the Municipal Act, combined with incentives from other levels of
government and energy utilities.
2.4 In June 2020, Regional Council approved a conceptual home energy retrofit
program design (Report #2020-A-12), and authorized staff to submit a funding
application to the Federation of Canadian Municipalities (FCM) Community
Efficiency Financing (CEF) program to support program implementation. Rather
than the municipality-led PACE/LIC financing approach recommended in the DCEP,
the program design called for a third-party financing approach based on
partnerships with local utilities and credit unions supported by a loan loss reserve
administered by the Region.
2.5 In March 2022, Regional Council received an update on successful FCM CEF
funding securement and competitive procurement of program administrator Windfall
Ecology Centre (Report #2022-INFO-15). As outlined below, the Region is currently
working with Windfall Ecology Centre to deliver the comprehensive voluntary
residential retrofit program which includes expert energy coaching services, tailored
incentives, and third-party financing services.
3. Durham Greener Homes Program Experience to Date – Successes and
Challenges
3.1 The Durham Greener Homes Program (DGH) officially launched in April 2022,
providing residents with a “one-stop shop” approach to implementing home energy
retrofits with a goal to retrofit 200,000 homes by 2050. The Program provides
residents with expert energy coaching services, tailored incentives, and access to
third-party financing services supported by a loan loss reserve program.
3.2 The most successful element of the DGH Program has been the energy coaching
services. DGH energy coaches are independent experts available to help
homeowners navigate the complex home retrofit process. Questions tend to be
about building science, technologies, incentive program processes, and contractor
selection. It has been widely popular, driven uptake, and had a measurable impact
on reducing emissions. Homeowners leveraging the energy coaching service
through the program have achieved 40% greater emissions reductions than the
average home energy retrofit in Durham over the same period. As of February
2025, there have been close to 1,400 calls for energy coaching and the feedback
survey has received over 300 responses resulting in a 4.8/5 customer rating.
3.3 Participation in the DGH Program increased significantly in 2024 following the
launch of the Virtual Home Energy Assessment Tool (VHEAT). VHEAT was
developed for the DGH Program by Windfall Ecology Centre. It applies machine
learning to generate retrofit suggestions for homeowners. It also enables
homeowners to run various scenarios to help them decide on their home retrofit
solutions. The energy coaches also leverage the VHEAT platform to assess a home
before an actual in-person home assessment is completed. In the quarter following
the launch of V-HEAT, homeowner enrollments in the energy concierge service and
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coaching calls increased by 160% and 130% respectively. Homeowner feedback
suggests that the process is smooth, and the results are easy to understand and
access.
3.4 The DGH Program has successfully leveraged an initial $350,000 investment from
the Region’s Climate Mitigation and Environmental Initiatives Reserve Fund to
secure additional contributions in support of program implementation, including:
a. FCM Green Municipal Fund: $1,889,470 in grant funding and $1,500,000 in a
dedicated loan loss reserve fund to support lending from participating third
party financing partners. The Region’s FCM funding agreement runs for a four-
year term from April 2022 to April 2026.
b. Enbridge Gas: $100,000 over four years (2022-2026) to support program
marketing.
c. Natural Resources Canada – Towards Net Zero Homes and Communities:
$400,000 in grant funding to Windfall Ecology Centre to support development
of the V-HEAT Platform.
3.5 While there have been notable program successes as outlined above, the DGH
Program has also faced limited results in its current iteration, namely around the
third-party financing arrangement supported by a loan loss reserve. The original
program concept contemplated a range of competitive third-party financing offers
enabled through the availability of a loan loss reserve. However, as staff worked to
finalize financing arrangements as part of the 2022 program launch, several
potential lending partners who initially expressed interest withdrew, citing
uncertainty in the pandemic-impacted economic environment and anticipated
trajectory of interest rates.
3.6 The Program ultimately launched in April 2022 with two credit union financing
partners – Pathwise Credit Union and Rapport Credit Union – however both opted
to offer the same program-supported loan product in the form of variable rates loan
at an interest rate of prime plus 2% for 10-year loan terms. These rates are
generally higher than available home equity lines of credit (HELOC) and much
higher than the federal government’s Greener Homes Loan Program. Therefore,
despite overall success with program participation and energy coaching, there has
not been any uptake of the program-supported loan offering available through the
two financing partners.
3.7 Challenges with the DGH Program third party loan financing program can be
compared against the relative success of other Ontario municipal home energy
retrofit financing programs supported by the FCM CEF program which launched
around the same time, but used a direct municipal loan secured through LIC
regulation:
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a. Better Homes Ottawa: Launched in November 2021 with $10 million in FCM
loan capital. The program was quickly oversubscribed, and by June 2022 an
estimated 500 loans had been facilitated.
b. Better Homes Kingston: Launched in April 2022 with $10 million in FCM loan
capital, and by November 2022 the City had received 470 applications. Due to
high demand, City staff suspended applications and established a waitlist for
interested residents.
c. Toronto Home Energy Loan Program: Since re-launching in June 2022 with
the support of FCM capital the Toronto HELP program has issued 459 funding
offers and just over $11 million in loans, based on 1,800 applications.
3.8 Local Improvement Charge (LIC) financing (also known as Property-Assessed
Clean Energy, or PACE, financing) is common across North America, with more
than 40 US states having passed enabling legislation. In Ontario, municipalities are
uniquely able to offer financing tied to a property using an LIC mechanism under the
Municipal Act (2001) where O. Reg 322/12 and 586/06 authorize municipalities to
use LICs for improvements in energy efficiency, renewable energy and water
conservation.
3.9 Experience from Ontario municipalities noted in Section 3.7 above and other
municipal jurisdictions across North America has shown that PACE/LIC financing
programs can be a key tool for supporting energy retrofits in homes and buildings.
Under such program, a primary benefit to the building owner is adding the loan
repayment to the property tax bill. When the property is sold, the new owner
continues the LIC payment and continues to benefit from the energy retrofit. From
the municipal government perspective, the payment obligation attaches to the
benefitting property, not the owner, and is secured by a statutory lien with priority
status. Property owners have the option to repay the loan over the term of the
agreement or repay in one lump sum.
3.10 In addition to addressing challenges with uptake of the current DGH Program third
party financing offer, a shift to LIC financing would also better position the DGH
Program to attract new investment through the FCM Local Leadership in Climate
Adaptation (LLCA) Program. This program will be launching a new Financing
Adaptation funding stream in Fall 2025 focused on supporting municipal adaptation
financing programs, including those focused on home retrofits (described further in
Section 4.1). FCM staff have indicated through program engagement and direct
communications that the LLCA Financing Adaptation program will focus on
municipal PACE/LIC based financing programs, and not support third party
financing programs such as the one currently used in DGH Program.
4. Durham Greener Homes Enhancement - Climate Resilience Program
Description
4.1 In 2023, the Federal Government announced a $530 million investment in the FCM
Green Municipal Fund (GMF) through the Government of Canada Climate
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Adaptation Action Plan to launch a new program to help support, accelerate, and
scale up community-based climate adaptation initiatives. This new Local Leadership
for Climate Adaptation (LLCA) initiative provides funding and skills development
support to local governments to adapt and build long-term resiliency to the impacts
of climate change. It is anticipated that a Financing Adaptation stream will be
launched in Fall 2025, which will support new financing models utilized/leveraged
by Canadian municipalities to finance climate adaptation capital projects.
4.2 Given its resident-centered design and focus on reducing barriers to home
renovations, the DGH Program offers an ideal opportunity to leverage this new FCM
GMF LLCA funding stream to provide strategic measures that are of interest to
homeowners and will help reduce climate risks and impacts. This represents an
innovative approach to increasing climate readiness and will further demonstrate
the Region’s leadership in climate action.
4.3 The goal of the climate resilience program enhancement is to respond to Council
endorsed recommendations from the Durham Community Climate Adaptation Plan
(DCCAP) to help Durham residents increase the climate readiness of their homes
through risk awareness, expert advice, financial incentives, and community
engagement. Delivered as an integral part of the DGH Program, this voluntary
program is designed to reduce barriers to action and will target low rise housing
stock across Durham Region. This includes over 200,000 detached, semi-detached,
row homes, and low-rise multi-unit residential properties under four stories (i.e. non-
profit, cooperatives, and condominiums).
4.4 The program will help participants reduce the impacts of top climate hazards for
homes in Durham, namely basement flooding, heat stress and wind damage. This
work is being developed in collaboration with local area municipalities, conservation
authorities, industry, and community partners.
4.5 Expected outcomes include:
a.Increased awareness of flood and other climate-related risks at individual
properties, and connecting people to available resources;
b.Increased lot-level action on measures such as flood mitigation, stormwater
management, heat and wind protection, water efficiency and green
infrastructure;
c.Reaching those most at risk or vulnerable through targeted communication;
d.Landscape and building industry training to support skills building for climate
resilience; and,
e.Cross-promotion of regional and community programs and resources including
emergency preparedness, flood communications, tree planting programs,
extreme heat warnings, and health protection from climate hazards such as
extreme heat, extreme weather, vector-borne disease and air pollution.
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4.6 The climate resilience program enhancements will be based on the following
framework:
a.Home Assessments and Expert Advice – Homeowners, renters, and low-
rise housing providers will have access to home assessments delivered by
trained assessors from the Region’s third-party program administrator. The
Home Resilience Assessment will review ways to mitigate the impacts from
basement flooding, and extreme heat or wind events, and consider nature-
based solutions such as tree planting. Residents will be given
recommendations ranging from do-it-yourself/lower cost options to larger
projects which may require the help of a professional. Participants will be
provided with guidance on next steps, educational resources, and referrals to
partner implementation programs.
b.Financial Incentives – Pending securement of additional funding through the
FCM GMF LLCA Financing Adaptation initiative, residents will have access to
free home resilience kits, retrofit rebates, and financing to encourage larger
climate resilience measures at their home and property. Multiple incentives
streams have been designed to target specific audiences including (1) rebates
available to all residents, (2) free installation of low-cost, effective resilience
kits for income-eligible residents, and (3) rebates for low-rise multi-unit
residential buildings (i.e. social housing, cooperatives, condominiums).
Incentives may support measures such as downspout disconnection and
redirection, rain barrels, raingardens, soak away pits, permeable pavement,
sustainable landscape design, and resilient roofing installation. Free home
resilience kits may include window well covers, downspout extenders, flood
alarms, and a watertight storage bin. Residents will have access to low interest
financing for larger retrofit projects through the Region’s new LIC financing
program outlined in Section 5.
c.Industry Collaboration and Training – Collaboration with landscape and
building industry associations and training experts will increase local skills in
climate resilience and build capacity for the industry to act as agents of
change, further promoting this work. Strategic industry training opportunities
will be scoped and promoted, leveraging existing programs (i.e., Fusion
Landscape Professional certification offered by Landscape Ontario, Home
Flood Protection Training offered by Intact Centre on Climate Adaptation and
AET Group, and Rain Garden Master Class offered by Green Communities
Canada). Opportunities for sparking social enterprise and bridge training for
underemployed individuals will be explored.
d.Targeted Communication and Community Engagement - A two-pronged
approach to communications will include broad-based promotion across the
Region, as well as targeted communication activities and strategic community
partnerships. This will ensure the program is highly visible and accessible to all
Durham residents, while also reaching those that might be at higher climate
risk or experiencing barriers to participation. Tailored, neighbourhood-based
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communication and collaborations will inform program delivery and improve
uptake in hard-to-reach communities. A range of resident-facing information,
educational resources and activities supporting resident risk awareness and
skills building in climate resilience measures will be delivered in collaboration
with conservation authorities and industry experts. Seed funding for
demonstration projects led by project partners and the community will promote
the program, showcase and test solutions, and forge new implementation
partnerships.
