AGENDA - General Committee - 20210216Town of Aurora
General Committee
Meeting Agenda
Date:Tuesday, February 16, 2021
Time:7 p.m.
Location:Video Conference
Pages
1.Procedural Notes
This meeting will be held electronically as per Section 19. i) of the Town's
Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation.
Mayor Mrakas in the Chair.
2.Approval of the Agenda
3.Declarations of Pecuniary Interest and General Nature Thereof
4.Community Presentations
5.Delegations
Note: At this time, the Municipal Offices are closed. This meeting will be live
streamed at https://www.youtube.com/user/Townofaurora2012/videos.
Anyone wishing to provide comment on an agenda item is encouraged to visit
www.aurora.ca/participation for guidelines on electronic delegation.
6.Consent Agenda
6.1.PDS21-013 - Servicing Allocation Update 1
That Report No. PDS21-013 be received for information.1.
7.Advisory Committee Meeting Minutes
That the following Advisory Committee meeting minutes, items 7.1 to 7.3
inclusive, be received:
7.1.Anti-Black Racism and Anti-Racism Task Force Meeting Minutes of
January 20, 2021
8
That the Anti-Black Racism and Anti-Racism Task Force meeting1.
minutes of January 20, 2021, be received for information.
7.2.Environmental Advisory Committee Meeting Minutes of January 25, 2021 12
That the Environmental Advisory Committee meeting minutes of
January 25, 2021, be received for information.
1.
7.3.Community Recognition Review Advisory Committee Meeting Minutes of
February 1, 2021
17
That the Community Recognition Review Advisory Committee
meeting minutes of February 1, 2021, be received for
information.
1.
8.Consideration of Items Requiring Discussion (Regular Agenda)
8.1.OPS21-006 - Green Fleet Action Plan 21
That Report No. OPS21-006 be received; and1.
That Council endorse the Green Fleet Action Plan subject to
budgetary implications.
2.
8.2.OPS21-007 - Winter Roads Maintenance 42
That Report No. OPS21-007 be received; and1.
That the current Winter Maintenance Service Level Standards
remain unchanged; and
2.
That upon the conclusion of the current winter roads
maintenance contract in April of 2021 the Town enter into a new
contract for the delivery of road winter maintenance for four (4)
of the Town’s road plow routes; and
3.
That when one (1) additional winter roads maintenance route is
implemented, it be conducted in-house by the Operational
Services Department; and
4.
That contracted vehicles do not exceed eight (8) model years of
age at any time during the life of the contract.
5.
8.3.FIN21-007 - Debt Financing for Projects with 2021 Debt Authority 52
That Report No. FIN21-007 be received; and1.
That the use of a construction line of credit up to a maximum
value of $8.2 million to fund the Stronach Aurora Recreation
Complex (SARC) Gymnasium project during its construction be
2.
approved; and
That up to a maximum of $8.2 million in long-term debt authority
for the refinancing of the construction line of credit in the form
of a 20-year debenture be issued upon the SARC Gymnasium
project’s substantial completion; and
3.
That $3.375 million in long-term debt authority for the financing
of the construction of the Hallmark Baseball Diamonds in the
form of a 20-year debenture be issued; and
4.
That Council enact the SARC Gymnasium project’s interim/long-
term debt financing by-law at a future Council meeting; and
5.
That Council enact the Hallmark Baseball Diamonds project’s
long-term debt financing by-law at a future Council meeting; and
6.
That upon finalization of the SARC Gymnasium project’s long-
term financing plan, an informational report be provided to
Council which outlines the details of such, including interest
rates and net cost of borrowing.
7.
8.4.CS21-014 - Capital Project No. 14047 - Computer and Related
Infrastructure Renewal
65
That Report No. CS21-014 be received; and1.
That the condition on the approval of Capital Project No. 14047
– Computer and Related Infrastructure Renewal in the amount of
$660,361 be lifted and the project proceed.
2.
8.5.CS21-015 - Corporate Technology Strategic Plan Update 74
That Report No. CS21-015 be received for information.1.
9.Notices of Motion
9.1.Councillor Gilliland; Re: Vibration Study for Intensification Projects in
Aurora Promenade
172
10.New Business
11.Public Service Announcements
12.Closed Session
There are no Closed Session items for this meeting.
13.Adjournment
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. PDS21 -0 13
______________________________________________________________________
Subject: Servicing Allocation Update
Prepared by: Michael Logue, Senior Policy Planner
Department: Planning and Development Services
Date: February 16, 2021
______________________________________________________________________
Recommendation
1. That Report No. PDS21-013 be received for information.
Executive Summary
Servicing allocation capacity, assigned from York Region to Aurora for development
applications, is necessary for development to proceed. Allocation is granted by Council
on a ‘First Come, First Served’ basis, at draft plan or site plan approval stages, and is
subject to the ‘Use It or Redistribute It’ policies of the Town’s Official Plan.
York Region has introduced interim servicing projects in Aurora due to delays in
approval of the Upper York Sewage Solution (UYSS)
York Region did not allocate any new capacity to Aurora in 2019 or 2020
Estimated year-end 2020 servicing allocation balances are 5,900 persons, or
2,000 units worth
Estimated 2020 balances represent approximately a 4-to-5 year supply
Allocation remains available for all current residential applications, but
substantial capacity requirements are anticipated for future development blocks
Additional servicing capacity will be required before UYSS is operational
York Region encourages stretching servicing allocation assignments through
bonusing programs
Page 1 of 172
February 16, 2021 2 of 7 Report No. PDS21-013
Background
Servicing allocation capacity, assigned from York Region to Aurora to development
applications, is necessary for development to proceed
All residential development applications in Aurora require servicing allocation credits, or
water and sewage capacity, in order to proceed. York Region rations servicing allocation
capacity to area municipalities, due to constraints in the water/sewer system.
Municipalities, in turn, assign servicing allocation to developments. Residential servicing
allocation is accounted for by number of persons, which can be converted to number of
units using average household sizes by structure type (single detached, semi-detached,
rows, apartments). Industrial, commercial, and institutional (ICI) developments do not
require servicing allocation.
Allocation is granted on ‘First Come, First Served’ basis at draft plan or site plan approval,
and subject to ‘Use It or Redistribute It’ policies in Aurora’s Official Plan
The current 2010 Official Plan (Section 14.3, and specifically policies 14.3.2) outlines
that Council is responsible for granting servicing allocation, and provides timelines for
when unused servicing allocation can be revoked. As an example of this ‘Use It or
Redistribute It’ approach, site plans have one year to execute an agreement, or the Town
may revoke servicing allocation. Report PDS20-032 recently revoked allocation for two
site plans, in June 2020.
Aurora initially grants servicing allocation at the draft plan or site plan approval stages.
The general approach in the Official Plan is ‘first come, first serve’; any application that
is ready to proceed for approval is recommended to receive servicing allocation.
York Region has introduced interim servicing projects in Aurora due to approval delays of
the Upper York Sewage Solution
York Region planned to resolve the servicing allocation constraints in Aurora,
Newmarket, and East Gwillimbury with the Upper York Sewage Solutions project (UYSS).
The proposed Water Reclamation Centre of the UYSS will be located in East
Gwillimbury. Originally intended to be online and operational by now, ongoing delays in
the UYSS Environmental Assessment with the Province of Ontario have now pushed
back the estimated operational date to 2028. Recent information indicates that the
future of the UYSS could be in question as alternative solutions will need to be explored.
To address Aurora’s declining servicing allocation balances, the Region introduced
interim solutions to relieve the immediate constraints in the absence of the UYSS. In
Aurora, this includes upgrades to the pumping station at 242 St. John’s Sideroad at the
Page 2 of 172
February 16, 2021 3 of 7 Report No. PDS21-013
terminus of Industrial Parkway North, and a new pumping station and forcemain at
14452 Yonge Street.
Analysis
York Region did not allocate any new capacity to Aurora in 2019 or 2020
Since the interim servicing solutions at the St. John’s Sideroad pumping station and the
new Yonge Street pumping station were announced in 2018, York Region has provided
one update on servicing allocation, in September 2019. The update reported year-end
2018 servicing allocation balances by municipality, but did not include any new
servicing allocation for the three municipalities impacted by the delay of the UYSS
(Aurora, Newmarket, and East Gwillimbury).
Estimated year-end 2020 servicing allocation balances are 5,900 persons, or 2,000 units
worth
As part of report PDS20-006 of March 3, 2020, staff updated Aurora’s servicing
allocation balances to year-end 2019 based on the Region’s year-end 2018 figures, by
accounting for applications already allocated in the draft plan and site plan approvals
stages (a difference from the Region-reported balances), factoring in development
activity in 2019, and adjusting a small number of corrections in the 2018 figures.
Estimated year-end 2020 servicing allocation balances were calculated by factoring in
servicing allocation assigned over the last year, as well as the revoking of allocation
from two site plan approvals, as seen in Table 1:
Factoring in the four adjustments above, current servicing allocation balances are
estimated at 5,900 persons, or approximately 2,000 units worth. Note, these 2020
File #Development
Name Address Staff
Report #Units Persons
Allocation
SUB-2017-03 Biglieri 132-198 Bloomington Rd PDS20-033 50 Singles 164
SUB-2018-02 Shining Hill Ph2 306-488 St. John’s Sdrd PDS20-045 90 Singles 295
140 units 459
SP-2013-05 Joe Cara 15132-15136 Yonge St PDS20-032 12 Apt's 21
SP-2006-13 Bruce Spragg 15356 Yonge St PDS20-032 5 Rows 13
17 units 34
123 425
Table 1: Town of Aurora Servicing Allocation Granted & Revoked, 2020
2 Subdivision applications with servicing allocation GRANTED
2 Site Plan applications with servicing allocation REVOKED
Net Change to Aurora's Servicing Allocation Balances in 2020
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February 16, 2021 4 of 7 Report No. PDS21-013
estimates should be considered preliminary, as they have yet to confirmed by the
Region, and factor in assumptions made on Regional data from two years ago.
Estimated 2020 balances represent approximately a 4-to-5 year supply
Using the recent background residential information and growth forecast from
Appendix A of the 2019 Development Charges Background Study, prepared by Watson &
Economists for the Town of Aurora, the take-up of 5,900 persons allocation available at
year-end 2020, can be estimated.
Using the historical 10-year average pace of development, the estimated year-end 2020
servicing balances available for the Town would represent about 4.2 years worth of
allocation.
Using the 10-year forecast average pace of development, estimated year-end 2020
servicing balances would represent approximately 4.8 years worth of allocation, until
late 2024 or early 2025.
Using two different forecast methods, the current estimated servicing allocation
balances available represent 4-to-5-year supply, bringing Aurora into 2025.
Allocation remains available for all current residential applications, but substantial
capacity requirements are anticipated for future development blocks
Sufficient servicing allocation reserves currently exist to cover all active residential
development applications on Aurora’s Planning Application Status List at this point in
time. This is not to say that all currently active applications are guaranteed servicing
allocation, as it is always possible that future applications could proceed to draft plan
approval or site plan approval sooner than some active applications.
It should be noted that several active applications within the Town identify future
residential development blocks. With the future proposed unit mix for these lands
undetermined, they are not factored in to the calculations above. Applications which will
likely require allocation moving forward include future phases of Shining Hills on St.
John’s Sideroad, Aurora Bayview Southeast (Magna/Stronach lands), buildout of the
Yonge Street South Secondary Plan Area (OPA #34), and any employment land
conversion sites approved as part of York Region’s Municipal Comprehensive Review.
Additional servicing capacity will be required before UYSS is operational
The Region’s last assignment of allocation to Aurora in June 2018 was intended to last
the Town until 2023, and current analysis projects this to hold true. However, this is still
not enough capacity to last until the UYSS is now projected to be operational in 2028.
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February 16, 2021 5 of 7 Report No. PDS21-013
The Region is planning a capacity monitoring report this year, and a capacity
assignment report in 2023.The Region set aside 1,000 persons capacity to be gained
from the interim servicing solutions in Aurora, to be redistributed for Centres and
Corridors upon confirmation of capacity gained. By 2023, Aurora should be in line for a
portion of that extra 1,000 persons (along with Newmarket and East Gwillimbury), to
support development in the Aurora Promenade.
York Region encourages stretching servicing allocation assignments through bonusing
programs
The Region’s servicing incentive programs promote sustainable residential
development, while allowing local municipalities to extend the life of their servicing
capacity. They include:
Servicing Incentive Program (SIP), for ground-related development
Sustainable Development Through Leadership in Energy and Environmental
Design (LEED) Incentive Program, for high-rise
Developer-funded Inflow and Infiltration (I&I) Reduction Program
Aurora has benefited from the developer funded programs, helping to extend the Town’s
servicing capacity. The 2C Landowner Group undertook an I&I reduction program, and
the Leslie-Wellington development by Treasure Hill took advantage of the SIP program.
Both required tri-party agreements between the Region, developer, and Town.
I&I reduction aims to reduce dilution in sanitary sewers, through measures such as
repairing leaks in catchbasins and disconnecting downspouts on private property –
often in older parts of Town.
The Town’s development engineering standards are already high, to the point that a
development in Aurora would only require a few additional water or sewage saving
elements in order to qualify for the Region’s SIP program.
Hypothetically, if all developments in Aurora enrolled in bonusing programs, allocation
balances could grow by up to 20%, which would represent approximately an additional
years’ supply based on current balances and projected rates, into 2025.
Additionally, to support and incent private purpose-built rental housing, a Region-wide
reserve of 4,000 persons has been established to service such developments. Any
applications qualifying for this pool would not draw from the Town’s allocation
reserves.
Page 5 of 172
February 16, 2021 6 of 7 Report No. PDS21-013
Advisory Committee Review
Not applicable.
Legal Considerations
None.
Financial Implications
There is a potential financial risk to the Town of Aurora if servicing allocation balances
are allowed to fully deplete, its planned development may become impeded thus
delaying or eliminating planned growth-related revenues (planning and building
application fees, development charges, increasing the property tax base).
Communications Considerations
The Town of Aurora will use ‘Inform’ as the level of engagement for this project. There
are five different levels of community engagement to consider, with each level providing
the community more involvement in the decision-making process. These levels are:
Inform, Consult, Involve, Collaborate and Empower. Examples of each can be found in
the Community Engagement Policy. These options are based on the International
Association of Public Participation (IAP2) Spectrum and assist in establishing
guidelines for clearly communicating with our public and managing community
engagement. In order to inform the public, this report will be posted to the Town’s
website.
Link to Strategic Plan
This report supports the Strategic Plan objective of Investing in Sustainable
Infrastructure, specifically through the action item of developing policies to ensure that
growth is phased and coordinated with existing and planned infrastructure.
Alternative to the Recommendation
1. That Council provide direction.
Page 6 of 172
February 16, 2021 7 of 7 Report No. PDS21-013
Conclusions
Council must assign servicing allocation before a development may proceed. It is
granted on a ‘First Come, First Served’ basis, typically at draft plan approval or site plan
approval stage.
York Region granted no new allocation to Aurora in 2019 or 2020. Updating servicing
allocation balances to year-end 2020, approximately 5,900 persons or 2,000 units worth
are available, representing a four-to-five-year supply (late 2024/early 2025).
Sufficient allocation is currently available to cover all active residential applications, but
additional capacity will be required prior to the estimated in-service date for the Upper
York Sewage Solutions of 2028.