4.7 Program design has included scoping with Durham divisions/departments (including
CAO’s Office, Durham Region Health Department, Social Services, Works, Durham
Emergency Management, Finance), as well as with local area municipalities and
conservation authorities. It has included review of adaptation plans, vulnerability
assessments, risks and hazard mapping, as well as review of best practices, home
resilience retrofits, and development of a new home resilience assessment protocol.
Program enhancements are based on engagement of residents, community
organizations, industry partners and other municipalities. Research and
engagement support has been provided by Windfall Ecology Centre, LURA
consulting, Ontario Research Centre for Climate Adaptation’s (ORCCA), and
Climate Risk Institute (CRI). A detailed Program Design Report is available upon
request.
4.8 Staff propose that the existing third-party program administrator, non-profit
organization Windfall Ecology Centre (WEC), be engaged through a sole source
agreement to deliver the climate resilience program enhancements through the
existing DGH Program. WEC was selected to deliver the DGH program through a
competitive process conducted in 2021 and given the similarity in scope of the
existing program, the overlap in target residential market and interoperability in
promotion, rebates, and tracking platform, a sole source agreement would avoid
unnecessary duplication of costs and creation of a competitive program delivered by
the Region. WEC has over 20 years of experience administrating energy home
retrofit in Durham Region on behalf of local natural gas and electrical utilities, and
also has extensive experience delivering programs of a similar nature, including
RAIN Community Solutions program. WEC has been a longstanding advocate for
more sustainable stormwater management approaches.
4.9 WEC is in a strong position to continue to provide a “one-stop-shop” for both the
existing home energy coach service, as well as the climate resilience home
assessment service, offering the personal connection, expert advice, and reducing
home retrofit project complexity from the resident’s perspective. Engaging WEC to
support implementation of the DGH climate resilience program will ensure that
residents have access to a trusted advisor that provides assistance throughout the
retrofit journey, from understanding their climate risks and available resources,
receiving recommended actions, sourcing contractors, and accessing incentives and
financing.
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5.Durham Greener Homes Program Enhancement – Local Improvement Charge
Financing Program Description
5.1 In recognition of the ongoing challenges facing the DGH Program third party
financing model, as well as the relative success of comparative direct municipal
lending programs using the LIC financing approach, staff are proposing to adjust the
DGH Financing program to being a municipal loan that is repaid through the
property tax collection process. This proposed amendment to the DGH Financing
Program is summarized below and described in greater detail in Attachment #1.
5.2 Under the proposed approach, the Region will secure the loan via a special lien, as
per the authority to apply priority liens under the local improvement charge
regulation (O.Reg. 586/06) of the Municipal Act. For additional security, borrowers
will also be required to enter into a loan agreement under s. 107 under the Act.
Repayment of the loans will be done through an LIC included on the property tax bill
using a LIC. In any circumstance where collection through the property tax bill is not
viable, Durham Region can instead elect to collect the loan through the loan
agreement under s. 107 of the Act as described above.
5.3 The amended program would enable the disbursement of 50 per cent of the loan
amount up front to support cashflow of property owners undertaking a home retrofit,
addressing a widely cited barrier to undertaking larger scale renovations. This
approach would build on, and replace, the existing Basement Flooding Loan
Program that the Region has had in place since 2009.
5.4 Implementing this Financing Program update will require an amendment to the
existing Grant and Loan Loss Reserve Agreement with FCM to shift the $1.5 million
in funding the Region currently has available as a loan loss reserve into loan capital
that the Region can disburse to eligible residents in the program. FCM staff have
been receptive to this proposed change in preliminary discussions and have
indicated that the FCM loan loss reserve amount for the Region would likely be
increased to align with the amount of the approved grant funding for the Region (i.e.
$1.89 million, as opposed to the $1.5 million loan loss reserve). At an estimated
average loan size of $20,000 to $40,000, this translates into approximately 45-90
loans. Based on experience from other LIC home retrofit programs and the high
number of current DGH Program enrollments, staff expect that this loan amount
may be fully disbursed within 6 to 12 months of launch.
5.5 The proposed amendments to the DGH Financing Program will adjust how
participants navigate through the DGH Program, while also impacting the
administrative process and related project capital allocation process. This revised
process is summarized in figure 1 below and illustrated in further detail in
attachment #1).
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Figure 1 Revised Durham Greener Homes Financing Program Administrative
Process and Customer Journey
5.6 The Region and local area municipalities will be taking on new roles in this amended
delivery model. These new roles for municipal staff are not expected to be a
significant new workload given the relatively low number of transactions expected
for this initial pilot period of the program. One additional staffing resources will be
required to support delivery of the program under this amended model, and funding
for this staff support is available through the Region’s existing FCM funding
agreement (see Section 6 – financial implications for more details).
6.Financial Implications
6.1 As of April 2025, it is projected that $236,000 remains of the original DGH Program
FCM CEF funding (described in Section 2.5), in addition to the $230,000 set aside
for wrap up costs. These funds are expected to more than cover the additional staff
costs for the financial program amendment. The Region will leverage FCM capital
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for the loan financing amendment, pending successful renegotiation of the existing
agreement supporting the DGH program.
6.2 The estimated Regional cost for the weather ready enhancements is $165,000
annually or $660,000 total over four years (2025-2029). This includes home
assessments, website and resources, communications and promotion, and program
administration delivered by third party administrator Windfall Ecology Centre.
Sources of funding for the weather ready enhancements are covered by approved
operating funding provided though the Region’s annual budget process. In-kind or
other contributions related to incentives, industry training, and resident education
will be explored with interested Local Area Municipalities, conservation authorities,
and industry partners.
6.3 Leveraging existing Council-approved funding, staff will endeavor to secure
additional funding through an application to the FCM GMF Local Leadership for
Climate Adaptation (LLCA) Financing Adaptation initiative, which is expected to
launch in Fall 2025. This funding would support financing capital for home resilience
loans, incentives and rebates for residents and industry, additional home
assessments, enhanced and targeted communications, resident education, industry
collaboration and training, community engagement, and on-the-ground
demonstrations. Additional sources of funding beyond FCM will also be pursued,
where available.
6.4 The estimated debenture financing from FCM is estimated not to exceed $2 million
and will be used to support the direct municipality-to-homeowner loan financing
program. The financing terms associated with this loan financing will be determined
as part of FCM’s review of the Region’s application and negotiation of the
agreements with FCM. Based on a maximum loan of $2 million, the Regional
Treasurer has updated the Region’s debt and financial obligations limit and has
determined that the limit will not be exceeded with this borrowing.
7. Next Steps
7.1 Key next steps for program implementation, with proposed full program subject to
securement of funding, include:
a. Regional Council endorsement of the DGH Program enhancements with an
estimated annual cost of $165,000 as described in this report, to be funded
through approved operating funding provided though the Region’s annual
budget process;
b. Negotiation and award of a sole source agreement with Windfall Ecology
Centre to incorporate enhancements into the existing DGH Program as
outlined in Section 6 for a period of up to four (4) years (April 2025-March
2029);
c. Re-negotiation of existing FCM CEF Grant and Loan Loss Reserve Agreement
to make loan capital available for proposed LIC financing model. Should this
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effort be successful, staff will come back to Regional Council with an LIC
enabling by-law for approval.
d.Submission of a proposal to FCM Local Leadership for Climate Adaptation
(LLCA) initiative upon launch, which is expected in Fall 2025;
e.Negotiation and execution of an FCM contribution agreement and supporting
agreements with partners relating to use of fund and program evaluation and
reporting;
f.Continued engagement of local area municipalities, conservation authorities,
industry stakeholders and community in program implementation including
strategic communications, industry training, and community collaboration
activities; and
g.Anticipated launch of climate resilience enhancement later in 2025, with a view
to fully funded program launch in spring 2026 should the Region be successful
in securing FCM LLCA program funding.
8.Relationship to Strategic Plan
8.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
a.Goal: Environmental Sustainability and Climate Action
•E2. Collaborate with partners on the low-carbon transition to reduce
community greenhouse gas emissions across Durham Region.
•E3. Prepare for and respond to severe weather impacts.
8.2 For additional information, contact: Ian McVey, Manager of Sustainability, at 905-
668-7711, extension 3803.
8.3 Approved by: Sandra Austin, Executive Director, Strategic Initiatives.
9.Attachments
Attachment #1: Memo on Proposed Amendment to Durham Greener Homes
Financing Program
Attachment #2: Durham Greener Homes Proposed Updates-Summary Presentation
Respectfully submitted,
Elaine C. Baxter-Trahair
Chief Administrative Officer
Original signed by
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| Memo on Proposed Amendment to Durham Greener Homes Loan Program 1
Buildings | Mobility | Industry | Energy |
To: Durham Regional Municipality, Ian McVey
From: Janice Ashworth
Date: 2025-03-10
Re: Memo on Proposed Amendment to Durham Greener Homes Loan Program
1. Context
Durham Region staff would like to request of FCM an amendment to their Community Energy
Financing Program Grant and Loan Loss Reserve Agreement. The amendment would end the loan
loss reserve supported third-party financing element of the program and replace it with a direct
municipal financing offer enabled under the Ontario Municipal Act. The proposed amendment
involves converting the current $1.5M loan loss fund into municipal loan capital and topping it up by
$300,000 for a resulting $1.8M loan capital pool. This memo outlines the rationale for the
amendment and the mechanics of the proposed municipal financing program.
2. Durham Greener Homes Program to Date
2.1 Successes
2.1.1 Concierge Service and Energy Coaching
The most successful element of the Durham Greener Homes Financing Program has been the
concierge services including the energy coaching. Homeowners using the energy coaching have
achieved 40% greater emissions reductions than the average home retrofit in Durham over the same
period.
Coaches are independent experts available to help homeowners navigate the complex home retrofit
process. Questions tend to be about building science, technologies, incentive program processes,
and contractor selection. It has been widely popular, driven uptake, and had a measurable impact
on reducing emissions. As of Jan 2025, there have been 1,320 calls for energy coaching. The
feedback survey has received 309 responses resulting in a 4.8/5 customer rating.
2.1.2 Virtual Home Energy Assessment Tool
The Virtual Home Energy Assessment Tool (V-HEAT) was developed for the Durham Greener Homes
Loan Program by Windfall Ecology Centre. It applies machine learning to generate retrofit
suggestions for homeowners. It also enables homeowners to run various scenarios to help them
decide on their home retrofit solutions. The Energy Coaches also leverage the V-HEAT platform to
assess a home before an in-home assessment can be completed. They help homeowners navigate
how to claim their home energy label.
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| Memo on Proposed Amendment to Durham Greener Homes Loan Program 2
Enrollments in the energy concierge service went up 160% in the quarter following the launch of V-
HEAT. Similarly, coaching calls went up by 130% annually after its release. Participant feedback
suggests that the process is smooth, and the results are easy to understand and access.
2.1.3 Funding Leveraged
Durham’s Greener Homes Loan Program has successfully leveraged funds from a number of
contributors, including:
• $25k/yr from Enbridge to support program marketing
• $400,000 from NRCan’s Towards Net Zero for the V-HEAT Platform
• $100,000 for Windfall Protocol work from NRCan’ Office of Energy Efficiency Program
• $300,000 in cash and $485,000 in in-kind staff remuneration from the Regional
Municipality of Durham Region for program operations.
2.2 Challenges
The Durham Greener Homes Program has faced challenges in its current iteration, namely around
the third-party financing arrangement with credit unions that is supported by a loan loss reserve. The
main challenges are non-competitive loan terms.
2.2.1 Non-Competitive Loan Terms
The unsecured loan terms offered by the two credit union partners were not attractive to
homeowners because the interest rates were too high relative to other options. The best interest rate
Durham Region was able to negotiate with the loan loss reserve was a variable rate loan product at
an interest rate of prime plus 2% for 10-year loan terms. At prime plus 2%, the rates were higher than
home equity lines of credit and the Federal Government’s Greener Homes Loan Program. Also, the
loan term was maximum 10 years, which was not long enough to help ease the cash flow crunch.
The incentives offered through the Durham Greener Homes Program were agnostic to financing,
therefore any Durham resident utilizing the energy coaching was eligible. As a result, incentives did
not provide any extra motivation for homeowners to opt for the private unsecured loan from the
credit unions.
3. On-Tax-Bill Process
3.1 Proposed Amendments
Durham Region is proposing to adjust the Durham Greener Homes Loan program to being a
municipal loan that is collected through an on-tax-bill collection process. The municipality will secure
the loans via a special lien, as per their authority to apply priority liens under the local improvement
charge regulation (O.Reg. 586/06) of the Ontario Municipal Act. For additional security, borrowers
will also be required to enter into a loan agreement under s. 107 of the Municipal Act. Collection of
Page 56
| Memo on Proposed Amendment to Durham Greener Homes Loan Program 3
the loans will be done through property taxes using a local improvement charge. In any
circumstance where collection through the tax roll is not viable, Durham Region can instead elect to
collect the loan through the loan agreement under section 107 of the Municipal Act. The amended
program would enable the disbursement of 50% of the loan amount up front to support cashflow of
homeowners undertaking a home retrofit.
Durham Region would also add climate resiliency measures to the eligible measures list. These
measures will include flood, wind and heat protections for homes. While the $1.8M in loan funding
being sought from FCM can only be used to cover up to 30% of individual homeowner retrofit
measures in relation to resilience measures, as per FCM guidelines, FCM is currently undergoing the
design of a Resiliency PACE Financing limited program in which the Region could choose to apply to
in the future. This additional funding, if successful, could provide additional grant and loan to
explicitly target resiliency home upgrades.
3.2 Rationale
The rationale for making this amendment is to offer better interest rates and more flexible loan terms
for participants in the Durham Greener Homes program. FCM’s interest rates are either 0% or 2.5%,
which are substantially lower than those offered by the credit unions.
Municipal loans are tied to properties and not individuals, so homeowners’ credit scores will not be
affected. It is also therefore a loan product that can be made available to those with low or fixed
incomes and/or limited credit history.
Also, loan term lengths will be up to 20 years, as compared to the maximum 10-year terms that are
offered under the 3rd party financing model. These extended terms will help the cash flow situation
of homeowners, which is justified by the equipment life expectancy, and could better align
anticipated energy savings with loan repayments.
This form of financing has benefits over a private loan product as it can be transferred to a new
buyer at the time of sale, allowing for the repayment term to exceed the expected residence time of
a homeowner at that address.
3.3 Mechanics
3.3.1 Customer Journey Flow
The proposed amendment will adjust how the customer navigates the program, how the paperwork
flows, and how the capital flows. The amended program flow is depicted in Figure 1. This Figure also
shows the relative roles and responsibilities of the program delivery team.
Page 57
| Memo on Proposed Amendment to Durham Greener Homes Loan Program 4
Figure 1 Process and journey flow for amended Durham Greener Homes Loan Program
Page 58
| Memo on Proposed Amendment to Durham Greener Homes Loan Program 5
3.3.2 Due Diligence and Underwriting Criteria
Eligible buildings will be those that are used primarily for residential purposes and are three storeys
in height or less and smaller than 600 m2 in area.
The underwriting criteria for eligible homeowner applicants are proposed as follows:
• Step 1. Verify the applicant’s name exactly matches that on the property tax roll using
a title search
• Step 2. Verify if there is mortgage insurance
o If yes, maximum loan value to be set at 5% of Current Value Assessment (CVA)
o If no, maximum loan value to be set at 10% of CVA
• Step 3. Verify the water bill payment history is in good standing (minimum 12 months
payment history)
• Step 4. If no water bill payment history, request the tax payment history from the
lower tier municipality with consent from the homeowner application. Must have at
least 12 months of payment history and be in good standing to at least 95% accurate.
• Step 5. Upon receipt of most recent MPAC Current Value Assessment as part of the
homeowner’s application, calculate the maximum loan value as 10% of the assessed
value or a maximum of $125,000.
If an applicant is not able to meet these requirements, they will be deemed ineligible. Condos are
expected to be ineligible.
The homeowner will be required to declare that they are in good standing with all the obligations
associated with mortgages or other liens on the property title.
3.3.3 Securitization Plan
Using their authority to impose Local Improvement Charges, Durham Region will secure their loans
with a special lien on title for participating homeowners. This special lien sits in priority position to all
other non-municipal liens on title. The Region will work with the lower tier municipalities to add the
repayment obligation to the tax roll and to collect the repayments. In the case of arrears, the Region
would follow their standard process for collection of only the amount in arrears, which again involves
the lower tier municipalities. Together, the Region and lower tier municipalities have the ability, if
necessary, to force a tax sale of the property if it is found to be in default of the terms of the loan.
As additional security, to be approved for a loan, homeowners will be required to enter into a loan
agreement under section 107 of the Municipal Act. This loan agreement will only take effect if
Durham Region, for any reason, is unable to collect the amount borrowed through a Local
Improvement Charge. The terms of this loan will mirror the repayment schedule and interest rate
that would be imposed through the tax roll.
Page 59
| Memo on Proposed Amendment to Durham Greener Homes Loan Program 6
4. Resourcing Needs
4.1 Staff and Funding Needs
4.1.1 Municipal Staffing Needs
The Region and lower tier municipalities will be taking on new roles in this amended delivery model.
The new roles to be played by municipal staff are not seen to be significant as there are only 45 to 90
transactions expected for this period of the program. One new FTE in Finance is expected to be
enough to deliver the program under this amended model.
Specifically, the roles for the Region’s staff team are as follows:
• Property title search
• Water bill payment history verification
• Liaising with lower tier municipalities for tax bill payment history
• Calculating max loan from current assessed value
• Generating amortization schedules and finalizing them at loan completion
• Mailing cheques or making payments otherwise
• Countersigning loans and verifying paperwork
• Issuing special liens on title and notices of liens during retrofit period
• Collecting on loans and reconciling accounts
• Managing default events or early repayment activities
• Monitoring FCM funding and reporting to FCM
• Investing capital pools while they are waiting to be deployed.
4.1.2 Program Budget Implications and Risk Mitigation Strategies
To amend the program as proposed, the budget will need adjusting. As of April 2025, it is
projected that $236,000 remains of the original approved program funding, in addition to the
$230,000 set aside for wrap up costs. These funds are expected to more than cover the additional
staff costs for this program amendment.
The Region acknowledges that the risk remains of FCM reclaiming the grant portion of the funds if
the loan capital is not all extended. To mitigate this risk of a future municipal budget pressure, the
Region will not plan to use any unnecessary grant funds in order to have a cushion that could be
used to attract more homeowner uptake. Strategies to drive uptake could include offering grants
only to loan recipients, additional advertising, or, upon FCM approval, extending the program
delivery term.
4.2 Loan Loss Reserve Fund
The Region has determined that, for the sake of this $1.8M program period, a loan loss reserve fund
is not necessary. Instead, the grant funds will be deployed to cover operational costs and
Page 60
| Memo on Proposed Amendment to Durham Greener Homes Loan Program 7
homeowner incentives. In future iterations or expansions of the program, a loan loss reserve fund
may be reconsidered if it is deemed helpful to attract private capital.
5. Uptake Projections and Environmental Benefits
5.1 Amendments from Feasibility Study
The uptake of the program is projected to be in the range of 45 to 90 people each accessing loans
of $20,000 to $40,000. Given that 859 people signed up for the energy coaching service last year,
this uptake is seen as realistic and achievable.
An element of the Durham Greener Homes Loan Program that will distinguish it from the Canada
Greener Homes Loan program is the eligibility of climate resiliency measures which can include up
to 30% of the cost of any given homeowner loan as per FCM guidelines. Homeowners wishing to
implement these measures will also constitute target audiences for the municipal program.
Another distinguishing feature is the eligibility of landlords, as they are not eligible for the Canada
Greener Homes Loan Program. Finally, given that the Durham program is offering 50% of the loan
up front, and is offering loan terms of 20 years versus 10 for the federal program, it will be more
accessible and attractive to those homeowners who face cashflow or short-term credit challenges.
5.2 Marketing and Outreach Planned
The Region plans to market the program using water bill inserts, which have been impactful and cost
effective in the past. They will also leverage local municipal communications channels including
screens in community buildings, newsletters, social media, community newspapers, etc. They may
explore outreach through contractors and will continue to encourage contractors to take advantage
of the energy coaching service to learn more about the program.