York Region encourages stretching servicing allocation assignments via their bonusing
programs. Landowner Groups in Aurora have taken advantage of servicing bonuses
through Inflow and Infiltration and the Region’s Servicing Incentive Program.
Attachments
None.
Previous Reports
PBS17-043, Inflow & Infiltration Reduction Project, November 21, 2017
PDS18-068, Servicing Allocation Update, July 17, 2018
PDS20-006, Servicing Allocation Update, March 3, 2020
PDS20-032, Revoking Servicing Allocation, June 16, 2020
Pre-submission Review
Agenda Management Team review on January 28, 2021
Approvals
Approved by David Waters, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 7 of 172
1
Town of Aurora
Anti-Black Racism and Anti-Racism Task Force
Meeting Minutes
Date:
Time:
Location:
Wednesday, January 20, 2021
7:00 p.m.
Video Conference
Committee Members: Noor El-Dassouki (Chair)
Mark Lewis (Vice Chair)
Phiona Durrant
Keenan Hull
Mae Khamissa
Tricia Wright
Councillor Harold Kim
Other Attendees: Techa van Leeuwen, Director of Corporate Services
Phillip Rose-Donahoe, Manager, Library Square
Mat Zawada, Accessibility Advisor
Eliza Bennett, Acting Manager, Corporate Communications
Michael de Rond, Town Clerk
_____________________________________________________________________
1. Procedural Notes
This meeting will be held electronically as per Section 19. i) of the Town's
Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation.
The Chair called the meeting to order at 7:03 p.m.
Councillor Kim shared a story regarding racism he experienced with his family
during a recent outdoor recreational outing. He reminded the Task Force
members that how we respond and the way in which we choose to deal with
these sorts of atrocious acts reflects on everyone in the community as well as
members of the Task Force.
2. Approval of the Agenda
Page 8 of 172
2
Moved by Mae Khamissa
Seconded by Keenan Hull
That the agenda as circulated by Legislative Services be approved.
Carried
3. Declarations of Pecuniary Interest and General Nature Thereof
None.
4. Receipt of the Minutes
4.1 Anti-Black Racism and Anti-Racism Task Force Meeting Minutes of
November 25, 2020
Moved by Councillor Kim
Seconded by Mae Khamissa
That the Anti-Black Racism and Anti-Racism Task Force meeting minutes
of November 25, 2020, be received for information.
Carried
5. Delegations
None.
6. Matters for Consideration
6.1 Memorandum from Manager, Library Square; Re: Canadian Achievements
Mural II
Phil Rose-Donahoe, Manager of Library Square, provided a brief
presentation to the Task Force. An overview of the project was given,
including a description of the work plan and the various stages of the
project. A sub-committee was proposed to work with the Manager of
Library Square on guidelines for the project.
There was discussion regarding artist selection, project budget and next
steps for the project. The Task Force agreed that the sub-committee
would consist of Noor El-Dassouki, Mae Khamissa, Tricia Wright, and
Keenan Hull. The Manager of Library Square will report back to the Task
Force at the next meeting with proposed final project guidelines.
Page 9 of 172
3
Moved by Tricia Wright
Seconded by Mae Khamissa
1. That the memorandum regarding Canadian Achievements Mural II be
received; and
2. That the Anti-Black Racism and Anti-Racism Task Force comments
regarding the Canadian Achievements Mural II be received and
referred to staff for consideration and further action as appropriate;
and
3. That a sub-committee consisting of Noor El-Dassouki, Mae Khamissa,
Tricia Wright, and Keenan Hull be formed to assist in creating project
guidelines.
Carried
6.2 Memorandum from Accessibility Advisor; Re: Municipal Diversity and
Inclusion Charter
Mat Zawada, Accessibility Advisor, provided a brief overview of the memo.
There was discussion regarding who is involved in the Municipal Diversity
and Inclusion Group (MDIG) and the mandate of the group. Discussion
also took place regarding the Diversity and Inclusion calendar being
created to celebrate various events. Clarification was provided that the
Director of Corporate Services will relay what is happening at Task Force
meetings in the Town of Aurora to MDIG.
Moved by Mae Khamissa
Seconded by Councillor Kim
1. That the memorandum regarding Municipal Diversity and Inclusion
Charter be received; and
2. That the Anti-Black Racism and Anti-Racism Task Force comments
regarding Municipal Diversity and Inclusion Charter be received and
referred to staff for consideration and further action as appropriate.
Carried
6.3 Round Table Discussion; Re: Black History Month
Eliza Bennett, Acting Manager of Communications, spoke to the Town’s
preliminary plans for celebrating Black History Month in the Town of
Page 10 of 172
4
Aurora. She noted a webpage would be created on the Town’s website as
well as various social media posts highlighting black history in Aurora.
The Task Force expressed the importance of their involvement in the
formulation and execution of plans for Black History Month, and other
Task Force initiatives. They further noted the significance of getting an
early start on planning for Black History Month 2022 to ensure the
fulsome involvement of the Task Force.
The Acting Manager of Communications committed to formulating a plan
for Black History Month 2021 and providing it via email to the Task Force
for feedback.
Moved by Mae Khamissa
Seconded by Councillor Kim
1. That the Anti-Black Racism and Anti-Racism Task Force comments
regarding Black History Month be received and referred to staff for
consideration and action as appropriate.
Carried
7. Informational Items
None.
8. Adjournment
Moved by Mae Khamissa
Seconded by Councillor Kim
That the meeting be adjourned at 8:48 p.m.
Carried
Page 11 of 172
1
Town of Aurora
Environmental Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Monday, January 25, 2021
7:00 p.m.
Video Conference
Committee Members: Councillor Rachel Gilliland (Chair)
Councillor Wendy Gaertner (Vice Chair)
Margaret Baker
Barry Bridgeford
Colin Brown
Sam Cunningham
Ashley Gatto Cassagrande
Ryan Hamid
Sandy Hudson
Crystal Robertson
Other Attendees: Mayor Tom Mrakas (ex-officio)
Natalie Kehle, Analyst, Energy and Climate Change
Anca Mihail, Manager, Engineering Services
Sara Tienkamp, Manager, Parks and Fleet
Michael de Rond, Town Clerk
Samantha Yew, Deputy Town Clerk
Linda Bottos, Council/Committee Coordinator
_____________________________________________________________________
1. Procedural Notes
This meeting was held electronically as per Section 19. i) of the Town's
Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation.
The Town Clerk called the meeting to order at 7:02 p.m.
Mayor Mrakas welcomed the members of the newly-established Environmental
Advisory Committee and thanked them for volunteering and their commitment to
the community.
Page 12 of 172
2
Councillor Gilliland assumed the chair at 7:05 p.m.
2. Appointment of Committee Chair and Vice Chair
Moved by Colin Brown
Seconded by Barry Bridgeford
That Councillor Rachel Gilliland be elected as Vice Chair for Year 2021 of the
Environmental Advisory Committee (2018-2022 Term).
Carried
Moved by Colin Brown
Seconded by Crystal Robertson
That Councillor Wendy Gaertner be elected as Vice Chair for Year 2021 of the
Environmental Advisory Committee (2018-2022 Term).
Carried
3. Approval of the Agenda
Moved by Barry Bridgeford
Seconded by Crystal Robertson
That the agenda as circulated by Legislative Services be approved.
Carried
4. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
5. Receipt of the Minutes
None.
6. Delegations
6.1 Alex X, representing Greener Days; Re: Marker Recycling in Aurora
Alex presented a proposal, including impacts and benefits, to divert used
markers in Aurora from landfills through a free program, Crayola
ColourCycle, which collects and repurposes used markers of any type.
Page 13 of 172
3
Moved by Wendy Gaertner
Seconded by Colin Brown
That the comments of the delegation be received for information.
Carried
6.2 Michael de Rond, Town Clerk; Re: Committee Orientation
Mr. de Rond presented an overview of the roles and responsibilities of an
advisory committee, committee members, the chair, and staff. He noted
the importance of an advisory committee as a tool for civic engagement
and highlighted various aspects of procedure, including the Town’s
Procedure By-law and the Code of Conduct for Local Boards.
Moved by Crystal Robertson
Seconded by Ashley Gatto Cassagrande
That the comments of the delegation be received for information.
Carried
7. Matters for Consideration
7.1 Memorandum from Energy and Climate Change Analyst; Re: Town of
Aurora Community Energy Plan
Susan Hall, Partner and Project Lead, LURA Consulting, and Caitlin Rodger,
ICLEI Canada, presented an overview of the Town's draft Community
Energy Plan (CEP) including climate change impacts, energy costs, the
need for a CEP, development process, energy use and greenhouse gas
(GHG) emissions, strategies to reduce energy consumption and GHG
emissions, impacts, and plan implementation. Megan Meaney, ICLEI
Canada, was also in attendance to answer questions.
The Committee expressed support for the proposed plan and inquired
about available funding resources to implement the plan. The
consultants/staff provided clarification regarding potential funding
opportunities, which would be further identified as projects move forward
to Council. The Committee discussed and inquired about several issues
including voluntary deep retrofits for existing homes, the impacts of
embedded emissions and the net energy benefit, the potential for
hydrogen fuel cells as an alternative to lithium batteries, green roofs,
natural infrastructure implementation, federal targets vs Town targets, and
Page 14 of 172
4
green options and standards for new construction. The consultants/staff
provided clarification, reviewed the focus of the plan and next steps, and
noted that a deeper analysis would be undertaken to address some of the
issues as each project moves forward.
Moved by Margaret Baker
Seconded by Barry Bridgeford
1. That the memorandum regarding Town of Aurora Community Energy
Plan be received; and
2. That the Environmental Advisory Committee comments regarding the
Community Energy Plan be received and referred to staff for
consideration and further action as appropriate.
Carried
7.2 Memorandum from Manager, Parks and Fleet; Re: Greening the Fleet -
Green Fleet Action Plan
Staff presented an overview of the memorandum and draft Green Fleet
Action Plan including background on the fleet management strategy,
alignment with the Region's fleet goal, percentage of total GHG emissions
by mode, key objectives in implementing the action plan, actions and
impacts, and measures of success.
The Committee expressed support for the proposed action plan and
inquired about the fleet age, life cycles, replacement policy, and inclusion
of electric and hybrid vehicles. Staff provided a response noting that all
technologies would be considered, including hydrogen vehicles, as long as
cost effectiveness and service delivery standards can be maintained. The
Committee inquired about incorporating GPS to better understand fleet
efficiencies, and staff advised that use of the Telematics information/GPS
system would be expanded to include all fleet vehicles. The Committee
further inquired about whether any green or environmental factors are
considered in the procurement of fleet, and staff confirmed the Town
follows green procurement practices that can be adjusted for fleet,
although there are financial challenges until green fleet vehicles become
more commercially available and prices decrease.
Moved by Barry Bridgeford
Seconded by Crystal Robertson
Page 15 of 172
5
1. That the memorandum regarding Greening the Fleet - Green Fleet
Action Plan be received; and
2. That the Environmental Advisory Committee comments regarding
Greening the Fleet - Green Fleet Action Plan be received and referred to
staff for consideration and further action as appropriate.
Carried
7.3 Round Table Discussion; Re: Private Tree Protection By-law No. 5850-16
Moved by Barry Bridgeford
Seconded by Crystal Robertson
1. That the Round Table Discussion regarding Private Tree Protection By-
law Number 5850-16 be deferred to the February 24, 2021 meeting of
the Environmental Advisory Committee.
Motion to defer
Carried
8. Informational Items
None.
9. Adjournment
Moved by Barry Bridgeford
Seconded by Colin Brown
That the meeting be adjourned at 9:02 p.m.
Carried
Page 16 of 172
1
Town of Aurora
Community Recognition Review Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Monday, February 1, 2021
2:00 p.m.
Video Conference
Committee Members: Erin Cerenzia (Chair)
Brian North (Vice Chair)
Diane Buchanan
Paul Martin
Elaine Martini
Jo-anne Spitzer
Mayor Tom Mrakas (arrived at 2:10 p.m.)
Other Attendees: Shelley Ware, Supervisor, Special Events
Ishita Soneji, Council/Committee Coordinator
_____________________________________________________________________
1. Procedural Notes
This meeting was held electronically as per Section 19. i) of the Town's
Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation.
The Council/Committee Coordinator called the meeting to order at 2 p.m.
Erin Cerenzia assumed the Chair at 2:06 p.m.
2. Appointment of Committee Chair and Vice Chair
Moved by Diane Buchanan
Seconded by Elaine Martini
That Erin Cerenzia be elected as Chair for Year 2021 of the Community
Recognition Review Advisory Committee (2018-2022 Term).
Carried
Page 17 of 172
2
Moved by Erin Cerenzia
Seconded by Jo-anne Spitzer
That a Brian North be elected as Vice Chair for Year 2021 of the Community
Recognition Review Advisory Committee (2018-2022 Term).
Carried
3. Approval of the Agenda
Moved by Brian North
Seconded by Diane Buchanan
That the agenda as circulated by Legislative Services, be approved.
Carried
4. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
5. Receipt of the Minutes
5.1 Community Recognition Review Advisory Committee Meeting Minutes of
November 4, 2019
Moved by Elaine Martini
Seconded by Jo-anne Spitzer
That the Community Recognition Review Advisory Committee Meeting
Minutes of November 4, 2019, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
7.1 Round Table Discussion; Re: 2021 Awards Event - Award Categories and
Descriptions
Page 18 of 172
3
Staff provided a brief overview of the award categories and descriptions
and the nomination form, noting that the form and categories are the
same as 2020 and sought the Committee's input for any suggestions and
improvements. The Committee was in agreement with the proposed
award categories and form and noted that no changes were required.
Moved by Brian North
Seconded by Jo-anne Spitzer
1. That the Community Recognition Review Advisory Committee
comments regarding the 2021 Awards Event - Award Categories and
Descriptions be received and referred to staff for consideration and
action as appropriate.
Carried
7.2 Round Table Discussion; Re: 2021 Awards Event - Event Logistics
Staff provided an overview of the proposed 2021 awards event logistics
and sought the Committee's input regarding the 2021 ceremony date and
trophy design upgrades and possible alternatives. The Committee and
staff discussed about the possible ceremony dates, required timelines for
planning the event, and the logistics of a virtual and socially distanced in-
person ceremony. The Committee proposed that the ceremony be held on
May 31, 2021, either virtually or in-person depending on the permitted
gathering restrictions and guidelines at that time.
The Committee and staff discussed about possible alternatives to the
physical award and upgrading the trophy design. The Committee was in
agreement with the current design and noted no changes were required.
The Committee and staff further discussed about the allocated budget for
the overall event and the possibility of collecting additional donations and
in-kind sponsorships for the event.
The Committee and staff agreed to conduct working group meetings to
further discuss the awards ceremony logistics in detail. It was noted that
the working group meetings will be held on February 18, 2021 and March
4, 2021 respectively.
Moved by Diane Buchanan
Seconded by Paul Martin
Page 19 of 172
4
1. That the Community Recognition Review Advisory Committee
comments regarding the 2021 Awards Event - Event Logistics be
received and referred to staff for consideration and action as
appropriate.
Carried
8. Informational Items
None.
9. Adjournment
Moved by Diane Buchanan
Seconded by Brian North
That the meeting be adjourned at 2:46 p.m.