Page 61
Durham Greener Homes
Program –Proposed Updates
Presentation to Committee of the Whole
Report #2025-COW-17
April 9th, 2025
Page 62
durham.ca
Homeowner
Home Energy
Coach
Durham Region and lower-tier
municipalities
Energy
Advisor
ntive and
ncing
rams
Ince
Fina
Prog
Contractors
2Page 63
durham.ca
DGH Performance To Date
3Page 64
durham.ca
Energy Coaching is Highly Successful
•Close to 1,400 calls for
energy coaching
•Result in 40% greater
emissions reductions than
the average home retrofit
•4.8/5 customer rating
based on 309 feedback
surveys
4Page 65
durham.ca
New Virtual Home Energy Audit Tool
•Builds awareness
of home energy
efficiency and promote
green retrofits
•Machine learning model
built using data from on-
site energy evaluations
•Energy rating assigned to
each home within
Durham Region
5Page 66
durham.ca
Proposed Durham Greener Homes Program
Enhancements
Weather-Ready Renovations
•Reduce risks to residents
from extreme weather
events
•Reach those most at risk
•Support workforce
development
•Multi-sector collaboration to
align incentives
Durham Greener Homes Financing
•Solves upfront cost barrier,
and aligns repayment with
avoided utility costs
•Supports local investment and
property values
•Loan is tied to property, not
individual, and can be
transferred at time of sale
6Page 67
durham.ca
Proposed Climate resilience
(“Weather Ready”) Services
7Page 68
durham.ca
Extreme Weather – Unprecedented Cost
Pressures on Home and Building Owners
Source: Insurance Bureau of Canada 8Page 69
durham.ca 9
Extreme Weather Impacts in Durham Region
Page 70
durham.ca
Opportunity to Leverage New FCM Funding
•FCM Green Municipal Fund Local Leadership for Climate
Adaptation (LLCA) initiative provides funding and skills
development support to local governments to adapt and build
long-term resiliency to the impacts of climate change
•$530M initiative to 1,400 municipal activities by 2031
•Financing Adaptation Stream – Increase in new financing
models utilized/leveraged by Canadian municipalities to
finance climate adaptation capital projects.
o Anticipated funding available: Fall 2025
10Page 71
durham.ca
Opportunity to Leverage Municipal Lending
•Durham Basement Flooding Program - $3,000 loan for residents
who have experienced basement flooding due to a sanitary
sewer backup, with repayment through a surcharge on the
resident’s quarterly water and sewer bill
•Local Improvement Charge (LIC) financing (also known as
Property-Assessed Clean Energy or PACE financing) authorize by
the Municipal Act (2001) O. Reg 322/12 and 586/06.
Many successful examples:
o Better Homes Ottawa
o Better Homes Kingston
o Toronto Home Energy Loan Program
11Page 72
durham.ca
Helping Residents get “Weather Ready”
•Goal: Help residents reduce the impact of heavy rain, heat, and wind
through risk awareness, expert advice, and incentives
•Outcomes: risk awareness, home improvements, reaching those most at
risk, industry capacity building, cross-promotion
•Policy drivers: Durham Community Climate Adaptation Plan, Regional
Strategic Plan, local area municipality adaptation plans
12Page 73
durham.ca
Proposed Program
Home Assessment and
Expert Advice
Rebates and Financing
Incentives
Resident-
Centred
Targeted
Communication and
Community
Engagement
Industry Collaboration
13Page 74
durham.ca
Multi-hazard Home Resilience Assessment
•Goal: Free or low-cost expert advice to reduce impact of storms, basement
flooding, heat or wind events, landscape and nature-based solutions
•Outcomes: Report with DIY and larger project recommendations, resource
sharing, referrals to partner programs, follow ups
•Currently in development with Windfall Ecology Centre
Sources: Windfall Ecology Centre, Intact Centre 14Page 75
durham.ca
Targeted Approach to Reducing Financial Barriers
•Incentives, rebates and loans for resilience measures to encourage
improvements in the home and landscape, support cost-sharing between
residents and municipalities
•May also include top-up rebates from the local area municipalities
Stream 1:
All homes
Stream 2:
Income-eligible
homes
Stream 3:
Low-rise multi-unit
residential buildings
Financing Option: New Municipal Loan Program
15Page 76
durham.ca
Targeted Weather-ready Measures
•Downspout redirection,
disconnection, rain barrel
•Rain garden, soak away pit
•Certified sustainable landscape
designs
•Permeable pavement
•Roofer incentive
•Free installs/giveaways:
o Downspout extenders
o Window well covers
o Flood alarms
o Watertight storage
16Page 77
durham.ca
Communication and Community Engagement
•Awareness, education, skills
o Assessor One-on-one
o Durham Greener Homes Website
o Resources (videos,guides)
o Training Workshops and Events
o Demonstration Projects
•Targeted Communications
o Mail to households
o Booths at events
o Community organization
partnerships
o Social media
Sources: Windfall Ecology Centre/Durham, Toronto and Region Conservation Authority 17Page 78
durham.ca
Industry Collaboration
•Goal: Increase skills and capacity for building and landscape industry to
act as agents of change. Help generate local employment opportunities
and green jobs. Explore how to make connections between qualified
installers and residents.
Sources: Toronto and Region Conservation Authority, The Journal of Light Construction 18Page 79
durham.ca
Next Steps on Weather-Ready Program
Enhancement
1.Negotiate contract with existing program administrator Windfall
Ecology Centre to integrate weather-ready service delivery with
existing Durham Greener Homes program
2.Continued engagement of local area municipalities, conservation
authorities and industry organizations
3.Submit proposal to FCM Local Leadership for Climate Adaptation
Program – Financing Adaptation Stream - anticipated to open in
Fall 2025
4.Launch weather-ready renovation services in 2025, with fully
funded program in spring 2026 pending receipt of FCM funding
19Page 80
durham.ca
Proposed Durham Greener Homes
Financing program
20Page 81
durham.ca
Financing to Support Full Range of Climate Action
Source: Ontario Resource Centre for Climate Adaptation (ORCCA) 21Page 82
durham.ca
Durham Greener Homes Loan Features
•Build on, and replace, the existing Basement Flooding Loan
Program
•Municipal loan collected through the property tax collection
process, as per authority of LIC regulation (O.Reg . 586/06)
•Loans securitized via special lien, loan agreement required
•Low/zero interest rate, loan up to 10% of home value or $125K
•Long-term 20-year amortization
•Enable 50% disbursement of the loan up front to support
cashflow of homeowners undertaking a home retrofit
22Page 83
durham.ca
Home Renovation Financing Program Administration Process
Pre-
qualification
•Program Administrator reviews eligibility with program criteria
•Region verifies utility/tax payments in good standing, and provides notice to proceed with max loan value, based on current
value assessment
Project
Scoping
•Program administrator facilitates virtual and in-home energy & weather-ready assessment
•Applicant receives contractor quotes for recommended work
•Applicant engages with energy coach to receive unbiased advice on project scope, and available incentives
Funding
Approval
•Applicant submits funding request form, which is reviewed to confirm eligibility
•Applicant submits any required permitting documentation
•If approved by Region, initial upfront disbursement of funds
Complete
Improvements
•Contractor completes work
•Energy auditor completes post-retrofit assessment confirming works are complete
•Region receives project completion form, disburses final loan amount, and notifies local municipality to add repayment
obligation to the tax roll
Loan
repayment
•Homeowner repays loan through surcharge on property tax bill, payments remitted to the Region to reduce outstanding loan
balance
•Region reconciles repayment of loans, and informs local municipality if in default
23Page 84
durham.ca
Next Steps on Durham Greener Homes Financing
Program
1.Re -negotiate existing funding agreement with FCM to:
o convert loan loss reserve fund to loan capital that the Region can on-
lend to qualified program participants, and
o enable portion of remaining grant funding to support staff costs
associated with program administration
2.Pass by-law to authorize use of local improvement charges to
finance eligible improvements under the Durham Greener
Homes program
3.Launch new Durham Greener Homes Financing offer in Fall
2025
24Page 85
durham.ca
@RegionofDurham
Thank You!
Questions?
Ian McVey, Manager of
Sustainability, CAO – Strategic
Initiatives
Ian.mcvey@durham.ca
Shannon Logan, Policy Advisor –
Sustainability
Shannon.logan@durham.ca
Page 86
TOWN OF AJAX
65 Harwood Avenue South
Ajax ON L1S 3S9
www.ajax.ca
____________________________________________________________________________
Honourable Mark Holland, MP Ajax
1, 2 - 100 Old Kingston Road
Ajax, Ontario
L1T 2Z9
mark.holland@parl.gc.ca
Sent by E-Mail
April 24, 2025
Re: Advocating for Sustainable Federal Funding for PARA Marine Search and
Rescue
The following resolution was passed by Ajax Town Council at its meeting held on April
22, 2025:
WHEREAS PARA Marine Search and Rescue (PMSAR) is a registered
Canadian charity that has been operating with a dedicated team of volunteers
since 1967, who have contributed thousands of hours annually to ensure the
safety of individuals participating in water activities on Lake Ontario;
AND WHEREAS PMSAR annually conducts over 30 search and rescue
missions in coordination with Canadian Coast Guard, from Port Credit to Port
Hope. Notable rescues include the recovery of kayakers, children on floats, and
searches for missing persons off the shores of Lake Ontario. The unit works
alongside various other government departments including local police, fire,
EMS, and Coast Guard for both Canada and the US;
AND WHEREAS PMSAR’s commitment to safety, teamwork, and community
has been recognized through numerous awards and recognitions;
AND WHEREAS despite its vital work, PMSAR operates with minimal federal
support, relying heavily on community funding and volunteer efforts to raise
funds for major capital acquisitions;
Page 87
AND WHEREAS the lack of direct sustainable and predictable funding from
upper-tier governments poses a significant risk to the continuity and
effectiveness of PMSAR’s long-term operations;
NOW THEREFORE BE IT RESOLVED THAT:
1. Ajax Council calls on the Federal Government to commit sustainable and
predictable funding from the federal government to PARA Marine Search
and Rescue to support the organization’s long-term operational needs,
including vessel and equipment replacement, and for the continued safety
and protection of residents on Lake Ontario; and
2. Ajax Council encourages all Durham municipalities and the City of Toronto to
bring forward similar motions advocating for sustainable support for PARA
Marine Search and Rescue;
3. A copy of this motion be sent to the MP for Ajax; Rob Cerjanec, MPP for
Ajax; Public Safety Canada; the Regional Municipality of Durham; all
Durham Region lower-tier municipalities; the City of Toronto; PARA Marine
Search and Rescue; all Durham Region MPs; and all Durham Region MPPs.
CARRIED
If you require further information please contact me at 365-885-6983 or
Thomas.street@ajax.ca
Sincerely,
Thomas Street
Manager of Legislative Services/Deputy Clerk
Copy: Councillor L. Bower
Mayor S. Collier
Rob Cerjanec, MPP for Ajax
Public Safety Canada
Regional Municipality of Durham
All Durham Region lower-tier municipalities
City of Toronto
PARA Marine Search and Rescue
All Durhan Region MPs
All Durham Region MPPs
Page 88
Page 89
Page 90
Page 91
Orono D.B.I.A Meeting Minutes – April 17, 2025
Next Meeting
Date: TBD
Time: TBD
Location: Orono Town Hall, lower level
1. Welcome and Call to Order
a. Land Acknowledgement Statement
2. Roll Call
Present: Brad Beckstead, Karen Lowery, Margaret Zwart, Rhonda Armour, Laura
Knox, Michael Massaro and Kirby Eady.
3. Approval of Agenda
Motion: Brad
Seconded: Karen
Carried:
4. Approval of March Minutes
Motion: Brad
Seconded: Karen
Carried:
5. Treasures Report - Financial Statements/ Bank Balance
a) Will to provide review of the Financial Report at the next meeting.
6. Agenda: Presentations/Delegations
- Rhonda Armour – CBOT
- Laura Knox – Invest Clarington
- Laura Knox – Invest Clarington
o The Patio Permit project is now open- this project supports licensing all
seasonal patios for local businesses and they aim to approve all
permits by the end of May.
o Rhonda Armour – CBOT
Page 92
o There are three upcoming events supported by CBOT.Tapping into
Talent on May 28, The Annual Golf Tournament on June 19 and the
first CBOT podcast episode will air on May 1.
7. Follow Up Business - DBIA downtown
Follow Up: Chad/Brad Media Support. Chad distributed the quotes on the different
media support available at the meeting. D.B.I.A to re-group on the approach due to
tourism support now available to the D.B.I.A. Finalization of this media support is still
on-going. Brad and Chad will follow up at the next meeting.
8. New Business:
Follow Up : Brad
- The executive has tabled a new “Shop Local and Win” campaign by Brad and
Chad who attended the monthly meeting with the Mayor. There is an opportunity
to work with other D.B.I.A’s to support this initiative. Logistics for this campaign
are still in the works.
Note: The executive is asking D.B.I.A members to support the Orono Swag
Initiative by purchasing swag for resale in each D.B.I.A members respective
store. The funds raised will support future D.B.I.A initiatives and events
Action: “Meet Me On Main” T-Shirts will be available shortly
Follow Up: An email will be sent to members once the T-Shirts are available for
purchase
Action: Orono Sign – A meeting was held with the works department at the Orono
Library to determine a location for the Orono sign.
Follow Up: Brad to contact Tim from CanCam to get sign installation instructions
Action: The executive presented a motion to the members to vote on meeting days and
times. We are still awaiting several responses from the membership.
- The executive remains positive that our membership will become increasingly
involved in our DBIA activities.
Follow Up: Brad – once voting has commenced, an email will be sent out to notify
members of the new meeting date
Karen - Terrens Wellness Centre 25th Anniversary is in May. Karen to follow up and
engage the DBIA on celebrating the business milestone.
Date of Next Meeting: TBD
Adjournment - 1:45 p.m.
Page 93
940 Chippawa Creek Road Niagara Falls Ontario L2E 6S5 Canada Tel: 877.938.9465 Fax: 877.938.8978
April 16, 2025
Household Hazardous Waste Event Notice
Photech Environmental Solutions Inc. (“Photech”) is pleased to be the contractor for household hazardous waste mobile
events on behalf of the Region of Durham. Be advised that Photech will operate the next event under ECA number 2497-
974RLR. Please consider this our formal notification for their 2025 events, as per sections 19 and 20 of the
aforementioned ECA.
Site Locations and Dates:
The contact for all events is Mr. Stephen Laird, Region of Durham. Cell # (905) 260-2656
i. A copy of ECA number 2497-974RLR is attached.
ii. A copy of the site plans for each location is attached.
As identified in Schedule B, the mobile unit approved for operation under this Environmental Compliance Approval will
be one (1) of the following:
Year Make Model VIN Plate
2000 Stoughton AVW IDWIA5329Y5331536 W95 75C
2000 Stoughton AVW IDWIA5321YS345270 W17 84P
2005 Trailmobile 01J 2MN01JAH251001037 Z80 78K
2005 Trailmobile 01J 2MN01JAHX51001030 V28 56K
2007 Trailmobile 01J 2MN01JAH571004906 W27 26R
2011 Utility N/A IUYVS2533BG086625 X49 35M
2017 Stoughton AVW 1DW1A5327HB745804 Z78 99J
As per section 34 (a) of the ECA, Financial Assurance has been submitted to the director in the amount of $80000.00 for
use in activating three (3) mobile units and one (1) toxic taxi.
The operation of the Mobile Unit is limited to the collection, handling and transportation of Municipal Hazardous or
Special Waste limited to waste class nos. 122 (Alkaline), 146 (other inorganics), 148 (miscellaneous inorganics including
labpacks), 212 (aliphatic solvents), 213 (petroleum distillates), 221(light fuels), 242 (pesticides), 252 (oil), 261
(pharmaceuticals), 263 (miscellaneous organics including labpacks), and 331(aerosols). Anticipated quantities are
between 40 – 120 drum lab-packs (or drum equivalents), to a maximum of 20000kg.
Transportation will be provided by Photech under its transport ECA, number A841604. All material will be transported to
the Photech Environmental Solutions Inc. transfer facility, ECA number 6173-9UBLDJ in Niagara Falls, ON. Copies of
Date Location Name Street Address City Postal Code Hours Generator
Number
26-Apr-25 Ajax Operations
Centre
800 Salem Road N, Ajax,
Ontario, L1Z 0K4 Ajax L1Z 0K4 8am to Noon ON001054827
16-Aug-25 Clarington Operations
Depot 42
178 Darlington-Clarke
Townline Road, Bowmanville,
Ontario, L1B 1L9
Bowmanville L1B 1L9 8am to Noon ON001054830
20-Sep-25 Uxbridge Seniors
Centre
75 Marietta Street, Uxbridge,
Ontario, L9P 1K4 Uxbridge L9P 1K4 8am to Noon ON001054829
18-Oct-25
Chestnut Hill
Developments
Recreation Complex
1867 Valley Farm Road,
Pickering, Ontario, L1V 6K7 Pickering L1V 6K7 8am to Noon ON001054828
Page 94
940 Chippawa Creek Road Niagara Falls Ontario L2E 6S5 Canada Tel: 877.938.9465 Fax: 877.938.8978
all certificates have been filed with the Region of Durham. Any additional copies are available upon request. Typically
hazardous waste will be transported to the site by Region of Durham resident vehicles, off-loaded by Photech staff, and
packed into TDG approved pails, drums and cubic yard boxes. Containers are labeled, the material manifested and the
drums removed by Photech at the end of the event, same day, by the aforementioned mobile unit. Photech carries $11
Million Dollars in insurance coverage, with the Region of Durham listed as a named insured.
The mobile operation is equipped to mitigate and/or respond to various emergency contingencies:
i. All staff are trained in the Transportation of Dangerous Goods Act and Regulation 347 of the EPA. In-house
training also includes emergency spill response and the application and use of personal protective equipment.
ii. All staff are equipped with minimum protective equipment including nitrile gloves, safety boots, safety glasses
and safety vests.
iii. Additional personal protective equipment is provided, including splash protection (tyvek) and respiratory
protection.
iv. The mobile unit is equipped with tarping and burming systems, along with manhole gaskets and various sorbent
materials to manage spills and overpacks for leaking containers.
v. Emergency first aid kits are provided.
The Photech Environmental Solutions Inc. emergency/contingency plan and health & safety policies/plans are all available
at the Photech office for perusal at any time M-F 08:00-17:00. In case of an emergency, please contact myself at 289-407-
6133. This cell phone is answered 24/7.
Should anyone have any questions please do not hesitate to contact me.
Sincerely,
Neil Patterson
President, Photech Environmental Solutions Inc.
cc: Stephen Laird, Region of Durham - stephen.laird@durham.ca
Celeste Dugas, District Manager, Ministry of Environment York-Durham Office – celeste.dugas@ontario.ca
Durham Region Police Services, North Division - northdurham@drps.ca
Durham Region Police Services, East Division - eastdurham@drps.ca
Durham Region Police Services, West Division - westdurham@drps.ca
Clerk, Township of Brock – clerk@brock.ca
City of Pickering Clerk – clerks@pickering.ca
Stephen Boyd, Fire Chief, Pickering Fire Department - sboyd@pickering.ca
Debbie Leroux, Township of Uxbridge Clerk – dleroux@town.uxbridge.on.ca
Clerk, Municipality of Clarington – clerks@clarington.net
Mike MacDonald, Fire Chief, Uxbridge Fire Department - mmacdonald@town.uxbridge.on.ca
Dave Speed, Fire Chief, Municipality of Clarington – dspeed@clarington.net
Aaron Burridge, Fire Chief, Ajax Fire and Emergency Services – aburridge@ajax.ca
Page 95
Saturday, April 26, 2025
800 Salem Road North, Ajax
8:00 am to 12:00 pm (set-up at 7:00 am)
* Site plans are subject to change.
Food Bank Volunteers
Coordinating Drop Box
(Cash and Food Donations)
EXIT Right
on Rossland
Thank you for
participating
MAIN ENTRANCE OFF SALEM ROAD NORTH
Miller to deliver six
(6) compost loads
on Friday, April 25
at 1:30 p.m.
ELECTRONICS DROP-OFF
STAGING AREA
Ajax Staff
Directing
Traffic
AJAX ANTI-IDLING
SIGNAGE
Staff and
Contractor
Parking
2 AJAX STAFF PER
COMPOST PILE
REUSE DROP-OFF
Municipal
Vehicle
Parking
COMPOST
WINDROWS (3)MULCH (3)
HHW DROP-OFF
Contractor/Staff & Discount Truck Entrance –
Ajax staff to be present at gate on Saturday,
April 29 between 7:00 am to 7:15 am for access.
Durham Container
Sales & Exchanges
Promotional materials may be
handed out at the event exit
EVENT DETAILS:
1.DURHAM REGION TO PROVIDE MINIMUM OF TWO (2)
STAFF TO OVERSEE CONTRACTORS AND MANAGE
PUBLIC RELATIONS AND OUTREACH.
2. MUNICIPALITY TO SUPPLY PYLONS AND BARRICADES
AND SHALL MANAGE ALL TRAFFIC CONTROL ON SITE
WITH ADEQUATE STAFF.
3.CONTRACTOR(S) TO SUPPLY CONTAINERS/TRAILERS
AND SHALL MANAGE ALL MATERIAL HANDLING -
UNLOADING VEHICLES AND LOADING ROLL-OFF
CONTAINERS AND TRAILERS DURING THE EVENT.
Legend:
Proposed Environment Days Collection Event Site Plan
Page 96
Saturday, August 16, 2025
178 Darlington/Clarke Townline Road
Clarington Operations Depot
8:00 am to 12:00 pm (set-up at 7:00 am)
ENTRANCE/EXIT
Proposed Clarington Community Event Site Plan
* Site plans are subject to change.
N
E
S
W
HOUSEHOLD
HAZARDOUS
WASTE
DROP OFF AREA
AT SALT DOME
REUSE
EVENT DETAILS:
1. DURHAM REGION TO PROVIDE MINIMUM OF TWO (2) STAFF TO OVERSEE
CONTRACTORS AND MANAGE PUBLIC RELATIONS AND OUTREACH.
2. MUNICIPALITY TO SUPPLY PYLONS AND BARRICADES AND SHALL
MANAGE ALL TRAFFIC CONTROL ON SITE WITH ADEQUATE STAFF.