Carried
Page 20 of 172
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. OPS21 -006
_______________________________________________________________________________________
Subject: Green Fleet Action Plan
Prepared by: Sara Tienkamp, Manager of Parks and Fleet
Department: Operational Services
Date: February 16, 2021
_______________________________________________________________________________________
Recommendation
1. That Report No. OPS21-006 be received; and
2. That Council endorse the Green Fleet Action Plan subject to budgetary implications.
Executive Summary
The purpose of this report is to provide Council with an overview of Fleet Services,
Green Fleet Action Plan (GFAP), developed to support green initiatives and reduction of
greenhouse gas emissions (GHG) in the Corporation:
Federal and Provincial governments investing $590M in electric vehicle
technology and production.
Electric vehicle technology in early development for majority of Fleet vehicles.
Several green initiatives currently underway and being utilized by Fleet Division to
reduce greenhouse gas emissions.
Capital infrastructure requirements to charge electric and hybrid vehicles
considered for both the Community and operational needs.
Priority action items to be adopted and implemented over 2021-2022 to further
reduce emissions in effort to meet 2026 target of 50% reduction of Fleet GHG
Page 21 of 172
February 16, 2021 2 of 9 Report No. OPS21-006
Background
In January 2019, Council endorsed the Fleet Management Strategy, a comprehensive
study which delivered a set of recommendations designed to streamline asset
management practices and create a more efficient Fleet Management approach. One of
the objectives of the study included investigating Greening of the Fleet and reducing the
carbon footprint. The strategy identified the following recommendation.
• Green the Fleet: Develop a long-term Green Fleet Plan with an internal sponsor
and support, along with defined targets, timelines, responsibilities, costs, and
tracking measures.
Two (2) additional environmental focused Town documents identify the need for a
Green Fleet Plan as part of their objectives and align with the Fleet Management
Strategy.
• Corporate Environmental Action Plan 2018 (CEAP); outlines how the Town intends
to protect and enhance its natural environment and to promote environmental
sustainability, integrity, and conservation of resources.
• Energy Conservation and Management Plan Update 2019-2023 (ECDM Plan);
provides a roadmap for energy management, determining priorities, technologies
and projects to achieve corporate energy and GHG goals.
In creating the Green Fleet Action Plan (GFAP), staff reviewed the Town’s environmental
plans, including the newly introduced, Community Energy Plan, ensuring
recommendations were captured relating to Fleet and all documents work in concert
with one another. Town staff also consulted with Regional counterparts on their
Corporate Fleet Electrification Plan aligning with targets and objectives from all
documents reviewed.
The Plan outlines five (5) key objectives with action items, impacts and priorities. It is
intended to be a living document that will be reviewed every five (5) years with updates
to access progress, technological advancements, and future opportunities.
Analysis
Federal and Provincial governments investing $590M in electric vehicle technology and
production.
Through the support and investment of the government, Ford Canada’s, Oakville
Assembly Complex is being set up to manufacture electric vehicles. Ford also
Page 22 of 172
February 16, 2021 3 of 9 Report No. OPS21-006
announced plans to present a lineup of 40 new electrified vehicles by 2022. Similarly,
investment in the Windsor Assembly Plant will enable at least one new electric vehicle
(EV) model by 2025. The federal government has committed to working with auto
manufacturers to attract future “large scale” investments in zero emissions
technologies.
In addition, the energy industry has committed to setting up charging station
infrastructure across Canada to support the emerging EV technology.
Electric vehicle technology in early development for majority of Fleet vehicles.
Currently, light, medium, and heavy-duty vehicles are not manufactured as the
technology has not advanced to support these classes of vehicles. Light duty electric
trucks are starting to hit the market with a few models being introduced in 2021-22. EV
pickup trucks offer high towing values, solid payload ratings, as well as versatility but
come with high price tags presently. Over the next few years this class of truck will be
market tested, commercial options proven, and selection of EV pickups will be large
enough to suit most budgets.
The larger classes of trucks/equipment are multiple years from mass market
production. Early indications from manufacturers suggest these commercial vehicles
and equipment will likely not be completely battery electric initially, and rather hybrids
models.
Several green initiatives currently underway and being utilized by Fleet Division to reduce
greenhouse gas emissions.
In 2020, the Fleet Division began adopting some of the action items within the GFAP
starting with changing over to “green” shop products. Specifically, the parts cleaner
solution was changed over to an aqueous based solvent utilized in the degreasing and
cleaning of parts by the mechanical staff. Many other products were also switched over
to environmentally friendly options, ranging from lubricants to wash fluids.
The year also saw the procurement of three (3) hybrid SUV vehicles as part of the
2019/2020 capital budget process. The Fleet Division collaborated with the By -law
Services, Roads and Parks Divisions to determine if an opportunity for right-sizing of any
of their Fleet vehicles existed. It was determined that trucks were not necessarily
required for Supervisors and that an opportunity for electric vehicles/hybrids existed.
These vehicles will arrive in 2021and will allow Fleet and users to test the technology in
the workplace, while exploring the potential of rightsizing and converting to vehicles
with lower emission options.
Page 23 of 172
February 16, 2021 4 of 9 Report No. OPS21-006
The Engineering Division introduced an Anti-idling Policy in June 2020 to assist with the
overall reduction of GHG in the community. The Fleet Division has created an Anti-idling
Policy as part of the GFAP for staff and contractors that outlines responsibilities and
provides exemptions where applicable and necessary for specific vehicles and tasks
allowing staff to continue to provide service delivery.
Fleet also began exploring alterative low carbon fuel options, specifically biodiesel.
Biodiesel is typically made by chemically reacting lipids (e.g., vegetable oil, soybean oil,
animal fat) with alcohol producing fatty acid esters. Blends of biodiesel and
conventional hydrocarbon-based diesel fuel are products most distributed for use in the
retail diesel fuel marketplace, with 5 -100% biodiesel. Blends of 20% biodiesel and lower
can be used in diesel equipment with no, or only minor modifications, although certain
manufacturers do not extend warranty coverage if equipment is damaged by these
blends.
Through discussions with our vehicle manufacturers, evaluating warranties and in
speaking with other municipalities currently utilizing biodiesel, it was determined Aurora
could switch over to B5 (5% biodiesel) blend for all diesel reliant vehicles and
equipment. Due to of its lubricating properties, it is believed that biodiesel may reduce
the overall maintenance costs for vehicles. Replacing of fuel filters is more frequent but,
it is predicted that this fuel will extend the life of fleet equipment. This transition will not
increase fuel budget as cost/litre is equal to standard diesel and will not require any
modifications to vehicles or additional infrastructure. When warranties do expire on
engines and the vehicle hits mid-lifecycle, staff will consider modifying the vehicles to
accept higher biodiesel grades; however, this would require a secondary fuel tank to
accommodate the fuel type.
As of March 2021, Fleet will transition to purchasing B5 biodiesel for all vehicles and
equipment with diesel engines.
Capital infrastructure requirements to charge electric and hybrid vehicles considered for
both the Community and operational needs.
Engineering Division staff are investigating the expansion of its publicly accessible EV
charging stations with a user fee system at Town facilities. Natural Resources Canada
(NRCAN) funding is available for small municipalities through a service agreement with
the Ivy Charging Network's (owned by Ontario Power Generation and Hydro One)
“Charging-as-a-service” program. Four (4), Level Two (2) EV publicly accessible
chargers are being investigated for the Joint Operations Centre (JOC), using the user-
fee system. Fleet Division vehicles could access these chargers using a key card. The
two (2) existing EV chargers at Town Hall and the Aurora Community Centre will be
removed under this expansion scenario, as they are not on a network and cannot be set
Page 24 of 172
February 16, 2021 5 of 9 Report No. OPS21-006
up on a user fee. These two EV chargers will be relocated to the JOC yard for Fleet only
use and will be utilized initially by the new hybrid SUV’s.
Battery electric or hybrid vehicles can charge using Level 1 (110 volt) or Level 2 (220
volt) chargers. Level 1 takes 10-15 hours to charge, depending on vehicle and Level 2
take 4-8 hours. Level 2 is the standard that will be required to support the operational
needs in the future. As such, staff are taking into consideration future infrastructure
requirements within the operational yard for EV technology. Conduit and wiring for the
new cold storage building will allow for future expansion to support electrical
panels/wiring and chargers.
Priority action items to be adopted and implemented over 2021-2022 to further reduce
emissions in effort to meet 2026 target of 50% reduction of Fleet GHG.
The outfitting of the remainder of the Fleet (By-law Services and Parks Division
vehicles/equipment) with GPS units will be a priority. The data that can be gained by
analyzing the telematic information collected through GPS is essential to understanding
opportunities for efficiencies. To set up the remainder of the Fleet with hardware and
upgrade some existing vehicles for compatibility approximately $25-30,000 in funding
will be required. Ongoing yearly monitoring fees and parts/service will require an
additional estimated $ 20-25,000 operationally, once outfitted. These costs will be
requested through Capital and Operational Budget review for 2022.
Once GPS has been installed, the data to assist in route optimization can be reviewed in
detail for efficiencies. While many tasks have set routes (snow plowing, parks garbage
collection) an audit will provide for a detailed analysis of Vehicle Kilometers Travelled
(VKT) and highlight improvements, to be implemented. The system will also allow By-
law Services to dispatch officers effectively. An area where some potential
improvement can be made is within the Animal Services vehicles. These vehicles travel
the greatest number of kilometres within Fleet. The Animal Services program that has
been set up with Newmarket and Georgina, has Aurora serve as the home base for
these vehicles, whereas the service areas are outside Aurora. By-law is in the process of
outfitting a vehicle to be a complete mobile office and if this proves to be a viable
business option, there may be opportunity to reduce VKT by stationing these vehicles in
the districts they serve, therefore reducing emissions.
It is not only vehicles; Fleet is looking at for efficiencies but many small handheld power
tools which also contribute to GHG’s. Manufacturers of gas-powered string trimmers,
chainsaws, blowers, and hedge trimmers all have commercial grade equipment on the
market. Tests of these products in the field are proving they are equal to fuel powered
units in performance and noise reduction, making them preferred by workers as there is
Page 25 of 172
February 16, 2021 6 of 9 Report No. OPS21-006
no exhaust and minimal noise emitted. Staff will demo and consider purchases in this
area of equipment.
Further the conversion to LED lights, automatic engine shut off technology, anti idling
policy and improved driver training program will assist in achieving further reductions in
GHG emissions.
Advisory Committee Review
Staff presented the following report and Green Fleet Action Plan to the Environmental
Advisory Committee at the January 25, 2021 meeting. The committee was in support of
the of the plan to reduce GHG’s and objectives outlined to achieve the corporate goals.
Committee members inquired about green procurement practices that assessed the
lifecycle cost of goods and services (fleet vehicles). Specifically, whether the full costs
of the good are considered, including capital cost, operational costs and disposal costs
as high energy efficient models tend to be the most cost-effective option especially as
the cost of fuel is increasing rapidly. Staff explained that governments are moving
towards this type of procurement practice, and Fleet staff will work with the Energy and
Climate Change Analyst and Procurement Division on ways to consider lifecycle cost
into procurement of new fleet vehicles, while still meeting technical needs.
Legal Considerations
None.
Financial Implications
Capital Funding
The short term (2022 to 2026) capital budget implications of the proposed GFAP are
estimated to be $105,000 -110,000. This includes funding for GPS hardware to outfit the
Parks and Bylaw vehicles. In addition, potential exists to convert to hybrid models for a
limited number of vehicles currently in the Capital Repair & Replacement 10-year plan.
Based on manufacturers pricing hybrid vehicles will require and additional 20% funding
to be included in capital requests for Council consideration upon endorsement of the
GFAP.
Page 26 of 172
February 16, 2021 7 of 9 Report No. OPS21-006
Table 1
Estimated Incremental Capital Funding Requirements
$000s
GPS outfit of Park Operations vehicles $25.0 to 30.0
Incremental cost of 4 Hybrid SUV's 40.0 to 50.0
Incremental cost of Hybrid Ice Surfacer
Fuel Tank to support Biodiesel – 15.0 to 20.0 25.0 to 30.0
Total $105,000 to 130,000
Currently the financial implications of greening the Town’s larger fleet and equipment is
difficult to assess as the technology on a commercial scale is not available. Staff will
explore the financial feasibility of the further greening of its fleet as new larger EV
vehicle alternatives become available.
Operational Funding
An estimated $35,000 to 40,000 in incremental annual operating costs are anticipated
from the implementation of the GFAP in support of the required GHG reduction targets
over the next five years. These costs primarily support the above noted additional GPS
monitoring of the Town’s vehicles and training of both mechanical staff on the new
technology and of the operational divisions as smart drivers. A summary of these
estimated incremental operating costs is presented under Table 2. Should Council
endorse the GFAP, these requirements will be presented to Council for its consideration
and approval as part of a future operating budget.
Table 2
Estimated Incremental Operating Funding Requirements
$000s
GPS Licensing/Monitoring $20.0 to 25.0
Staff Training 15.0
Total $35 to 40.0
The Town will strive to minimize the impact of these noted incremental costs on the tax
levy through maximizing its use of all available alternative sources of funding that are
available in support of green initiatives such as this.
Page 27 of 172
February 16, 2021 8 of 9 Report No. OPS21-006
Communications Considerations
The Town will promote the Green Fleet initiatives through the Council highlights, as well
as through the Town’s pre-planned communications for the new anti-idling campaign
that will run in 2021.
Link to Strategic Plan
This project supports the Strategic Plan Goal of Supporting an Exceptional Quality of
Life for all by improving transportation, mobility and connectivity. This project
maintains a well-managed and fiscally responsible Municipality.
Alternative(s) to the Recommendation
1. That Council provide direction.
Conclusions
This report seeks Council’s endorsement of the Green Fleet Action Plan. The Plan has
clearly defined a strategy and framework to achieve targets by implementing measures
based on research, baseline data and industry best practices.
Emissions will be tracked on a five (5) year basis to allow for updated and new actions
to be evaluated and adopted against emerging technologies and new vehicle
enhancements, as part of this living document.
By reducing demand overall through programs like anti-idling, providing driver training
and applying maintenance programs that support safety and efficiency, operational
improvement will occur. In addition, applying efficient use of resources such as
purchasing vehicles with considerably greater fuel efficiency and exploring alternative
fuel vehicles, Aurora will shift its fleet operations towards a more sustainable model
with reduced emissions.
Together, these actions will help Aurora achieve its targets in a responsible fiscal
manner while considering the continued growth in the community and ongoing need to
expand its fleet to meet service standard demand.
Attachments
Attachment #1 – Green Fleet Action Plan, January 2021
Page 28 of 172
February 16, 2021 9 of 9 Report No. OPS21-006
Previous Reports
None.
Pre-submission Review
Agenda Management Team review on January 28, 2021
Approvals
Approved by Allan Downey, Director of Operations
Approved by Doug Nadorozny, Chief Administrative Officer
Page 29 of 172
Green Fleet Action
Plan
[Document subtitle]
Tienkamp, Sara
[COMPANY NAME] [Company address]
Attachment 1 Page 30 of 172
Background
In 2019, the Fleet Division completed a Fleet Management Strategy, a comprehensive
study which delivered a set of recommendations designed to streamline asset
management practices and create a more efficient Fleet Management approach.
Included in the strategy were baselines for existing vehicles, fuel efficiency, fuel use and
emissions. This data, coupled with recommendations for green fleet initiatives, provided
a platform for the Fleet Division to build a Green Fleet Plan.
The Energy Conservation and Management Plan Update 2019-2023 (ECDM Plan) set a
goal for fleet vehicles of improving average fuel efficiency to 23L/100km and reducing
Greenhouse Gas (GHG) Emissions by 50% (245 mtCO2e) by 2023, compared to 2018
levels. The ECDM Plan did not capture all the 2018 fleet fuel data due to fuel dispensing
equipment issues. As a result of the data discrepancy, the Green Fleet Action Plan
(GFAP) is setting a more accurate and realistic reduction target of 50% reduction by
2028, rather than by 2023, based on a complete year’s data.
In 2018, fleet accounted for 15% of the total Corporate GHG emissions.
To reduce GHG emissions, the Fleet Division is aligning with York Region’s goal of
electrifying the corporate fleet to produce zero emissions by 2051. The goal produces
challenges that will need to be addressed through proper planning and innovation.
Facilities
84%
Fleet
15%
Water/Wastewater
<1%
2018 Corporate Greenhouse Gas
Facilities Fleet Water/Wastewater
Page 31 of 172
Aurora’s GFAP focuses on shifting towards “green” operations, including strategies to
purchase vehicles that have lower emissions, green maintenance products and options
to reduce fuel consumption.
This plan is intended to be a living document that will be reviewed every five (5) years
with updates to access progress, technological advancements, and future
opportunities.
Where do Fleet Services Green House Gas Emissions Come From?
The Town of Aurora owns and operates 120+ vehicles and relies on its Fleet to
maintain/ensure roads are safe, keep parks beautiful and clean, manage water and
sewer, provide By-law enforcement, and supports many other services in the
community. These vehicles are essential; however, the Town recognizes that Fleet
Operations generates GHG emissions and, to manage the impact of these emissions,
the Town is implementing a sustainable Green Fleet Management Plan.
53
8
4
34
1
0 10 20 30 40 50 60
Equipment
Heavy Duty Trucks
Medium Duty Trucks
Light Duty (Pick-up, Van, SUV, Trucks under
10,000 lbs.
Light Duty Cars
Percentage of Fleet Assests by Mode (2019)
Percentage of Fleet Assests by Mode
Page 32 of 172
Key Objectives in Implementing a Green Fleet Plan
The key opportunity in developing the Green Fleet Plan is to achieve long-term GHG
emissions targets, fundamental goals have been developed with associated action
items.
1. Reduce demand and analyze data to maximize performance and efficient
resource use.
2. Improve maintenance and management practices.
3. Convert to alternative and renewable low carbon fuels.
4. Continue to provide efficient, cost-effective services with focus on Green
Technologies.
5. Education and Outreach Initiatives.
1. Reduce demand and analyze data to maximize performance and efficient resource
use.
Vehicle data can provide significant insight into the Fleet and how it functions as a
whole and individually.
This information can contribute and help focus efforts on environmental and cost
saving benefits.
The primary source of this data can be obtained through the GPS Software and can
provide information on driver behaviour, idling time, route optimization, fuel use and
37
14
33
16
<1
0 5 10 15 20 25 30 35 40
Light Duty
Equipment
Medium Vehicles
Heavy Vehicles
Car
Percentage of Total GHG by Mode (2019)
Percentage of Total GHG Emissions by Mode (2019)
Page 33 of 172
trends relating to the mechanics and function of the vehicles, all of which can reduce
GHG emissions.
Action Impact
Develop and Implement Anti-
Idling Policy.
Reduce idling in the Fleet and support the
community Anti-Idling Policy introduced in June
2020.
Reduce Vehicle Kilometres
Traveled (VKT).
Consolidate and eliminate trips through route
optimization e.g., plow routes, waste collection, turf
maintenance and By-law vehicle deployment to
calls.
Maximize Telematics
Information GPS system.
Utilize telematic information provided through GPS
system to assist in route planning, idle time tracking,
driver information, and fuel usage patterns.
Upgrade Roads vehicles and
newly outfit Parks and By-law
vehicles with GPS hardware.
All Fleet vehicles will be tracked with GPS providing
valuable data to manage the Fleet and make
educated decisions.
Share Data with User Groups.
Actual use data of current vehicles will assist in
evaluating for right-sizing and electric vehicle
opportunities.
Continue to replace vehicles
with best in class fuel
efficient vehicles with focus
on light duty trucks.
New models are more fuel efficient, produce lower
emissions and are good options while the
manufactures develop viable hybrid/electric vehicles
required to provide service. Overall GHG reduction,
by upgrading alone, through capital renewal can
produce 4-5% decrease.
Continue to replace
emergency lights with LED’s
and auxiliary batteries.
Supports anti-idling program.
Page 34 of 172
2. Improve maintenance and management practices.
Basic preventative maintenance is essential to optimizing fuel and emissions
performance. For example:
• Engine malfunction can go undetected and could over fuel the system, resulting
in the release of unburned hydrocarbons into the air. While it would be eventually
detected during a Drive Clean test, until such time the vehicle would accelerate
the rates of GHG, air contaminants and fuel waste.
• A poorly tuned engine, whether you're driving a vehicle down the road or letting it
idle, uses up to 15% more fuel than a well-tuned vehicle.
Emerging and chronic problems can be detected through routine and improved
preventative maintenance programs which can save money and downtime. Accurate
maintenance files on vehicles assist Fleet Managers in tracking costs for labour, parts,
budgeting, and lifecycles. In addition, such records identify abnormalities, excessive
fuel/oil use and tire wear.
Action Impact
Ongoing preventative
maintenance program
improvement.
Ensures safety and efficient vehicle performance for
worker safety and best vehicle performance.
Extract data and monitor
automated fuel management
and dispensing system.
The fuel system has many functions that were not
being maximized. Detailed training on system use
has allowed staff to understand its full capabilities,
including tracking use, security and report access.
Integrate GHG measurement
tools with Fleet Management
software.
Assures monitoring and reporting on Fleet
emissions performance.
Monitoring and reporting on:
• Vehicle Kilometres
Travelled (VKT) annually
Supports right-sizing and downsizing of existing
assets. Fuel costs are maximized when higher
capital green fleet vehicles are assigned to users
with the highest VKT eg: By-law Services.
Improved Asset/ Fleet
Management systems.
Financial sustainability of fleet, improved asset
management, maintenance schedules and active
data use for fuel savings.
Continue to use and to
implement eco-friendly shop
practices.
Continuing to explore new ways of being and
working green in Fleet will assist in meeting
objectives, and provide for a safer/cleaner work
environment for staff.
Monitoring and reporting on
the GFAP.
Annual reporting on green initiatives, achievements
targets and sharing data in support of CEAP and
ECDM Plan reporting requirements on an annual
basis.
Page 35 of 172
3. Convert/explore alternative and renewable low carbon fuels.
GHG emissions can be reduced by using low-carbon fuels, such as alternate and
renewable fuels. Low-carbon fuels should be used when/where available and wherever
operationally practical. Low-carbon fuel switching away from fossil fuels will have the
greatest impact on vehicle GHG emissions.
There are opportunities to utilize lower carbon fuels currently in the Fleet without large
infrastructure investment. As electric vehicle technologies, specifically for light to
heavy duty trucks/equipment and fuels advancements are made, Fleet will evaluate for
large scale fleet implementation and financial impacts.
Action Impact
Adopt Biodiesel 5 (B5) blend in
diesel fuel.
Can produce a GHG reduction of approximately
5% or 20 tonnes. Cost neutral as there is no
increase from regular diesel, currently utilized
To be implemented in March 2021.
Biodiesel blends higher that 5% may require a
separate tank if Fleet choses to utilize them,
incurring capital costs.
Page 36 of 172
Action Impact
Ontario announced increasing
biofuel blend in regular gasoline
10-15% by 2030.
Impact on Fleet vehicles utilizing gasoline and will
impact GHG reduction when fuel blend available.
Monitor the advancements in
biodiesel and consider
switching to a higher biodiesel.
GHG benefit of biodiesel is in the full lifecycle of
the fuel, with estimated savings of 18% for
Biodiesel 20 (B20); however, manufactures
warranties do not support higher grades currently
without modifications to engines/filters.
Region to trial higher biodiesel
blends based on seasonality of
light, medium and heavy-duty
vehicles.
Monitor data and consider implementation based
on results from trials.
Continue to evaluate fuel
options and evolving electric
vehicle technologies that align
with long term GHG emission
targets.
Significant decrease or net zero results as
technological advancements made in emission
reduction.
Page 37 of 172
4. Continue to provide efficient, cost-effective services with focus on Green
Technologies.
Service delivery to residents is the priority of all Fleet dependant divisions and providing
vehicles and equipment for user groups with an effective means to deliver these
services remains the primary driver of the Fleet Division. A focus on the procurement of
green technologies should not come at the expense of service delivery and will require
some planning to ensure a smooth transition.
Planning for these changes will be integral to the success of the overall GHG reduction
plans. Infrastructure to support the fuel types and energy options is critical e.g.,
ensuring an electric vehicle can charge at the end of the day is integral. In addition, as
more municipalities and companies turn their focus to GHG reduction, procurement of
green vehicle demand will increase, and timely purchasing could be difficult.
Developing a procurement approach to green vehicle acquisition and infrastructure
requirements will require collaboration from various departments/stakeholders.
Action Impact
Purchase hybrid models when
possible e.g., SUV’s.
Can provide up to 5% reductions in emissions. In
2020, three (3) Hybrid SUV’s were purchased,
one (1) for By-law (additional new vehicle), one
(1) for the Parks Division and the Roads Division
(replacement for trucks).
Explore battery technology for
small equipment/handheld tools
Battery options available for commercial use of
chainsaws, blowers, string trimmers etc. Zero
emissions and low noise decibels for increase
staff safety and pollution.
Monitor and assess emerging
electric/hybrid technologies and
alternative fuels for medium/heavy
duty trucks as market is ready.
Potential for significant reductions to net zero
GHG emissions from vehicles.
Identify upcoming vehicle
replacements where hybrids or
electric vehicles could be
considered.
Ensure capital replacement budgets are
accurate and infrastructure for charging stations
are accounted for. Evaluate technologies based
on lifecycle costs, including fuel economy.
Develop and launch a vehicle
selection criterion for all vehicle
classes with focus on green
technologies.
Work collaboratively with users to ensure all
technologies considered and impact of “green”
decision making is understood and aligns with
Corporate objectives.
Review all products and cleaners in
Fleet garage, and purchase
green/environmentally-friendly
options where available.
Wide variety of greener options available with
minimal cost increase and effect on operational
budgets. Parts cleaner changed over to aqueous
product in 2020.
Pursue Grant funding and incentive
opportunities to reduce new
capital and replacement budget
Grants available for many green initiatives that
can offset financial impacts.
Page 38 of 172
Action Impact
pressure for fleet vehicles and
related acquisitions.
In collaboration with the
Procurement Division, Energy &
Climate Change Analyst and Fleet
Stakeholders, identify vehicle
options and specifications that
meet operational needs and GHG
reduction targets.
Enhanced business practices to have an
increased environmental focus specific to Fleet,
meeting operational needs by considering the
total lifecycle costs (capital, operational,
disposal as high energy efficient models tend to
be the most cost effective) into procurement of
new fleet vehicles.
5. Education and Outreach Initiatives.
Increased dialogue and engagement of all stakeholders on Corporate GHG emission
reduction targets and GFAP goals will be vital to achieving success.
Operational Fleet Best Practices include the reduction of unnecessary trips, elimination
or re-purposing of underutilized vehicles and employee training. Education of staff will
be an important component in addressing Fleet driver behaviour and how they can
positively or negatively impact the objectives.
Action Outcome
Educate Fleet stakeholders on the
GFAP objectives and targets.
Creates an awareness of Corporate objectives
and allows users to understand the goals and
how they are integral to the success of the
action items.
Working with Communications
Division on education.
Share education initiatives and successes
corporately.
Training of mechanical staff on
hybrid and electric vehicles.
Ensure staff are up-to-date on new technology
maintenance and procedures required.
Include staff training budget line to
the Fleet Division Operational
budget.
Assist in delivering training to staff for safety, on
the job knowledge of vehicles/equipment,
continuing education and demonstrate
commitment to improvement for the individuals
and Corporation.
Analyze data and outputs from
GPS software.
Utilize telematic information provided through
GPS system to identify quick acceleration, hard
Page 39 of 172
Action Outcome
braking, idle time to assist in education of staff
and ongoing coaching.
Anti-idling Policy. Awareness of reducing idling toward goal of
GHG reduction.
Driver training for new drivers and
continuing education program for
current employees.
Driver behavior, including idling accounts for five
(5) to 33% of fuel use – smart drivers can help
reduce fuel use.
Identify stakeholders with new
vehicle & replacements in next five
(5) years.
Allows for conversations around right-sizing,
green options, and accurate budget forecasting.
Actively work to support the ECDM
Plan.
Support the ECDM Steering Committee, Energy
and Climate Analyst in achieving goals and
providing supporting data.
Green Fleet Success Measures
There are many Green Fleet success stories, but plans are not always successful. When
Green Fleet plans have unrealistic or unachievable targets, insufficient planning, or lack
of support from one or more levels of the organization they may not be sustainable.
Common attributes that lead to successful plan implementation success include:
1. A corporate culture that encourages environmental leadership.
2. An internal champion.
3. Commitment to Greening the Feet - from the ground floor operational level up to
the most senior level of the organization.
4. Carefully managed risk - and a willingness to experiment.
5. A strong communications team to share successes.
6. Commitment, policy, clearly defined timelines, responsibilities.
7. Procurement policies to assist in acquiring best in class options based on total
lifecycle costs.
8. Prepared Green Feet plans based and practicality that are living documents and
evolve with innovation.
9. Reliable and consistent fleet operating data.
10. Measurable and achievable goals.
Page 40 of 172
Taking the Lead Towards Cleaner Air in Aurora
Aurora’s Fleet Division recognizes that efficient Fleet Operations are essential to
delivering Town services and that there are opportunities to improve the sustainability
of these operations. Remaining focused on continuous improvement by applying
progressive, practical measures the reduce GHG emissions and lower fuel
consumption. With the Green Fleet Action Plan, the Fleet Division has set a target to
reduce its GHG emissions by 50% by 2026, and it has clearly defined a strategy and
framework to achieve this target by implementing measures based on research,
baseline data and industry best practices.
Aurora will monitor its fuel use and emissions on an annual basis and report out on
Green Fleet actions. Emissions will be tracked on a five (5) year basis to allow for
updated and new actions to be evaluated and adopted against emerging technologies
and new vehicle enhancements, as part of this living document.
By reducing demand overall through programs like anti-idling, providing driver training
and applying maintenance programs that support safety and efficiency, operational
improvement will occur. In addition, applying efficient use of resources such as
purchasing vehicles with considerably greater fuel efficiency and exploring alternative
fuel vehicles, Aurora will shift its fleet operations towards a more sustainable model
with reduced emissions.
Together, these actions will help Aurora achieve its targets in a responsible fiscal
manner while considering the continued growth in the community and ongoing need to
expand its fleet to meet service standard demand.