3. CONTRACTOR(S) TO SUPPLY CONTAINERS/TRAILERS AND SHALL MANAGE
ALL MATERIAL HANDLING - UNLOADING VEHICLES AND LOADING ROLL-OFF
CONTAINERS AND TRAILERS DURING THE EVENT.
CLARINGTON STAFF DIRECTING
TRAFFIC - DIVERT CARS INTO REUSE
AND HOUSEHOLD HAZARDOUS
WASTE IF THEY DON’T HAVE WEEE
ON BOARD
ELECTRONIC
WASTE
CLARINGTON FOOD BANK
PAINT GIVE
AWAY
Page 97
Page 98
Barricade
Entrance
Pickering Directional Signage
Pickering Directional Signage
Pickering Directional Signage
2
1
3
4
Pickering To Provide all
Barricades and Pylons for
traffic control throughout site
N
E
S
W
To Exit
PICKERING Staff
Directing Traffic
* Site plans are subject to change.
Proposed Environment Days Collection Event Site Plan
Arena Parking
PICKERING Staff
Directing Traffic
DROP OFF AREA
(traffic flowing on
both sides)
EXIT
Thank you for
participating
ELECTRONICS
DROP-OFF
Food Bank Collection
HHW
DROP-OFF
REUSE
DROP-OFF
EVENT DETAILS:
1. DURHAM REGION TO PROVIDE MINIMUM OF TWO (2) STAFF TO OVERSEE
CONTRACTORS AND MANAGE PUBLIC RELATIONS AND OUTREACH.
2. MUNICIPALITY TO SUPPLY PYLONS AND BARRICADES AND SHALL MANAGE
ALL TRAFFIC CONTROL ON SITE WITH ADEQUATE STAFF.
3. CONTRACTOR(S) TO SUPPLY CONTAINERS/TRAILERS AND SHALL MANAGE
ALL MATERIAL HANDLING -UNLOADING VEHICLES AND LOADING ROLL-OFF
CONTAINERS AND TRAILERS DURING THE EVENT.
Saturday, October 18, 2025
Chestnut Hill Developments
Recreation Complex
1867 Valley Farm Road, Pickering
8:00 am to 12:00 pm (set-up at 7:00 am)
Page 99
Pickering Catch Basin Locations -X
Page 100
ENTRANCE/EXIT
Saturday, September 20, 2025
75 Marietta Street, Uxbridge
8:00 am to 12:00 pm (set-up at 7:00 am)
Food Bank Collection
STAGING AREA
* Site plans are subject to change.
DROP OFF AREAS
N
E
S
W
REUSE
DROP-OFF
ELECTRONICS
DROP-OFF
HHW DROP-OFF
UXBRIDGE
SENIORS
CENTRE
EVENT DETAILS:
1. DURHAM REGION TO PROVIDE MINIMUM OF TWO (2) STAFF TO OVERSEE
CONTRACTORS AND MANAGE PUBLIC RELATIONS AND OUTREACH.
2. MUNICIPALITY TO SUPPLY PYLONS AND BARRICADES AND SHALL
MANAGE ALL TRAFFIC CONTROL ON SITE WITH ADEQUATE STAFF.
3. CONTRACTOR(S) TO SUPPLY CONTAINERS/TRAILERS AND SHALL MANAGE
ALL MATERIAL HANDLING -UNLOADING VEHICLES AND LOADING ROLL-OFF
CONTAINERS AND TRAILERS DURING THE EVENT.
Proposed Environment Days Collection Event Site Plan
Page 101
Page 1 - NUMBER 2497-974RLR
Ministry of the Environment
Ministère de l’Environnement
ENVIRONMENTAL COMPLIANCE APPROVAL
NUMBER 2497-974RLR
Issue Date: February 25, 2014
Photech Environmental Solutions Inc.
600 Read Road
St Catharines, Ontario
L2R 7K6
You have applied under section 20.2 of Part II.1 of the Environmental Protection Act, R.S.O. 1990, c. E. 19
(Environmental Protection Act) for approval of:
two (2) waste management systems serving:
the Province of Ontario.
The waste management systems includes:
(a) one (1) Municipal Hazardous or Special Waste Collection Mobile Unit (52 foot trailer) and
(b) one (1) Mobile Unit to facilitate the Toxic Taxi program limited to the vehicles listed in Schedule "B"
of this Approval.
For the purpose of this environmental compliance approval , the following definitions apply:
(a)"Approval" means this Environmental Compliance Approval and any Schedules to it,
including the application and supporting documentation listed in Schedule "A";
(b)"Company " means any person that is responsible for the establishment or operation of the
waste management system governed by this Approval, and includes Photech Environmental
Inc., its successors and assigns;
(c)"Director" means any Ministry employee appointed in writing by the Minister pursuant to
section 5 of the EPA as a Director for the purposes of Part II.1 of the EPA;
(d)"District Manage r" means the Ministry of the Environment District Manager responsible for
the geographic area in which the mobile waste management system is to be operated;
(e)"EPA" means the Environmental Protection Act, R.S.O. 1990, C. E-19 as amended.;
Page 102
Page 2 - NUMBER 2497-974RLR
(f)"Guideline C-4" means the Ministry document entitled "Guideline C-4: The Management of
Biomedical Waste in Ontario" dated April 1994, as amended or revised from time-to-time;
(g) "Ministry " means the ministry of the government of Ontario responsible for the EPA and
includes all officials, employees or other persons acting on its behalf;
(h)"Mobile Unit " means the mobile waste management systems specifically for the collection of
Municipal Hazardous or Special Waste at a Municipal Hazardous or Special Waste Collection
Event as listed in Schedule "B" that is approved to operate pursuant to this Approval;
(i)“Municipal Hazardous or Special Waste ” means as defined in Ontario Regulation 542/06;
(j)"Ontario Regulation 347" means Ontario Regulation 347 (General - Waste Management
Regulation), R.R.O. 1990, as amended;
(k)"Ontario Regulation 542/06" means Ontario Regulation 542/06 (Municipal Hazardous or
Special Waste) made under the Waste Diversion Act, 2002, as amended;
(l)"sharps" means medical or veterinary equipment intended to be sharp for the purposes of
cutting or piercing, and includes medical needles;
(m)"Toxic Taxi" means a mobile waste management system specifically for the collection of
Municipal Hazardous or Special Waste under the Toxic Taxi program;
(n)"Toxic Taxi program " means the residential household hazardous waste pick-up program
operated pursuant to this Approval;
(o)"trained" means knowledgeable regarding the contents of this Approval, relevant health and
safety concerns, emergency procedures, and relevant legislation and regulations pertaining to
waste management and disposal; and
(p)"waste management system " means all of the vehicles approved to operate pursuant to this
Approval.
You are hereby notified that this environmental compliance approval is issued to you subject to the terms and
conditions outlined below:
TERMS AND CONDITIONS
Page 103
Page 3 - NUMBER 2497-974RLR
GENERAL CONDITIONS
1. (a) Except as otherwise provided by these conditions, the Mobile Unit and Toxic Taxi
program shall be operated in accordance with the Application for an Environmental
Compliance Approval for a Waste Management System dated March 26, 2013 and with
the supporting information submitted to the Ministry as part of the application listed in
Schedule "A". Should there be any discrepancies between any of the Schedules and the
conditions in this Approval, the conditions shall take precedence. Should there be
discrepancies between the documents listed in Schedule "A" the document bearing the
most recent date shall take precedence.
(b) In the event that the Company proposes to operate the additional mobile units or
equipment different than approved in this Approval and listed in Schedule "B", the
Company shall apply to the Director an for amendment to this Approval.
2. (a) Every vehicle used for the collection and transport of waste pursuant to this Approval
shall be clearly marked, on both sides, with the following information being displayed:
(i)Company name; and
(ii) this Approval number.
(b) Every vehicle used to collect and transport waste pursuant to this Approval shall be
insured under a vehicle liability policy for a minimum of one million dollars ($1,000,000)
until such time as the Approval is revoked.
(c) The following documents shall be with each vehicle operated pursuant to this Approval at
all times that the vehicle is being operated or contains any waste:
(i) a copy of this Approval in its entirety and including any Notices of Amendments;
(ii) a certificate of vehicle liability insurance specifying that it provides coverage of a
minimum of one million dollars ($1,000,000); and
(iii) a certificate verifying the driver's successful completion of a training and safety
program in accordance with Ontario Regulation 347.
3. The requirements specified in this Approval are the requirements under the EPA. The
issuance of this Approval in no way abrogates the Company’s legal obligations to take all
reasonable steps to avoid violating other applicable provisions of this legislation and other
legislation and regulations.
4. The requirements of this Approval are severable. If any requirement of this Approval, or the
application of any requirement of this Approval, to any circumstances, is held invalid, the
application of such requirement to other circumstances and the remainder of this Approval
shall not be affected thereby.
5. The Company shall ensure that all communications/correspondence made pursuant to this
Approval reference this Approval number.
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Page 4 - NUMBER 2497-974RLR
INSPECTIONS
6. The Company shall allow Ministry personnel, or a Ministry authorized representative(s), upon
presentation of credentials, to:
(a) carry out any and all inspections authorized by Section 156, 157 or 158 of the EPA,
Section 15, 16, or 17 of the Ontario Water Resources Act, R.S.O. 1990, or Section 19 or
20 of the Pesticides Act, R.S.O. 1990, as amended from time to time, of any place to
which this Approval relates; and,
(b) without restricting the generality of the foregoing to:
(i) enter upon the premises where the records required by the Conditions of this
Approval are kept;
(ii) have access to and copy, at any reasonable time, any records required by the
Conditions of this Approval;
(iii) inspect at reasonable times any facilities, equipment (including monitoring and
control equipment), practices, or operations required by the Conditions of this
Approval; and
(iv) sample and monitor at reasonable times for the purposes of assuring compliance with
the Conditions of this Approval.
7. (a) The Company shall, forthwith upon request of the Director, District Manager, or
Provincial Officer (as defined in the EPA), furnish any information requested by such
persons with respect to compliance with this Approval, including but not limited to, any
records required to be kept under this Approval; and,
(b) In the event, the Company provides the Ministry with information, records,
documentation or notification in accordance with this Approval (for the purposes of this
Condition referred to as "Information"):
(i) the receipt of Information by the Ministry;
(ii) the acceptance by the Ministry of the Information's completeness or accuracy; or
(iii) the failure of the Ministry to prosecute the Company, or to require the Company to
take any action, under this Approval or any statute or regulation in relation to the
Information;
shall not be construed as an approval, excuse or justification by the Ministry of any act or
omission of the Company relating to the Information, amounting to non-compliance with
this Approval or any statute or regulation.
NOTIFICATION OF CHANGES
8. (a) The Company shall notify the Director in writing of any of the following changes within
thirty (30) days of the changes occurring:
(i) change of Company name, owner or operating authority;
(ii) change of Company address or address of new owner or operating authority;
Page 105
Page 5 - NUMBER 2497-974RLR
(b) In the event of any change in ownership of the Mobile Unit or Toxic Taxi the Company
shall notify the succeeding (new owner) Company of the existence of this Approval and a
copy of such notice shall be forwarded to the Director.