Green Fleet
Success
Page 41 of 172
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. OPS21 -007
_______________________________________________________________________________________
Subject: Winter Roads Maintenance
Prepared by: Jim Tree, Manager of Roads & Water (Acting)
Department: Operational Services
Date: February 16, 2021
_______________________________________________________________________________________
Recommendation
1. That Report No. OPS21-007 be received; and
2. That the current Winter Maintenance Service Level Standards remain unchanged; and
3. That upon the conclusion of the current winter roads maintenance contract in April of
2021 the Town enter into a new contract for the delivery of road winter maintenance
for four (4) of the Town’s road plow routes; and
4. That when one (1) additional winter roads maintenance route is implemented it be
conducted in-house by the Operational Services Department; and
5. That contracted vehicles do not exceed eight (8) model years of age at any time
during the life of the contract.
Executive Summary
As follow-up to Report OPS10-004 Winter Maintenance Report No.2, this report will
focus several pertinent areas of the winter roads maintenance operation related to
current service levels, provision of contract service and other potential changes that
may be considered in how these services are to be delivered with the following topics
being discussed:
Winter Roads Maintenance Contract set to expire as of April 15, 2021.
Currently there are eleven (11) road plow routes which will increase to twelve
(12) routes to meet current service level within the next five (5) years.
Page 42 of 172
February 16, 2021 2 of 10 Report No. OPS21-007
Winter Roads Maintenance Operation continues to meet and often exceed
current prescribed levels of service.
Staff recommend continuing to supplement Winter Roads Maintenance
Operation with an external contracted service provider on four (4) of the eleven
(11) routes.
Road de-icing material cost continue to rise while Operational Services continue
to strive for reduction in application of de-icing materials.
Snow Angels, volunteer driveway shoveling program introduced Town of Aurora
residents.
Background
Council was presented with two (2) previous staff reports in January and February of
2019. Much of the information contained in these previous reports remains relevant and
may be of contextual value in considering the information contained in this report.
As previously noted our winter road maintenance operation has generally improved over
recent years and Staff remain confident in that the current operation is sufficiently
staffed and equipped to meet the needs of our community. In addition, the Operational
Services Department is consistently meeting and in many instances exceeding all
service level standards.
With the expiry of the current external service provider’s contract in April 2021, the
information contained in this report is both timely and presents an opportunity to
review, revise and or reaffirm our current winter roads maintenance service levels.
Analysis
Winter roads maintenance contract will expire on April 15, 2021.
The Town entered into a contract on September 9, 2014 with Fermar Paving Limited for
winter roads maintenance which will expire on April 15th 2021.
Bringing this report forward well in advance of the 2021/2022 winter season will provide
staff with sufficient time to conduct the lengthy procurement process. It will also allow
for any changes to the service levels depending on the decisions of Council on the
recommendations outlined in this report.
Page 43 of 172
February 16, 2021 3 of 10 Report No. OPS21-007
Currently there are eleven (11) road plow routes which will increase to twelve (12) routes
to meet current service level within the next five (5) years.
The Town currently maintains a total of 222.8 km of roads within the municipal
boundaries, with a fleet of seven (7) municipal vehicles and four (4) contracted vehicles
to cover eleven (11) routes.
It is expected that over the next five (5) years, one (1) additional vehicle and route will
need to be added bringing the total number of kilometres to 242.1 and road plow routes
to twelve (12).
It should be noted that these routes and equipment are based on existing growth
projections and, depending on further intensification or re-classification of lands,
additional resources may need to be deployed.
Staff recommends that at the time of implementation of the 12th route, that it become
an in-house responsibility and that funds be allocated in the Capital and Operating
budgets as required.
Winter Roads Maintenance Operation continues to meet and often exceed current
prescribed levels of service.
The Town approved Service Levels for road plowing are well within the (MMS)
standards for Primary arterial roads where it states, “All Primary roads (e.g.,
Henderson Drive, Industrial Parkway, Murray Drive, Hollidge Blvd. etc.) are
anticipated to be plowed following 8cm of accumulations achieving bare
pavement within sixteen hours following the end of the storm.” These service
levels are often exceeded depending on the winter event.
WINTER ROAD MAINTENANCE STANDARDS FOR PLOWING SECONDARY
ROADS: The Town approved Service Levels for road plowing are well within the
(MMS) for Secondary side streets where it states, “All Secondary roads (e.g.,
Cedar Crescent, Laurentide Avenue, Temperance Street etc.) are anticipated to
be plowed following 10cm of accumulations within 24 hours following the end of
the storm.” The current Town standard for these side streets is plowing following
8cm accumulation within a 16 hour window. These service levels are often
exceeded depending on the winter event.
All other roads:
WINTER ROAD MAINTENANCE STANDARDS FOR PLOWING YONGE STREET:
Yonge Street is the Town’s single highest maintenance classification in both the
Page 44 of 172
February 16, 2021 4 of 10 Report No. OPS21-007
Town’s Standard and the (MMS). Yonge Street is anticipated to be plowed
following accumulations of 5cm of snow achieving bare pavement within six (6)
hours following the end of the storm. This standard is consistent with both the
Town and MMS and again is frequently exceeded.
WINTER ROAD MAINTENANCE STANDARDS FOR ICE CONTROL TREATMENT:
Town established service levels for the treatment of ice formation on roadways
are consistent with Provincial Minimum Maintenance standards for both Primary
and Secondary roads in that Primary roads will be treated within twelve hours
and Secondary roads within sixteen hours. Yonge Street is anticipated within four
(4) hours of ice formation on the roadway which is also consistent with the
Provincial Standards. The Town meets and very often exceeds these service
levels.
Based on the MMS and the Town’s own Standard Level of Service, it can be concluded
that our road plowing operation currently and for the foreseeable future is well within,
and in most cases, above the industry standards. As such, staff does not recommend
any increase or decrease in the current level of service as the residents and business
owners in Aurora have come to expect the current level of service.
Staff recommend continuing to supplement Winter Roads Maintenance Operation with an
external contracted service provider on four (4) of the eleven (11) routes.
It has been our past practice to supplement the Town’s Winter Roads Maintenance
Operation with a smaller component of contracted equipment. We currently have four
(4) trucks under contract and the performance of this contractor overall has been
satisfactory. Staff recommend that we continue to contract out for the same number of
trucks to be placed on the same routes.
These contracted services provide us with a good balance in terms of their flexibility in
operational hours and our ability to maintain full control over the operation. Based on
the past performance of this contracted service and the costs to provide the service
there is no apparent value to be gained changing direction in the arrangement.
One item of interest and perhaps an influencing factor on the contractors pricing was
the requirement to provide late model vehicles for the duration of our contract such that
no vehicle could be older than five (5) model years at any time during the life of the
contract. Staff believe that this likely had the effect of adding costs to the contract
which is simply passed on from the contractor in their hourly rates.
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February 16, 2021 5 of 10 Report No. OPS21-007
Staff believe it is the contractor’s responsibility to ensure that their equipment is sound,
fully operable and road worthy at all times during the contract, regardless of the age of
the equipment. Further, the contractor is to provide backup equipment in the event of a
breakdown or failure and they have done so on several occasions.
There may be value in permitting the use of marginally more aged equipment with a
considerable amount of viable life remaining. This is not unlike the Town’s own
equipment where our vehicles are well maintained and remain in the fleet for up to ten
(10) years. To this end, the current contractor has submitted a proposal with an option
to extend the contract using the existing equipment which reflects potential financial
savings should Council wish to extend this contract. This information has been included
in the financial section of this report, notwithstanding the financial savings, staff did not
recommend this option as Council may wish to consider the merits of extending the
contract or direct staff to re-tender the service on the open market.
Road de-icing material cost continue to rise while Operational Services continue to strive
for reduction in application of de-icing materials.
Road de-icing material is the most important tool in winter road maintenance and
safety. Unfortunately, there are very few viable or affordable alternatives to sodium
chloride or common rock salt. Notwithstanding this, there is one (1) alternative by the
trade name “Thawrox” which is still based primarily on sodium chloride; however, this
product is pre-treated with additives in the manufacturing process that speed the
activation of the material once applied to pavement. The material is also more effective
at lower ambient temperatures by as much at 3 degrees Celsius lower.
While it is recognized that “Thawrox” comes at a modestly higher cost than common
rock salt (rock salt is $87.18/ton, Thawrox is $104.15/ton) it is also much more efficient
and, as such, the benefits and performance of the material, which is applied at lower
rates than common rock salt, far outweigh the increased cost.
Staff continues to seek reductions in the application of all de-icing materials and to this
end the Town was awarded an Environmental Stewardship Award in 2019 by Lake
Simcoe Region Conservation Authority (LSRCA) for a significant reduction in the
application of road salt.
Through close monitoring and equipment adjustment, staff were able to reduce the
year-over-year quantity of road salt applied, going from a high of to 170 kg/lane km prior
to 2018. In 2018/2019 we went to using 100% Thawrox and reduced our application
rates to 100 kg/lane km, a significant reduction that continues to this day.
Page 46 of 172
February 16, 2021 6 of 10 Report No. OPS21-007
Staff are very conscious of the environmental impacts associated with the
accumulative impacts that sodium chloride poses to our environment and, in particular,
the Lake Simcoe water shed. As such, we will continue to utilize all road de-icing
products responsibly in our efforts to balance further reductions without compromising
road safety.
Snow Angels, volunteer driveway shoveling program introduced Town of Aurora
residents.
The matter of windrow clearing, and the impacts and difficulties posed to residents are
created by snowplow windrows was noted in Staff report OPS18-001. Staff are very
much aware of the inconvenience and hardship that windrows present to some of our
residents.
The Roads Division staff continually monitor the road plowing operation and have
altered plowing methods in many known “hot spots” throughout the municipality where,
due to road geometry, some residents receive more than their fair share of windrow
snow. These locations have all been documented on our plow routes and our drivers are
aware of these hot spots, such that more care is taken to avoid depositing excessive
windrows.
Staff continue to add to the list of hot spots and to engage with our residents where
there have been problems. In addition, the Road Supervisor and patrollers monitor the
snow clearing operation and where we have found a very abnormally large windrow
anomaly, staff will return with a smaller vehicle and clear the windrow. This is not
anything close to a windrow clearing program; however, it is considered a “one-off” level
of customer service where and when necessary.
Staff continue to seek alternative solutions for those residents that require assistance
with snow removal. As such, staff became aware of a new program that was believed to
have originated in London, Ontario called “Snow Angels”. This program is basically an
online nonprofit platform where residents who are seeking assistance and others
looking to volunteer their services can connect. While this program remains completely
at arm’s length from the Town, it has become very popular and successful in a number
of Municipalities including in Barrie, Ontario. The Communications Department was very
instrumental in working with the Snow Angels platform administrators in introducing
this program to Aurora residents. A recent review of the Snow Angels website showed
there were a number of Aurora residents already engaged in the program. The Town will
continue to promote this service with hopes for increased participation.
Page 47 of 172
February 16, 2021 7 of 10 Report No. OPS21-007
Advisory Committee Review
Not applicable.
Legal Considerations
The Town, as a municipality, is legislatively mandated to maintain its roadways and
sidewalks in a reasonable state of repair. The Town cannot abrogate this responsibility
and may be liable to any person that sustains damages in case of default in that
obligation. The MMS serve as a defense to claims against the municipality, provided
that the municipality can show that the standards have been met. Although failure to
meet the standards may not automatically deem a municipality as being liable, it would
generally be difficult to avoid liability in a case where the failure to meet the MMS had
contributed to an incident. Consequently, should the Town conduct maintenance that
falls below the MMS standard, it is expected that it would lead to an increase in claims
and financial liabilities against the Town, including an increase in insurance costs. The
recommendations brought forward by this report aim to maintain the service standards
at a level that would continue to meet or exceed the MMS.
Financial Implications
Staff recommend that the Town continue to contract out four of its total of eleven snow
plow routes upon the conclusion of its present road winter maintenance contract.
Presently, the Town is budgeting approximately $325,000 in its operating budget for this
contract which is based upon its current annual contract costs. Should Council approve
staff’s recommended increase to the maximum allowed contracted vehicle age to eight
(8) model years at any time during the life of the contract, the estimated annual contract
cost is likely to reduce.
Also, Council’s approval in principle is being sought for the provision of road winter
maintenance services through an in-house format to the Town’s newest snow plow
route which is expected to arise within the next five years. The current estimated
incremental cost of this proposal is $325,000 in initial capital investments and an on-
going annual operating cost of approximately $90,000.
As noted previously, at a future date staff will bring forward to Council for its review and
approval its recommended road pre-treatment levels of service as well as its estimated
incremental costs. Upon Council endorsement of the recommended service levels, all
identified incremental costs will be included in the upcoming 2022 operating budget for
consideration.
Page 48 of 172
February 16, 2021 8 of 10 Report No. OPS21-007
Communications Considerations
Any changes to service levels will be posted to the Town of Aurora website and shared
with the community through the Notice Board, social media and News and Notices.
Should there be areas that are more heavily impacted than others, directed and targeted
communications will also be prepared. In addition, there may be a need for internal
communication related to changes in service levels as determined by Council. Finally,
communication on service levels will occur on an ongoing basis to raise awareness of
the relationship between costs and services.
Link to Strategic Plan
This project supports the Strategic Plan Goal of Supporting an Exceptional Quality of
Life for all by improving transportation, mobility and connectivity. This project
establishes a program that enhances the accessibility and safety of vehicular and
pedestrian traffic during the winter season.
Alternative(s) to the Recommendation
1. Council could consider recommending any one or all of the alternative service levels
or service provision methods contained in the following Table 2 Winter Road
Maintenance Operations/Alternatives and have staff report back on these
options/alternatives.
Table 2: Winter Road Maintenance Operational Options/Alternatives
Option Description Staff
recommendation Comments
1 Do not re-tender for
four (4) contracted
road maintenance
vehicles and conduct
all roads maintenance
in-house.
No Converting to a completely in-
house operation will come a
significant Capital and
Operational cost in excess of
$1,000,000 in Capital cost and
$325,000 annual operational
budget.
2
Contract out for one
(1) additional winter
roads maintenance
vehicle for the next
plow route within five
(5) years.
No In-house staff contribute higher
value and quality work with a
vested interest in the operation.
More direct control over the roads
operation.
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February 16, 2021 9 of 10 Report No. OPS21-007
Option Description Staff
recommendation Comments
3 Continue to limit
contract vehicle and
equipment maximum
age not to exceed five
(5) years of age at any
time during the
contract.
No Staff believe there is value to
permitting vehicles up to eight (8)
years of age to perform the work
of the contract. Based on the
remedies and provisions in the
contract, there is minimal risk to
the Corporation in terms of work
interruptions.
4 Continue to contract
for four (4) plow
vehicles and extend
the current
contractor’s contract
for up to seven (7)
years.
No Contractor proposes to reduce
the current annual costs of
$330,000 by 10% for the first three
years of the contract, then further
reduce by 13% for the following
two (2) years then by 16% for the
remaining two (2) years
Total savings of $300,974.00 over
the 7 year contract extension
period. Council to waive
Procurement By-law.
Conclusions
The provision of winter maintenance services is complex and is often unique to each
municipality. These services have been provided to the Town of Aurora in various
scenarios in response to several factors. Staff recommend that Council consider and
approve recommendations one (1) through five (5).
Attachments
None.
Previous Reports
IES2017-37 Winter Maintenance 2017/18 Report, September 5, 2017
OPS18-012 Winter Maintenance 2017/2018 Report, June 5, 2018
OPS18-001 Winter Maintenance Report No.1 Revised Provincial Minimum Maintenance
Standards (MMS) and Windrow Clearing Program, January 15, 2019 and February 12,
2019
Page 50 of 172
February 16, 2021 10 of 10 Report No. OPS21-007
Pre-submission Review
Agenda Management Team review on January 28, 2021
Approvals
Approved by Allan D. Downey, Director of Operations
Approved by Doug Nadorozny, Chief Administrative Officer
Page 51 of 172
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. FIN21 -007
_______________________________________________________________________________________
Subject: Debt Financing for Projects with 2021 Debt Authority
Prepared by: Jason Gaertner, Manager Financial Management
Department: Finance
Date: February 16, 2021
_______________________________________________________________________________________
Recommendation
1. That Report No. FIN21-007 be received; and
2. That the use of a construction line of credit up to a maximum value of $8.2 million to
fund the Stronach Aurora Recreation Complex (SARC) Gymnasium project during its
construction be approved; and
3. That up to a maximum of $8.2 million in long-term debt authority for the refinancing of
the construction line of credit in the form of a 20-year debenture be issued upon the
SARC Gymnasium project’s substantial completion; and
4. That $3.375 million in long-term debt authority for the financing of the construction of
the Hallmark Baseball Diamonds in the form of a 20-year debenture be issued; and
5. That Council enact the SARC Gymnasium project’s interim/long-term debt financing
by-law at a future Council meeting; and
6. That Council enact the Hallmark Baseball Diamonds project’s long-term debt
financing by-law at a future Council meeting; and
7. That upon finalization of the SARC Gymnasium project’s long-term financing plan, an
informational report be provided to Council which outlines the details of such,
including interest rates and net cost of borrowing.
Executive Summary
Council approved a total of $11.580 million in debt authority for two capital projects as
part of the Town’s 2021 capital budget. This report seeks Council approval of the final
Page 52 of 172
February 16, 2021 2 of 7 Report No. FIN21-007
debt financing strategies and their resultant debt bylaw in support of the previously
approved 2021 debt authority for the Hallmark Baseball Diamonds and Stronach Aurora
Recreation Complex Gymnasium capital projects.
A construction line of credit offers the greatest cash flow flexibility at a minimal
cost to the Town
Upon substantial completion of the SARC Gymnasium, the Town will require a
long-term debenture for up to a maximum of $8.2 million with a repayment
period of 20 years
A $3.375 million long term debenture with a repayment period of 20 years is
required in support of the Hallmark Baseball Diamonds construction
Background
On December 15, 2020 in support of the Town’s 2021 Capital Budget, Council approved
a total of $11.580 million in debt authority. This debt authority included $8.2 million in
support of the Stronach Aurora Recreation Complex (SARC) Gymnasium and $3.375
million for the Hallmark Baseball Diamonds capital projects. Council also authorized the
Treasurer to proceed with the next steps in the acquisition of this approved debt
authority.
Debt is required for the Hallmark Ball Diamonds as the Development Charge reserve
balance for outdoor recreation is presently in a negative position. Also, the current
Development Charge Study includes part of the cost of a baseball diamond in this study
time frame, the rest is considered a post period benefit. This means future
development, beyond 2024, will benefit and pay for this project in their fees;
consequently, debt authority was approved for this project.
The construction of the gymnasium at the Stronach Aurora Recreation Complex
represents a significant investment for the Town and will benefit future residents by
providing new facility space. Due to the size and planned duration of this investment,
debt authority was approved by Council.
Page 53 of 172
February 16, 2021 3 of 7 Report No. FIN21-007
Analysis
A construction line of credit offers the greatest cash flow flexibility at a minimal cost to
the Town
A construction line of credit offers the Town maximum flexibility in its management of
what will be significant cash outflows over the extended duration of the Stronach
Aurora Recreation Complex Gymnasium’s construction within the context of continuing
COVID-19 impacts as well as the new construction lien act requirements that this
project will be subject to.
Also, in consideration that some of this project’s funding will be collected over the
duration of its construction, it is most advantageous to the Town to delay its
commitment to longer term financing until after construction is substantially complete.
A construction line of credit is the ideal financing tool for the Town in this scenario as it
offers short-term financing over the duration of a construction project at a minimal cost.
As of January 28, 2021, a municipal construction line of credit could be obtained
through the Ontario Infrastructure & Lands Corporation with a financing rate of 0.62%
which was the lowest rate available at that time.
A construction line of credit is secured with a variable interest rate updated monthly.
The Town is required to pay only the accrued interest owing each month as a minimum
payment. However, the Town is able to pay higher amounts of its balance owing at any
time. The agreement with Ontario Infrastructure requires that this debt be further
secured by the Town’s upper tier municipality, York Region, and upon project substantial
completion any remaining balances must be fully paid off through a cash payment or
conversion to long-term financing.
It is recommended that the Town proceed with the establishment of an Ontario
Infrastructure construction line of credit in support of the SARC Gymnasium project.
A construction line of credit is not recommended for the Hallmark Baseball Diamonds
project in consideration of its anticipated shorter duration for completion and the
balance of its principal funding source being outdoor recreation development charges.
Upon substantial completion of the SARC Gymnasium, the Town will require a long-term
debenture for up to a maximum of $8.2 million with a repayment period of 20 years
The Town will not have collected all of its planned funding, consisting solely of indoor
recreation development charges, to be allocated toward the SARC Gymnasium project
Page 54 of 172
February 16, 2021 4 of 7 Report No. FIN21-007
by its substantial completion. A long-term debenture for its outstanding construction
line of credit balance will be required. It is anticipated that the Town will require long-
term financing for the majority of this project’s total $8.2M estimated cost. It is
projected that the Town may fully collect this project’s planned development charge
revenue over the course of the next 10 to 15 years, dependent upon the Town’s actual
growth over this period.
The Town is able to access the following financing tools for its long-term financing
needs:
1. York Region: fixed rate, closed, 20-year debenture financing.
2. Ontario Infrastructure & Lands Corporation: fixed rate, closed, debenture with
financing guaranteed by York Region up to a maximum 20-year term.
Should the Town proceed with an Ontario Infrastructure debenture, as per legislation
this debenture must be secured by the Town’s upper Tier municipality, York Region.
Consequently, subsequent to Aurora Council’s approval of its debt bylaw, York Region
Council must approve its own equivalent debt bylaw.
Debentures operate very much the same as a closed, fixed rate home mortgage, where
payments are fixed, and no additional or balloon payments are permitted. Bank loan
financing is not permitted under the Municipal Act and regulations.
Staff recommend that 20 years is a reasonable refinancing period as it will allow
sufficient time for the Town to collect all of its planned development charge revenues
from future development, as well as provide sufficient room for possible delays in
planned growth. Also of note, the cost of borrowing is quite low; at present a 20-year
debenture can be obtained through Ontario Infrastructure at an annual rate of 2.12
percent.
As the SARC Gymnasium project is to be solely funded by indoor recreation
development charges of which the Town has not collected, these revenues do not form
part of its present investment portfolio, consequently there is no advantage to delaying
the conversion of any remaining construction line of credit balance to long-term debt
upon substantial completion.
Staff recommend that the Town proceed with an Ontario Infrastructure 20-year
debenture for any remaining line of credit balance upon substantial completion of this
project.
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February 16, 2021 5 of 7 Report No. FIN21-007
A $3.375 million long term debenture with a repayment period of 20 years is required in
support of the Hallmark Baseball Diamonds construction
Similar to the SARC Gymnasium, the Hallmark Baseball Diamonds capital project’s
primary funding source being outdoor recreation development charges will not
immediately be available for allocation toward this project’s costs. The full collection of
these revenues are not anticipated until the next 10 to 15 years thus necessitating a
requirement for long-term debt financing.
The Hallmark Baseball Diamonds capital project’s financial tools for its long-term
financing needs are the same as those for the SARC Gymnasium project.
For similar reasons to those offered for the SARC Gymnasium’s long-term financing and
in consideration that any additional development charges collected over the duration of
this project’s completion are expected to be minimal, staff recommend that the Town
immediately proceed with an Ontario Infrastructure 20-year debenture.
Advisory Committee Review
None
Legal Considerations
Subsection 401(3) and section 403 of the Municipal Act requires that all long-term
financing for lower-tier municipalities be acquired through their upper-tier municipality.
Likewise, a lower-tier municipality may only access a construction line of credit through
its upper-tier municipality. In this case, the Town must access staff’s recommended
Ontario Infrastructure construction line of credit (interim financing) and debenture (long-
term financing) through The Regional Municipality of York. The Town and the Region
must pass a by-law authorizing both the project’s interim and long-term financing prior
to proceeding with a formal application for financing to Ontario Infrastructure. If
successful in its financing application, the Town and the Region will have to enter into a
financing agreement(s) with Ontario Infrastructure, which will be reviewed by Legal
Services.
Financial Implications
As noted previously, with low annual interest cost of approximately 0.62 percent a
construction line of credit would be a very useful tool to the Town in its management of
the significant cash outflows that are expected over the duration of the Stronach Aurora
Page 56 of 172
February 16, 2021 6 of 7 Report No. FIN21-007
Recreation Complex Gymnasium’s construction. A construction line of credit would not
be advantageous to the Town in the case of its Hallmark Baseball Diamonds project.
The total required long-term financing is estimated to be $11.575 million for the SARC
Gymnasium and Hallmark Baseball Diamonds projects. It is recommended that this
long-term financing take the form of two Ontario Infrastructure 20-year debentures with
principals of $8.2 million and $3.375 million. Ontario Infrastructure has consistently
offered the lowest available debenture interest rate.
When all of the Town’s outstanding long-term debt, including its estimated debt arising
from Library Square and these two projects are considered, the Town continues to have
sufficient room within its calculated annual repayment limit of $20,761,000. With all of
the above noted debt included, the Town’s total annual debt carrying costs are
estimated to be $2,822,300 representing 14 percent of its allowed maximum.
As per the Town’s current best practice, debt will only be considered in instances where
a clear funding source is available for its repayment. In the case both debentures will be
fully repaid through outdoor recreation and indoor recreation development charges.
Communications Considerations
The Town of Aurora will use ‘Inform’ as the level of engagement for this project. There
are five different levels of community engagement to consider, with each level providing
the community more involvement in the decision-making process. These levels are:
Inform, Consult, Involve, Collaborate and Empower. Examples of each can be found in
the Community Engagement Policy. These options are based on the International
Association of Public Participation (IAP2) Spectrum and assist in establishing
guidelines for clearly communicating with our public and managing community
engagement. In order to inform, this report with be posted to the Town’s website and
will be included in the special council highlights.
Link to Strategic Plan
Reporting to Council and the public on the Town’s 2021 approved debt authority
financing strategy supports the Strategic Plan principles of transparency and
accountability.
Alternative(s) to the Recommendation
1. Council provide direction
Page 57 of 172
February 16, 2021 7 of 7 Report No. FIN21-007
Conclusions
As part of its 2021 capital budget approval, Council approved a total of $11.575 million
in debt authority relating to two growth & new capital projects. In consideration of the
underlying details of these two projects, staff recommend that both projects be funded
through two Ontario Infrastructure and Lands 20-year debentures.
Furthermore, in consideration of its size and expected duration for completion staff
recommend that the Town address the SARC Gymnasium capital project’s short-term
financing needs through an Ontario Infrastructure construction line of credit.
Attachments
Attachment #1: SARC Gymnasium and Hallmark Baseball Diamonds capital project
interim/long term debt financing bylaw
Previous Reports
FIN20-030, Final 2021 Budget Approval
Pre-submission Review
Agenda Management Team review on January 28, 2021
Approvals
Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance/Treasurer
Approved by Doug Nadorozny, Chief Administrative Officer
Page 58 of 172
Attachment #1
The Corporation of the Town of Aurora
By-law Number XXXX-21
Being a By-Law to authorize the submission of an application to
Ontario Infrastructure and Lands Corporation (“OILC”) for financing
certain ongoing capital works of The Corporation of the Town of
Aurora (the “Lower-tier Municipality”); to authorize temporary
borrowing from OILC to meet expenditures in connection with such
capital works; and to authorize long-term borrowing for such capital
works through the issue of debentures by the Regional Municipality
of York (the “Upper-tier Municipality”) to OILC.
Whereas the Municipal Act,2001, S.O. 2001, c. 25, as amended (the “Act”) provides
that a municipal power shall be exercised by by-law unless the municipality is
specifically authorized to do otherwise;
And whereas the Council of the Lower-tier Municipality has passed the by-law(s)
enumerated in column (1) of Schedule “A” attached hereto and forming part of this By-
law (“Schedule “A”) authorizing the capital work(s) described in column (2) of Schedule
“A” (the “Capital Works)”) in the amount of the respective estimated expenditure set out
in column (3) of Schedule “A”, subject in each case to approval by OILC of the financing
for such Capital Works requested by the Lower-tier Municipality in the Application as
hereinafter defined;
And whereas before the Council of the Lower-tier Municipality approved the Capital
Works in accordance with section 4 of Ontario Regulation 403/02 (the “Regulation”), the
Council of the Lower-tier Municipality had its Treasurer calculate an updated limit in
respect of its then most recent annual debt and financial obligation limit received from
the Ministry of Municipal Affairs and Housing (as so updated, the “Updated Limit”), and,
on the basis of the authorized estimated expenditure for the Capital Work or each
Capital Work, as the case may be, as set out in column (3) of Schedule “A” (the
“Authorized Expenditure” for any such Capital Work), the Treasurer calculated the
estimated annual amount payable in respect of the Capital Work or each Capital Work,
as the case may be, and determined that the estimated annual amount payable in
respect of the Capital Work or each Capital Work, as the case may be, did not cause
the Lower-tier Municipality to exceed the Updated Limit, and accordingly the approval of
the Local Planning Appeal Tribunal pursuant to the Regulation, was not required before
any such Capital Work was authorized by the Council of the Lower tier Municipality;
And whereas subsection 405(1) of the Act provides, amongst other things, that a
municipality may authorize temporary borrowing to meet expenditures made in
connection with a work to be financed in whole or in part by the issue of debentures if,
the municipality is a lower-tier municipality in a regional municipality and it has approved
the work and the upper-tier municipality has approved the issue of debentures for the
work;
And whereas subsection 401(1) of the Act provides that a municipality may incur a debt
for municipal purposes, whether by borrowing money or in any other way, and may
issue debentures and prescribed financial instruments and enter prescribed financial
agreements for or in relation to the debt;
Page 59 of 172
By-law Number XXXX-21 Page 2 of 6
And whereas subsection 401(3) of the Act provides that a lower-tier municipality in a
regional municipality does not have the power to issue debentures and accordingly the
Lower-tier Municipality intends that the Upper-tier Municipality will issue debentures in
respect of the Capital Work(s) and will request that the Upper-tier Municipality do so;
And whereas subsection 403(1) of the Act provides that a by-law of an upper-tier
municipality authorizing the issuing of debentures for the purposes or joint purposes of
one or more of its lower-tier municipalities may require those lower-tier municipalities to
make payments in each year to the upper-tier municipality in the amounts and on the
dates specified in the by-law;
And whereas the Act also provides that a municipality shall authorize long-term
borrowing by the issue of debentures or through another municipality under section 403
or 404 of the Act and subsection 403(7) of the Act provides that all debentures issued
under a by-law passed by an upper-tier municipality under section 403 are direct, joint
and several obligations of the upper-tier municipality and its lower-tier municipalities;
And whereas OILC has invited Ontario municipalities desirous of obtaining temporary
and long-term debt financing in order to meet capital expenditures incurred on or after
the year that is five years prior to the year of an application in connection with eligible
capital work(s) to make application to OILC for such financing by completing and
submitting an application in the form provided by OILC;
And whereas the Lower-tier Municipality requested the Upper-tier Municipality to issue
debentures for the Capital Works and in this connection the Upper-tier Municipality and
the Lower-tier Municipality completed and submitted or is in the process of submitting
an application to OILC, as the case may be (the “Application”) to request financing for
the Capital Works by way of long-term borrowing pursuant to section 403 of the Act
through the issue of debentures by the Upper-tier Municipality to OILC and by way of
temporary borrowing by the Lower-tier from OILC pending the issue of such debentures;
And whereas OILC has accepted and has approved or will notify the Lower-tier
Municipality only if it accepts and approves the Application, as the case may be;
And whereas the Upper-tier Municipality has approved the issue of debentures for the
Capital Works to OILC in the maximum aggregate principal amount of $11,575,000 (the
“Debentures”); and OILC has indicated that pending the issue of the Debentures it will
provide financing by way of temporary advances to the Lower-tier Municipality in
respect of the Capital Works;
And whereas the Lower-tier Municipality will enter into a financing agreement with
OILC pursuant to the terms of which OILC will provide temporary advances to the
Lower-tier Municipality in respect of the Capital Works;
Now therefore the Council of The Corporation of the Town of Aurora hereby enacts
as follows:
1. The Council of the Lower-tier Municipality hereby confirms, ratifies and approves
the execution by the Treasurer of the Application and the submission by such
authorized official of the Application, duly executed by such authorized official, to
OILC, in cooperation with the Upper-tier Municipality, for the financing of the
Capital Works by way of temporary borrowing from OILC, pending the issue of
Debentures, in the maximum aggregate principal amount of $11,575,000,
Page 60 of 172
By-law Number XXXX-21 Page 3 of 6
substantially in the form of Schedule “B” hereto and forming part of this By-law,
with such changes thereon as such authorized official may hereafter approve,
such execution and delivery to be conclusive evidence of such approval.