(c) The Company shall ensure that all communications made pursuant to this condition will
refer to this Approval number.
SCOPE
9 The operation of the Mobile Unit and the Toxic Taxi program are limited to the collection,
handling and transportation of Municipal Hazardous or Special Waste limited to waste class
nos. 112, 121, 122, 146, 148, 212, 213, 221, 241, 242, 252, 261, 263, 269, 312 (sharps only)
and 331, as described in the "New Ontario Waste Classes" January, 1986, published by the
Ministry of the Environment, as amended.
10. The Company may collect, handle and transport Municipal hazardous or Special Waste,
limited to the waste classes in Condition 9, from Municipal Hazardous and Special Waste
Depots and residential sources located within the Province of Ontario.
ADDITIONAL LEGAL OBLIGATIONS FOR THE TOXIC TAXI PROGRAM
11.Toxic Taxi program pick-ups may only be performed by the approved vehicle listed in
Schedule "B" of this Approval.
12. As part of the Toxic Taxi program:
(a) The Company shall prepare, maintain and have available for residential users a Fact Sheet
which details packaging requirements, acceptable and unacceptable types of wastes and
waste packaging including detailed packaging restrictions for sharps waste, safety
warnings, and any other information necessary to ensure that users are made aware of
unsafe and potentially dangerous waste management and handling practices;
(b) The Fact Sheet shall be made available to users on the Company’s website or by means of
a printed handout when necessary.
13. As part of the toxic taxi program, for each load of waste received and/or rejected by the
Company from a residential generator, the Company shall record the following information:
(a) name of trained personnel who receives the waste;
(b) name and address of residential generator;
(c) signature of residential generator indicating that waste has been received;
(d) type and amount of waste class received;
(e) summary of rejected waste information; and
(f) summary of any environmental and/or operational problems that occur, including but not
limited to records of any spills or upsets and the mitigative action taken.
Page 106
Page 6 - NUMBER 2497-974RLR
ADDITIONAL LEGAL OBLIGATIONS FOR MOBILE UNIT OPERATION
14.Mobile Unit operations may only be performed by the approved vehicle listed in Schedule "B"
of this Approval.
15. All waste pursuant to this Approval, listed in Conditions 9 and 10 which are destined for a
waste disposal site in Ontario shall only be transported to a site which is operating under an
Environmental Compliance Approval or regulatory exemption which permits the acceptance
of that waste at the site.
16. The Company shall not operate the Mobile Unit at a site for more than sixty (60) calendar days
per year, except with the written approval of the District Manager. In addition, the Mobile
Unit shall not be operated for a period exceeding twenty-four (24) consecutive hours during
the sixty (60) calendar days per year, except with the written approval of the District
Manager.
17. The Company shall ensure that at any one time during the waste collection event, the storage
of waste shall be limited to the maximum capacity of the 53 foot trailer listed in Schedule "B"
of this Approval.
18. The Owner shall ensure that:
(a) all containers and storage areas containing flammable and/or ignitable materials are
adequately grounded;
(b) storage containers are clearly labelled indicating the type and nature of the hazardous
waste stored as required by applicable legislation;
(c) all waste are stored in secondary containment that is adequate to contain any spills or
leaks or run-off;
(d) incompatible types of waste are segregated during storage;
(e) propane cylinders are stored in a secure caged area, in racks, or strapped securely
together, or an equivalent method to prevent cylinders from being knocked over or
cylinder valves from breaking;
(f) the Owner shall ensure that intact waste batteries stored are not stacked unless there is a
suitable separation between the layers of batteries and not more than two layers of
batteries shall be permitted;
(g) storage of waste is done in a manner which prevents contact with, or contamination of,
stormwater;
(h) all containers used to store and/or process waste and/or recyclable material are in good
condition to prevent leakage. The Owner shall immediately remove from service any
leaking containers; and
(i) all secondary containment areas shall contain a minimum of 110% of the largest
container located in the respective secondary containment area.
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Page 7 - NUMBER 2497-974RLR
NOTIFICATION
19. (a) The Company shall notify the District Manager, in writing, of its intent to operate the
Mobile Unit at a site a minimum of ten (10) business days prior to the operation of the
Mobile Unit.
(b) The notification shall include the following information:
(i) name, address, telephone number and location of the site at which the Company
intends to operate;
(ii) site plan for the location where the Company intends to operate, including property
boundaries, buildings, zoning of the location, placement of the Mobile Unit at the
site, location of all drains at the site, the on-site roads to be used during the collection
event and access control;
(iii) description of the Mobile Unit to be utilized for the operation the design of the
proposed containment and the collection and operating procedures to be used during
the collection event;
(iv) description of waste to be collected, including the waste class number(s) as listed in
the "New Ontario Waste Classes" dated January 1986, published by the Ministry;
(v) proposed volume of waste to be collected;
(vi) proposed final destination of wastes collected during operation of the Mobile Unit,
including the description of any applicable "in-transit" storage locations;
(vii)anticipated date of commencement and completion of the operation;
(vii)proposed hours of operation of the Mobile Unit;
(ix) description of operations to be carried out by the Mobile Unit in accordance with this
Approval;
(x) a copy of this Approval and all Notices of Amendment, if any;
(xi) details of the site specific emergency plan for the property;
(xii)details of the Financial Assurance; and
(xii)copy of the agreement between the Company and the Municipality or property owner,
or a letter issued to the Company from the Municipality or property owner, indicating
that the Company is permitted to operate the Mobile Unit on a particular date, at the
specified site.
(c) The Company shall provide to the District Manager any additional information that the
District Manager may require. This information must be submitted within a time period
acceptable to the District Manager.
(d) The Company shall not allow the Mobile Unit to be located or operated at the Site until
the District Manager has provided, in writing, his/her concurrence of all required
additional information required in Subcondition 20(c).
20. (a)Notification shall also be submitted to the clerk of the municipality in which the
Company intends to operate or to such other municipal officer that the clerk designates in
writing. The notification shall be submitted within ten (10) business days prior to the
operation of the Mobile Unit.
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Page 8 - NUMBER 2497-974RLR
(b) The Company shall also notify, in writing, the local fire department that the Mobile Unit
is to operate in the area of its jurisdiction. This notification shall include the description
of the Mobile Unit, the description of waste to be processed and the location of the site
where the Mobile Unit is to operate and any additional information that the local fire
department may require and request in writing.
HOSTING / GENERATOR SITE
21. (a) The Mobile Unit shall only be operated at:
(i) a site that is not zoned as residential, recreational, environmental sensitive or hazard
lands and which is located at least 100 metres from the nearest recreational or
residential location, unless written approval is given by the District Manager to
operate at a recreational or residential location within the 100 metre limit, or
(ii) a site that has a Environmental Compliance Approval under Section 27 of the EPA.
(b) If the Mobile Unit is operated at a site that has a Environmental Compliance Approval
under Section 27 of the EPA, the Environmental Compliance Approval for the site must
approve the type of waste processing undertaken by the Mobile Unit and allow acceptance
of the waste that will be collected through the Mobile Unit;
(c) The Mobile Unit shall only be operated at a waste collection event if it has been issued a
generator registration number.
22. The Company shall cover any open drains in the immediate area that the Mobile Unit is being
operated to prevent spilled material from entering any sewer system.
WASTE INSPECTION
23. (a) All waste shall be inspected by trained personnel, prior to being accepted by the
Company for collection and packaging by the Mobile Unit and Toxic Taxi.
(b) Records of the rejected loads shall be made and submitted to the District Manager within
seventy two (72) hours of the completion of the operation of the Mobile Unit at a site.The
following information shall be included in the notification to the District Manager:
(i) description or characterization of waste; and
(ii) description of the vehicle and its licence plate, if available.
PAINT HANDLING
24.No bulking of paints which have been manufactured prior to 1972 or whose manufacturing
date cannot be determined shall be undertaken in the Mobile Unit and Toxic Taxi.
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Page 9 - NUMBER 2497-974RLR
SHARPS WASTE TRANSPORTATION AND MANAGEMENT
25. All sharps waste shall be handled and stored in accordance with Section 4.2 of the Ministry's
Guideline C-4, as amended from time to time, and in accordance with the following:
(a) All sharps waste received at either the Mobile Unit or Toxic Taxi shall be stored in a
container made of rigid materials that are puncture resistant and leak resistant. The
container shall have a lid that is securely attached to the container that can be closed and
locked when the container is full.
(b) The Mobile Unit and Toxic Taxi shall be clearly marked as being a biomedical waste
storage area with a sign that is no smaller than twenty (20) centimetres by twenty (20)
centimetres, which states "biomedical waste storage area" and which clearly displays the
universal biohazard symbol from Appendix 1 of Guideline C-4;
(c) All sharps containers being transported off the Site shall be:
(i) labelled and colour-coded as specified in Section 4.0 - Tables 4A and 4B of
Guideline C-4; and
(ii) sealed in either a leakproof disposable container which will be fed into an incinerator
or autoclave, or a leakproof reusable container which will be disinfected prior to
being reused; and
(d)Sharps waste shall only be transported to a facility for which an Approval has been issued
authorizing the acceptance of sharps waste.
26.Sharps containers which are improperly labelled, packaged, identified, or contain any waste
other than sharps waste shall be either returned to the generator; or disposed of at an approved
facility using an approved hauler, within 24 hours of receipt.
TRAINING
27. (a) All operators of the Mobile Unit and Toxic Taxi shall be trained with respect to the
following areas:
(i) terms, conditions and operating requirements of this Approval;
(ii) operation and management of the Mobile Unit and Toxic Taxi;
(iii) any environmental concerns pertaining to the wastes to be collected;
(iv) occupational health and safety concerns pertaining to the wastes to be collected;
(v) relevant waste management legislation, regulations and the EPA; and
(vi) operation of equipment and procedures to be followed in the event of a spill or other
emergency.
(b) Written records of staff training as required by this Approval shall be kept current for
each operator.
28. The Mobile Unit and Toxic Taxi shall only be operated when the appropriately trained
personnel are in attendance.
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EMERGENCY SITUATIONS AND CONTINGENCY MEASURES
29. (a) The Company shall promptly take all necessary steps to handle an emergency situation to
minimize its impact on the natural environment. All wastes resulting from handling of
the emergency situation shall be contained and cleaned up.
(b) All wastes resulting from an emergency situation shall be managed and disposed of in
accordance with Ontario Regulation 347.
(c) The Company shall record in a log book, the nature of the emergency situation and the
measures taken to contain the environmental impact of the emergency situation and to
prevent its recurrence.
30. All appropriate equipment and materials required to handle the emergency situations shall be:
(a) kept on hand at all times that the waste management systems are in operation; and
(b) adequately maintained and kept in good repair.