2. The Mayor and the Treasurer are hereby authorized to negotiate and enter into,
execute and deliver for and on behalf of the Lower-tier Municipality a financing
agreement (a “Financing Agreement”) with OILC that provides for temporary
borrowing from OILC under the authority of this By-law in respect of the Capital
Work(s) on such terms and conditions as such authorized officials may approve,
such execution and delivery to be conclusive evidence of such approval.
3. The Mayor and/or Treasurer are hereby authorized, pending the substantial
completion of the Capital Work or of each Capital Work, as the case may be, or
as otherwise agreed with OILC, to make temporary borrowings pursuant to
section 405 of the Act in respect of the Capital Work or of each Capital Work, as
the case may be, on the terms and conditions provided in the Financing
Agreement which Financing Agreement provides that the information contained
in the Record, as defined in the Financing Agreement, in respect of such
temporary borrowings shall be deemed final, conclusive and binding on the
Lower-tier Municipality, and on such other terms and conditions as such
authorized officials may agree; and the Treasurer is authorized to sign such
certifications as OILC may require in connection with such borrowings in respect
of the Capital Works; provided that the amount of borrowings allocated to the
Capital Work or to each Capital Work, as the case may be, does not exceed the
Authorized Expenditure for such Capital Work and does not exceed the related
loan amount set out in column (4) of Schedule “A” in respect of such Capital
Work.
4. In accordance with the provisions of section 25 of the Ontario Infrastructure and
Lands Corporation Act, 2011, S.O. 2011, c. 9, Sched. 32, as amended from time
to time hereafter, the Lower-tier Municipality is hereby authorized to agree in
writing with OILC that the Minister of Finance is entitled, without notice to the
Lower-tier Municipality, to deduct from money appropriated by the Legislative
Assembly of Ontario for payment to the Lower-tier Municipality, amounts not
exceeding the amounts that the Lower-tier Municipality fails to pay to OILC on
account of any unpaid indebtedness of the Lower-tier Municipality to OILC under
any outstanding temporary borrowing and/or the Debentures, as the case may be
(the “Obligations”) and to pay such amounts to OILC from the Consolidated
Revenue Fund.
5. For the purposes of meeting the Obligations, the Lower-tier Municipality shall
provide for raising in each year as part of the general lower-tier levy the amounts
of principal and interest payable in each year under any outstanding temporary
borrowing and/or any Debenture outstanding pursuant to the Financing
Agreement, to the extent that the amounts have not been provided for by any
other available source including other taxes or fees or charges imposed on
persons or property by a by-law of any municipality.
6. (a) The Treasurer is hereby authorized to execute and deliver the
Application, the Mayor and the Treasurer are hereby authorized to enter
into, execute and deliver the Financing Agreement, one or more of the
Clerk and the Treasurer are hereby authorized to generally do all things
and to execute all other documents and papers in the name of the Lower-
Page 61 of 172
By-law Number XXXX-21 Page 4 of 6
tier Municipality in order to perform the Obligations of the Lower-tier
Municipality under the Financing Agreement and to request and receive
any temporary borrowing, and the Treasurer is authorized to affix the
Lower-tier Municipality’s municipal seal to any such documents and
papers.
(b) The money realized in respect of any temporary borrowing for the Capital
Works and the Debentures, including any premium, and any earnings
derived from the investment of that money after providing for the expenses
related to any such temporary borrowing and to the issue of the
Debentures by the Upper-tier Municipality, if any, shall be apportioned and
applied to the respective Capital Works and to no other purpose except as
permitted by the Act.
Enacted by Town of Aurora Council this 23rd day of February, 2021.
__________________________________
Tom Mrakas, Mayor
__________________________________
Michael de Rond, Town Clerk
Page 62 of 172
By-law Number XXXX-21 Page 5 of 6
Schedule “A”
(New Capital Works)
(1) (2) (3) (4)
Capital Work
Number
Description of Capital Work Estimated
Expenditure
Loan
Amount
72410 Stronach Aurora Recreation
Complex (SARC) Gymnasium
$8,200,000 $8,200,000
73287 Hallmark Baseball Diamonds $3,750,000 $3,375,000
Page 63 of 172
By-law Number XXXX-21 Page 6 of 6
Schedule “B”
(OILC Finance Application)
Page 64 of 172
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. CS21 -014
_______________________________________________________________________________________
Subject: Capital Project No. 14047 – Computer and Related Infrastructure
Renewal
Prepared by: Michael Mulvenna, Manager of IT Services
Department: Corporate Services
Date: February 16, 2021
_______________________________________________________________________________________
Recommendation
1. That Report No. CS21-014 be received; and
2. That the condition on the approval of Capital Project No. 14047 – Computer and
Related Infrastructure Renewal in the amount of $660,361 be lifted and the project
proceed.
Executive Summary
This report provides Council with additional information regarding Capital Project No.
14047 for Computer and Related Infrastructure Renewal and is seeking Council’s
approval for the 2021 Capital budget.
The Computer and Related Infrastructure Capital Project is an ongoing annual
project required to fund the replacement of technology equipment to meet
business needs and client expectations.
A review of the Town’s technology inventory indicates several systems and
equipment are at end of life creating service delivery risk if not replaced.
A revitalized IT Governance Model, as identified in the Technology Strategic Plan,
is currently in progress and will establish Corporate Standards for all Technology
including the refresh cycle for laptops and desktops.
This Capital Project will fund our new Telephony System, Network switches,
ArcServe backup appliance, and refresh laptops purchased in 2015 and 2016.
Page 65 of 172
February 16, 2021 2 of 7 Report No. CS21-014
Background
As part of its 2021 capital budget review on November 21, 2020, the Budget Committee
conditionally approved Capital Project 14047 – Computer and Related Infrastructure
Renewal pending a report back with additional information regarding how the funds will
be allocated and also requesting additional information related to the change in
lifecycle refresh of desktops and laptops from 6-7 years to 3-4 years.
Analysis
The Computer and Related Infrastructure Capital Project is an ongoing annual project
required to fund the replacement of technology equipment to meet business needs and
client expectations
Repair and Replacement Capital Project 14047 was established in 2010 as an annual
project to ensure ongoing funding of the evergreening of technology equipment
including desktops, laptops, servers, switches and other network appliances. The
Technology Strategic Plan identifies Infrastructure initiatives to support the
modernization of our technology environment including asset lifecycle management
and upgrades to our telephone system to support Access Aurora Call Centre. The
Strategic Plan also notes the 10-year capital plan is currently under-funded to meet
industry standard lifecycle refresh of 3 to 4 years for laptops and desktops.
For 2021 the laptops and desktops scheduled for evergreening were purchased and
deployed in 2015 and 2016 and therefore scheduled in alignment with the existing
lifecycle of 6 to7 years. As technology is relied upon to create modernized work
environment the replacement of these computers is much needed for efficient and
effective service delivery.
A review of the Town’s technology inventory indicates several systems and equipment
are at end of life creating service deliver risks if not replaced
In addition to the replacement of 2015 and 2016 computers there are switches, servers
and other network appliances that are at end of life and not performing well. If any of
these fail the Town is at risk of service disruption for both internal and external
customers and a possible loss of data. Further, in 2020 a capital project was approved
to retain a consultant to perform a telephony needs analysis and make
recommendations based on current telephony trends. The Town’s current phone
system was purchased over 15 years ago and no longer supported by the manufacturer.
Page 66 of 172
February 16, 2021 3 of 7 Report No. CS21-014
Limited support has been extended with the current vendor under a “best effort” support
agreement. The consultant has completed their analysis and an RFP is being prepared
for the procurement of a new system. Access Aurora relies heavily on Call Centre
technology to efficiently manage incoming calls. The replacement of our phone system
will be funded through Capital Project 14047 as it is a replacement of our current
telephone system.
A revitalized IT Governance Model as identified in The Technology Strategic Plan is
currently in progress and will establish Corporate Standards for all Technology including
the refresh cycle for laptops and desktops.
A number of Governance initiatives are identified in the Technology Strategic Plan. The
Town is currently working with the Perry Group to establish an IT Governance
Committee (ITGC), create Corporate IT Standards and refresh and institute new IT
policies. Part of this work will include a review of our evergreening lifecycle to meet
business needs. Some functions and positions may rely more on technology and
therefore a validation of technology replacement may be included in the standards that
will be approved by the ITGC.
As mentioned previously industry standard lifecycle for laptops, desktops and other
devices is 3 to 4 years as there are direct and indirect costs associated with maintaining
older computers. The business benefits and value associated with the industry standard
include;
Direct IT Costs – lower help desk support costs to maintain the hardware and
lower security management costs
Productivity Costs – End Users spend less time troubleshooting issues with old
devices and gain valuable productivity from stronger system performance and
increased mobility.
Part of the review of our evergreening lifecycle will include a financial analysis of
leasing versus purchasing computers. Leasing terms for computers are typically 3 years
and therefore may align with a renewed evergreening lifecycle. This work will be done in
consultation with our Finance team as leasing would be considered an operating costs
versus a capital cost.
This Capital Project will fund our new Telephony System, Network switches, ArcServe
backup appliance, and refresh laptops purchased in 2015 and 2016.
Page 67 of 172
February 16, 2021 4 of 7 Report No. CS21-014
Telephony System
The current telephone system is over 15 years old, provides outdated functionality for
both single users and Access Aurora Call Centre and is at end of life. The new phone
system will provide a cloud-based solution which will provide a comprehensive unified
communications strategy and a Call Centre module. This new system will also interface
directly with Microsoft Teams to provide full audio and video meeting functionality.
We have identified the need for staff to have modern flexible tools such as soft phones,
follow-me-anywhere ability, integration with MS Teams, Call Centre support and
reporting, robust auto-attendant capability, work groups and hunt groups, and 911
service.
Risks – Current phone system is at end of life and no longer supported by the
manufacturer (Avaya). We currently have a “best efforts” maintenance agreement with
our telephony vendor (Connex). If the system fails, it could be hours or days before
service is restored.
Ethernet Switch – WAN
The wide area network (WAN) is what provides network capability between all the Town
buildings like Town Hall, JOC, Community Centres, and Library Square.
The current switches are about 10 years old and at end of life. The technology does not
align with current networking best practices. This upgrade will provide better WAN
network performance, robust network redundancy, and enhance our cybersecurity
footprint.
Risks – Current switches are no longer supported by the manufacturer (Extreme). This
introduces great risk to the Town in event of hardware failure. Some buildings, such as
the community centres, will lose connectivity to the Town data centres and the internet.
Ethernet Switch – LAN
The local area network (LAN) is what provides network connectivity in a single building.
All clients use the LAN to access servers, data, and the internet.
The current switches in Town Hall are about 10 years old and at end of life. They also
do not provide “power over ethernet” (PoE) which is necessary for many devices (such
as desk phones and WiFi access points).
This upgrade will provide new technology, faster network performance, PoE capability,
and enhance our cybersecurity footprint.
Page 68 of 172
February 16, 2021 5 of 7 Report No. CS21-014
Risks – Current switches are no longer supported by the manufacturer (Extreme). This
introduces great risk to the Town in event of hardware failure. All users within a
building may lose their access to all systems.
ArcServe Backup Appliance
ArcServe is the hardware/software solution we use to backup all our servers and data
every evening.
The growth of our data over time makes it necessary to upgrade our backup appliance
to one that has a larger capacity. This new appliance will provide for both the current
and future data backup needs.
Risks – If this appliance is not upgraded, we will not be able to perform our scheduled
backups. In the event of a disaster, we will not be able to recover our data.
Computer Refresh
This project will refresh laptops and desktops that were originally purchased by the
Town in 2015 and 2016. We would like to decrease the refresh cycle from 5-6 years
down to 3-4 years to align with industry standard improving performance and increasing
productivity. The review of the refresh cycle will be part of the IT Governance
Committee workplan for this coming year.
This refresh will provide new technology to our workforce to ensure they can perform
their computer-based tasks as quickly and efficiently as possible. New technology
provides better performance for the end user and the newest version of the operating
system (O/S), which in our case is Windows 10. It will also allow the installation of
enhanced antimalware software to further strengthen our cybersecurity footprint.
Risks – Not regularly refreshing technology will offer end users old, slow, sometimes
out of date technology. Old technology increases our support costs to keep these
machines running both in real dollars spent to repair and increased time taken by the IT
Service Desk. Older systems will not run “Next Gen” antimalware software.
Advisory Committee Review
N/A
Legal Considerations
None.
Page 69 of 172
February 16, 2021 6 of 7 Report No. CS21-014
Financial Implications
Information Technology Services is planning to spend a total of $590,000 of its total
available 2021 capital budget authority of $660,361 for this project. The remaining
unused budget authority of $70,361 will be used as a contingency for these planned
expenditures; should any unused budget authority remain at the end of the year; it will
be applied toward the Town’s 2022 requirements in this regard. The below table
presents a summary of the 2021 capital plans for this project.