31. All spills and upsets shall be immediately reported to the Ministry of the Environment's Spills
Action Centre at (416) 325-3000 or 1-800-268-6060 and shall be recorded in a written log or
an electronic file as to the nature of the spill or upset and the mitigative action(s) taken.
ANNUAL REPORT
32. (a) By March 31, 2013, and on an annual basis thereafter, the Company shall prepare and
submit to the District Manager, an annual report of the Mobile Unit and Toxic Taxi
operations covering the previous calendar year in the area of jurisdiction of the District
Manager. This means that more than one Annual Report may be submitted to more than
one District Manager.
(b) The report shall include the following information:
(i) summary of total amount of Municipal Hazardous or Special Waste received,
rejected, transferred and disposed of from the operations of the Mobile Unit and the
Toxic Taxi program;
(ii) a description of the physical location where the Mobile Unit and Toxic Taxi is to be
stored or parked when not in use, including temporary storage; and
(iii) a copy of the "Fact Sheet" referred to in Condition 12(a).
(iv) any environmental and operational problems, that could negatively impact the
environment, encountered during the operation of the Mobile Unit and Toxic Taxi
program;
(v) any mitigative actions taken during the course of the previous calendar;
(vi) a summary of any complaints received and actions taken to resolve the complaints;
and
(vii)a statement as to compliance with all Conditions of this Approval and with the
inspection and reporting requirements of the Conditions herein.
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COMPLAINT NOTIFICATION
33. (a) Upon a receipt of the complaint regarding the operation of the Mobile Unit and Toxic
Taxi, the Company shall initiate appropriate steps to determine all possible causes of the
complaint. If the operation of the Mobile Unit and Toxic Taxi is determined to be the
likely cause of the complaint, the Company shall proceed to take the necessary actions to
eliminate the cause of the complaint and shall:
(i) notify the District Manager within three (3) business days from the receipt of the
complaint;
(ii) forward a formal reply to the complainant.
(b) The notification to the District Manager shall contain the following information:
(i) name, address and the telephone number of the complainant;
(ii) time and date of the complaint;
(iii) direction of the wind at the time of the complaint;
(iv) details of the complaint;
(v) actions proposed to remediate the cause of the complaint; and
(vi) operational changes to reasonably avoid the re-occurrence of similar incidents.
FINANCIAL ASSURANCE FOR MOBILE UNIT
34. (a) Within twenty (20) days of issuance of this Approval, the Company shall submit to the
Director, financial assurance, as defined in Section 131 of the EPA, in the amount of
$20,000 for the Mobile Unit.
(b) Within sixty (60) days of issuance of this Approval, or ten (10) days prior to the
commencement of the Toxic Taxi program, whichever occurs first, the Company shall
submit to the Director an additional amount of $20,000 to increase the financial
assurance to a total of $40,000.
(c) This financial assurance shall be in a form acceptable to the Director and shall provide
sufficient funds for the analysis, transportation, clean-up, monitoring and disposal of all
quantities of waste.
(d) The amount of financial assurance is subject to review at any time by the Director and
may be amended at his/her discretion. If any financial assurance is scheduled to expire or
notice is received, indicating financial assurance will not be renewed, and satisfactory
methods have not been made to replace the financial assurance at least sixty (60) days
before the financial assurance terminates, the financial assurance shall forthwith be
replaced by cash.
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SCHEDULE "A"
This Schedule "A" forms part of this Provisional Environmental Compliance Approval for a Waste
Management System
1. Application for an Environmental Compliance Approval for a Municipal Hazardous and
Speciality Waste Management System dated March 26, 2013, submitted by Shawn Barlow,
President, Photech Environmental Solutions Inc., including supporting documentation.
2. Email correspondence from May 13, 2013 to August 27, 2013 [2:02 PM] from Shawn J.
Barlow, President/CEO, Photech Environmental Solutions Inc., to Lucie Guichelaar, Waste
Evaluator, Ministry of the Environment, re: MOE reference: 4478-967PMZ - Application for a
HHW Waste Management System, including supporting documentation.
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SCHEDULE "B"
This Schedule "B" forms part of this Provisional Environmental Compliance Approval for a Waste
Management System
Mobile Unit Approved for Operation of this Environmental Compliance Approval
Unit Type: Trailer - 53100
Vehicle Model: AVW 2000 Stroughton - Panel Van Trailer
Vehicle Serial Number: 1DW1A5329YS3315
License Plate Number: J2383A
Toxic Taxi Approved for Operation of this Environmental Compliance Approval
Unit Type: Strait Truck
Vehicle Model: 2007 International 4300
Vehicle Serial Number: 1HTMNAAM47H429604
License Plate Number: 5474TN
STORAGE LOCATION:
Photech Environmental Solutions Inc.
600 Read Road
St. Catharines, Ontario
L2R 7K6
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The reasons for the imposition of these terms and conditions are as follows:
Conditions 1 and 2 are included to set out clearly that the Mobile Unit are to be operated in
accordance with the application for this Approval and supporting information submitted by the
Company, and not in a manner which the Director has not been asked to consider.
Conditions 3 and 4 are included is to clarify the legal rights and responsibilities of the Company.
Condition 5 is included to ensure that all communications regarding this Approval clearly refer to
this Approval by including the unique number assigned to this Approval.
Conditions 6 and 7 are included to ensure that the appropriate Ministry staff has ready access to
information regarding the operations of the Mobile Units which are approved under this
Provisional Environmental Compliance Approval , and to the locations at which the Mobile Units
operate. The Conditions are supplementary to the powers afforded a Provincial Officer pursuant
to the Environmental Protection Act, the Ontario Water Resources Act and the Pesticides Act, as
amended.
Condition 8 is included to ensure that the Mobile Unit is operated under the corporate , limited or
the applicant's own name which appears on the application and supporting information submitted
for this Approval and not under any name which the Director has not been asked to consider .
Conditions 9 and 10 are included to ensure that the Mobile Unit only handles and processes the
waste applied for, as the handling or processing of waste not approved in this Approval may create
an adverse effect or result in a hazard to the health and safety of any person or the natural
environment. Condition 18 is also included to require the notification to the Ministry of any loads
that have been rejected at a collection event.
Conditions 11 and 14 are included to reflect the fact that the Mobile Unit is the equipment
approved to undertake mobile processing and to ensure that the location of the operation of the
Mobile Unit does not become a permanent waste disposal site as such operation was not considered
by the Director under this approval.
Condition 12 is included to ensure that the general public is made aware of the packaging
restrictions to ensure health and safety of the generator and receiver.
Condition 13 is included to ensure that all waste received /or rejected by the Company is tracked
and recorded for compliance purposes.
Condition 15 is included to ensure that all wastes collected through the operation of the Mobile
Unit are transported from the collection site by an approved waste management system.
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Condition 16 is included to ensure that the location of the operation of the Mobile Unit does not
become a permanent waste disposal site as such operation was not considered by the Director
under this approval.
Conditions 17 is included to ensure that the maximum capacity of the Mobile Unit is not exceeded
and to ensure that an approved waste management system removes the waste from the Site.
Condition 18 is included to provide conditions on storage compounds and proper containment to
ensure that waste storage is done in a manner and duration which does not result in a nuisance or a
hazard to the health and safety of the environment or people.
Conditions 19 and 20 are included to require notification of the relevant District Manager and
local municipality of the Company's intent to operate the Mobile Unit in their local area , and to
allow for additional requirements to be placed on the Company in order to address concerns
specific to the proposed operation of the Mobile Unit.
Condition 21 is included to specify the acceptable locations for the operation of the Mobile Unit so
that such operation does not cause an adverse effect and result in a hazard to the health and safety
of any person or the natural environment and to clearly indicate that a Environmental Compliance
Approval under Section 27 of the EPA for a permanent site where this Mobile Unit is operating
takes precedence over this Approval when there are discrepancies between any provisions of the
two Approvals of Approval.
Condition 21 (c) is included to ensure that all locations at which the Mobile Unit operates have
been properly registered in accordance with Ontario Regulation 347, as amended.
Condition 22 is included to protect the local environment and public health from any accidental
spills.
Condition 23 is included to ensure that all wastes are properly classified to ensure that they are
managed, processed and disposed in accordance with Ontario Regulation 347, and in a manner
that protects the health and safety of people and the public.
Condition 24 is included to ensure that paints are not bulked in the Mobile Unit as paints require
special handling due to their potential contamination with PCBs.
Conditions 25 and 26 are included to ensure that all sharps waste is received , managed, packaged
and shipped in a manner which does not result in a nuisance or a hazard to the health and safety of
the environment or public and to ensure that staff have been properly trained to handle sharps
waste in a safe and responsible manner.
Conditions 27 and 28 are included to require all operators of the Mobile Unit to be properly
trained so that the Mobile Unit is operated in an environmentally acceptable manner and does not
pose a threat to the health and safety of any persons or the natural environment .
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Conditions 29, 30 and 31 are included to ensure that the Company takes all reasonable steps to
minimize the environmental impact of any spills and other emergencies that may occur during
operation of the Mobile Unit.
Condition 32 is included to require the Company to retain records and provide information to the
Ministry so that the environmental impact and subsequent compliance with the EPA , the
regulations and this Approval can be verified.
Condition 33 is to ensure that any complaints regarding operation of the Mobile Unit at a site are
responded to in a timely and efficient manner.
Condition 34 is included to assure the availability of funds for clean up of any discharges of
contaminants to the natural environment should the Company refuse to do so.
In accordance with Section 139 of the Environmental Protection Act, you may by written Notice served upon
me and the Environmental Review Tribunal within 15 days after receipt of this Notice , require a hearing by the
Tribunal. Section 142 of the Environmental Protection Act provides that the Notice requiring the hearing shall
state:
1. The portions of the environmental compliance approval or each term or condition in the environmental compliance approval in
respect of which the hearing is required, and;
2. The grounds on which you intend to rely at the hearing in relation to each portion appealed.
The Notice should also include:
3. The name of the appellant;
4. The address of the appellant;
5. The environmental compliance approval number;
6. The date of the environmental compliance approval;
7. The name of the Director, and;
8. The municipality or municipalities within which the project is to be engaged in.
And the Notice should be signed and dated by the appellant .
This Notice must be served upon:
The Secretary*
Environmental Review Tribunal
655 Bay Street, Suite 1500
Toronto, Ontario
M5G 1E5
AND
The Director appointed for the purposes of
Part II.1 of the Environmental Protection Act
Ministry of the Environment
2 St. Clair Avenue West, Floor 12A
Toronto, Ontario
M4V 1L5
* Further information on the Environmental Review Tribunal’s requirements for an appeal can be obtained directly from the
Tribunal at: Tel: (416) 212-6349, Fax: (416) 314-3717 or www.ert.gov.on.ca
The above noted activity is approved under s.20.3 of Part II.1 of the Environmental Protection Act.
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DATED AT TORONTO this 25th day of February, 2014
Tesfaye Gebrezghi, P.Eng.
Director
appointed for the purposes of Part II.1 of the
Environmental Protection Act
VP/
c: District Manager, MOE Niagara
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