Communications Considerations
N/A
PROPOSED SPENDING - 14047 COMPUTER & RELATED INFRASTRUCTURE RENEWAL
Item Estimated Cost Aligns With
New Telephone System $160,000
IT Strategic Plan
Cloud Strategy
*BC/DR Strategy
Ethernet Switch Upgrade - WAN 90,000
IT Strategic Plan
BC/DR Strategy
Ethernet Switch Upgrade - LAN 60,000
IT Strategic Plan
BC/DR Strategy
ArcServe Backup Appliance 25,000
IT Strategic Plan
BC/DR Strategy
Computers 2015 123,400
IT Strategic Plan
Mobility Strategy
BC/DR Strategy
Computers 2016 131,600
IT Strategic Plan
Mobility Strategy
BC/DR Strategy
Total $590,000
Proposed 2021 Budget $660,361 396,361 (remaining from 2020) + 264,000 (2021 budget)
Delta (Contingency)$70,361
(*BC/DR = Business Continuity & Disaster Recovery)
Page 70 of 172
February 16, 2021 7 of 7 Report No. CS21-014
Link to Strategic Plan
The Computer and Infrastructure Renewal Capital Project is directly linked to the
Community Pillar and more specifically Objective 2: Invest in sustainable infrastructure
with a goal to maintain and expand infrastructure to support forecasted population
growth through technology.
Alternative(s) to the Recommendation
1. Council not approve Capital Project No. 14047 – Computer and Related
Infrastructure Renewal. This will put the Town at risk as a review of current
inventory identifies some equipment is at end of life and could possibly fail. Not
approving will also create additional funding requests in future years.
Conclusions
For reason outlined in this report it is extremely important that we continue to fund the
Computer and Related Infrastructure evergreening Capital Project to enable our
workforce to be efficient and effective which aligns with the our Mission “To deliver
exceptional services that make people proud to call Aurora home”
Attachments
Attachment #1 – Capital Project 14047 Computer and Related Infrastructure Renewal
Previous Reports
N/A
Pre-submission Review
Agenda Management Team review on January 28, 2021
Approvals
Approved by Techa van Leeuwen, Director, Corporate Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 71 of 172
Town of Aurora
Capital Projects
Project
Department
Version Year
14047 Computer & Related Infrastructure Renewal (2021 Budget Conditionally Approved)
Corporate Services
Final Approved Budget 2021
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Ongoing project. 2021 Budget Authority Conditionally approved. Staff to submit report to council.
Provide a brief overview of the project and include the key goals, objectives and performance
measures.
To undertake the annual replacement cycle purchases of IT equipment for the Town of Aurora. Funding for
this initiative is required annually.
Provide the reasons the project should be approved and what will be the impact of the project to
service levels.
In order to maintain an acceptable fleet of computer equipment servicing the needs and requirements of the
Town business, the evergreening of this equipment is necessary. To improve mobility options for staff we
are increasing our deployment of replacement equipment to support laptop/tablet use for 2020. In addition
this year we have a series of end of life network equipment due for replacement to support our current
infrastructure.
Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal,
learning & growth or utility benefits.
Previously, the desktop and laptop evergreening cycle was a 6-7 year cycle, which needs to change to 3-4
years to reflect industry standards which will improve technology workplace modernization initiatives. Server
replacement schedules reflect on average a ten year cycle. Replacement cycle changes, have resulted in
an uneven expenditure over the next several years.Based on current IT inventories there are computers,
laptops and servers/network infrastructure elements critical to our ongoing business operations that need to
be replaced in 2020.
Financial Information
Budget 10-Year Plan
Previously
Approved
Budget
Capital
Budget
Authority
Budget
Change
Actuals to Dec
31/2019
2020
Forecast 2021 2022 2023-2030
Expenditures
Estimated Expenditures
EQUIPMENT - OTHER 1,402,145 542,2272,062,505 263,885 225,475 1,458,662
660,360 859,918
CONSULTING 35,000 35,001
1 35,001
1,437,145 542,2272,097,506 263,885 225,475 1,458,662660,361 894,919
1,437,145 542,2272,097,506 263,885 225,475660,361 1,458,662Expenditures Total
894,919
Funding
Infrastructure Sustainability Reserves
MUNICIPAL CAPITAL 50,000
COMPUTER RELATED EQUIP R&R 542,227 263,885 225,475 1,458,662 844,919
542,227 263,885 225,475 1,458,662
894,919
542,227 263,885 225,475 1,458,662Funding Total
894,919
Attachment 1
Page 72 of 172
Town of Aurora
Capital Projects
Project
Department
Version Year
14047 Computer & Related Infrastructure Renewal (2021 Budget Conditionally Approved)
Corporate Services
Final Approved Budget 2021
Please provide an explanation of what the outcomes would be if the project was not approved.
If this project isn't approved we will be delaying the necessary work for technology workplace modernization
and needed infrastructure replacement. This makes subsequent year replacements heavier as a result.
Page 73 of 172
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. CS21 -015
_______________________________________________________________________________________
Subject: Corporate Technology Strategic Plan Update
Prepared by: Michael Mulvenna, Manager Information Technology
Department: Corporate Services
Date: February 16, 2021
_______________________________________________________________________________________
Recommendation
1. That Report No. CS21-015 be received for information.
Executive Summary
The purpose of this report is to provide an update to Council with the progress the Town
has made in the implementation of the Technology Strategic Plan (TSP).
The TSP is a five-year plan with 2020 being its initial year. Many facets of the plan have
been successfully started or completed in its inaugural year.
A new technology delivery model is being established - built around partnership,
and founded upon collaboration, co-operation, and coordination.
A revitalized IT Governance Model has been adopted to transparently align,
coordinate, and prioritize ALL work in the technology domain (technology,
solutions, data and integration, and web and digital)
The current approach to information security is under review to ensure there is
an appropriate balance of usability with risk management.
A series of improvements to IT service delivery is underway providing end users
with quality and consistency of services.
Key business solutions are being implemented that will expand the use of
existing major software platforms, will leverage our investment, and provide
more digital services to our residents.
Page 74 of 172
February 16, 2021 2 of 11 Report No. CS21-015
Background
In November of 2019 Council approved the Corporate Technology Strategic Plan
prepared and presented by Perry Group Consulting Ltd. The Strategic Plan is a
comprehensive document that identified the need for transformational change for the
Town to provide high quality customer service, operational efficiency, and staff
productivity.
The TSP is a five-year plan and is based around five core areas of focus:
1) Offering great, digital services for customers that allow them to interact with the
Town using their laptop, tablet, or smartphone.
2) Digitizing and simplifying the Town’s business processes to support process
efficiency and underpin digital customer service.
3) Providing mobile tools for the Town’s mobile workforce.
4) Providing staff with a modern workplace environment - modern and secure tools
that help teams collaborate and be productive.
5) Becoming a data-driven organization – an organization that uses data from its
digitized processes to analyse and optimize efficiency and cost-effectiveness.
The five-year plan includes three distinct phases.
Phase 1 - New IT: First, before anything else can be achieved, the Town must reset the
technology management model and establish a more collaborative environment. A
centralized IT organization has been established which has enabled all technology
resources to contribute to a successful implementation of the Strategic Plan.
Phase 2 - Process Digitization and Mobilization: Next, the Town must focus on
digitization of its core business processes (HR, Planning, Permitting, Asset and Work
Management, Finance) taking the opportunity to streamline and simplify aging paper-
based processes. This phase will run from 2020 – 2024.
Phase 3 - Optimization through Data and Digital Services: Then, building upon the
digitization of processes, the Town can focus on offering new digital services and using
the data from process digitization to become a data-driven organization. This phase
will run from 2022 – 2024.
Analysis
Overall, the IT department has made good progress in year one of implementing the
Technology Strategic Plan. One unforeseen disrupter has been COVID-19. It has
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caused some projects to be delayed while it has caused others to be fast-tracked and
implemented in the first year. The plan may have originally called for these projects to
be completed in years two through five.
A new technology delivery model is being established - built around partnership, and
founded upon collaboration, co-operation, and coordination.
Realigning and reorganizing the IT team was the first step in this strategy. A new IT
Manager was hired with many years experience as an IT professional. Next the
department was realigned from a decentralized to a centralized model. Four GIS
workers were moved from Engineering and Planning to the IT Team. Then the
department was reorganized into three groups – IT Infrastructure & Service Desk, IT
Business Solutions, and IT Project Services. Three new Supervisors were hired to lead
each of these areas. One was an internal promotion, the other two were sourced
outside of the Town. The new realignment will focus the team to provide essential
services to all divisions. A new role was created in the IT Business Solutions team
being a Business Solutions Analyst. The TSP recommended adding three people to this
role over the next three years. As the internal promotion created a vacancy we were
able to re-purpose that position to a Business Solutions Analyst as it was identified as a
significant gap in the organizations technology domain. We have recruited the first
Business Solution Analyst to the team. The new revitalized, refocused team has already
had a positive impact on technology delivery.
Another important initiative is working with all Divisions and ensuring their voices are
heard and their technology needs are being serviced. To ensure open lines of
communication and collaboration, the IT management team (IT Manager and three IT
Supervisors) will meet semi-annually with all divisions. The first set of meetings will be
more operationally focused to ensure that present state is providing the technology
services each division requires. The second set of meetings will be more strategically
focused to ensure future needs are being identified, prioritized, budgeted for, and
implemented. Internally we are calling this the IT Divisional Tour. This type of initiative
has not been done in the past and will build new partnerships between IT and the rest of
the Town. The IT team will also be able to provide a more proactive consultative
approach to providing its services, rather than a reactionary one.
To ensure that we are providing all divisions with good service, we will be conducting a
customer satisfaction survey that will be deployed in Q1 of 2021. This survey will be
done electronically and will provide a baseline of how well we are performing. From the
survey data, we will be able to formulate a plan to close any identified gaps and provide
excellent service.
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There will be an onus on Directors and Managers to become more tech savvy so they
can lead business transformation powered by technology for their respective business
units. To assist them with this a digital education program will be launched in Q1/Q2 to
provide them with the required knowledge and background to enable this. This program
will be facilitated by The Perry Group.
The IT Team has also been working with the Library Square Project team since the early
planning stages. IT Governance of the entire project as well as technology design and
delivery has already been initiated.
A revitalized IT Governance Model has been adopted to transparently align, coordinate,
and prioritize ALL work in the technology domain (technology, solutions, data and
integration, and web and digital)
IT Governance provides a framework and a set of processes to enable the efficient and
effective utilization of all IT resources. By adhering to the governance process, an
organization can increase monetary and strategic benefits.
The IT Management team has initiated several projects to provide this framework. They
include:
An IT Governance Committee (ITGC) is being established to provide oversight to the
Town’s strategic technology road map. The terms of reference for the committee
have already been developed. This committee will start meeting very soon.
Technology standards, both hardware and software, are being developed. These
standards are important to the Town as they provide a direct reference to
technologies for any new inquiries. These standards also provide the IT Team with a
finite list of supported technologies to improve efficiency.
A formal change management process is being developed. The goal here is to
provide a comprehensive set of processes to ensure change is introduced to the
environment in a controlled manner. This will include a formal approval process, a
communication plan to alert all stakeholders to the planned change, a centralize log
to ensure all changes are properly documented, establishing a testing environment,
and ensuring a back out plan is ready should the need arise.
In conjunction with the Town PMO, we will be establishing standard IT Project
Management Practices. This will include project intake, prioritization, resourcing, as
well as formal PM processes.
Establishing and publishing standard IT Policies. We will be publishing a set of
written IT Policies which will provide all Town personnel with guidance to assist
them in acceptable use of all Town technology as well as aid them in technology
decision making. Draft policies for Acceptable Use of Technology, Information
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Security, and Privacy have already been developed. This will be one of the first
priorities for the newly formed ITGC to review.
The IT Team has also centralized the asset management process by placing all IT
assets into the TrackIT tracking system. Previously, only laptop & desktop computers,
monitors, and other peripherals were tracked with this tool.
The current approach to information security is under review to ensure there is an
appropriate balance of usability with risk management.
The IT department is committed to provide a solid “defence in depth” strategy to ensure
all data assets of the Town are well protected from those whose goal is to steal or
exploit. We also want to provide easy but secure access to resources for Town
employees who work outside of our buildings or who work mostly from home due to the
pandemic. We expect some of our workforce will continue to work from home and this
will prepare us for the future.
In early 2020 the Town engaged an outside cybersecurity consulting company to
perform a present state cybersecurity audit. The scope of this audit was to review all
security devices, security software, and security procedures currently employed to
ensure we were aligned with best practices. Their analysis was done by a combination
of onsite and offsite testing.
A report was produced and submitted to the Town that highlighted any gaps in our
security. The report further prioritized the found gaps as either Critical, High, Medium,
or Low. To date all Critical and High findings have been addressed.
We are currently in the process of writing an RFP for a cybersecurity partner. The first
phase of the engagement will be for the successful vendor to perform a full
cybersecurity posture assessment. Do we have the right tools, hardware, software, and
procedures in place to provide a good defence in depth strategy?
This assessment will provide a prioritized list of gaps in our security posture. We can
then work at addressing each of these gaps and put the proper technology in place. We
will also look to outsource the monitoring and incident response to the successful
vendor. They will be able to provide 7x24x365 support for any security incidents.
The strategy outlined above will provide both the solid defence in depth platform the
Town requires coupled with the outsourcing of critical tasks to a vendor that are
cybersecurity experts.
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A series of improvements to IT service delivery is underway providing end users with
quality and consistency of services.
One of the five core areas of focus was providing mobile tools for the Town’s mobile
workforce. Like building a house, the first step is to build a good foundation. We
accomplished this by providing a large increase in our internet service to handle the
anticipated larger data requirements. In fact, the speed of our internet service was
increased nine-fold.
The next step was to provide an easy method for all the remote users to connect. We
implemented a Microsoft solution known as RDWeb. From the user’s perspective all
that is required is for them to enter the web address, and then their login credentials.
After that they are connected and ready to work.
The IT Team then implemented, trained, and rolled out Zoom as the new standard for
online meetings. This solution provides an easy-to-use platform for audio, video, chat,
and webinars.
Once the pandemic began and most workers were sent home to work, there arose a
need for electronic signatures to handle all internal paperwork. The Team implemented,
trained, and rolled out DocuSign as our standard for electronic signatures. This solution
has had a positive impact as it has digitally transformed the Town in how it prepares,
signs, acts on, and manages documents.
Council meetings also required the need to meet virtually due to the pandemic. Initially
all meetings were done using the new Zoom software. Live streaming and
archiving/recording all council meetings were also implemented using Zoom. In the
late summer and early fall, when the COVID-19 infection rate began to fall, Council
requested a hybrid type solution be implemented. In collaboration with Legislative
Services, the two teams were able to deliver a solution that allowed all Council
attendees to either physically attend the meeting at Town Hall or continue to participate
virtually via Zoom.
Another highlighted area of the TSP was to provide our end users with a modernized
digital workplace environment. Several projects have been completed to support this
endeavor.
Launching the Microsoft Office M365 (formally O365) cloud-based software platform
was initiated. Two phases of this project were completed in 2020. The first phase was
the setup and launch of our M365 tenant. This included coupling our user logins with
the cloud infrastructure. The second phase was migrating our email servers to the
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cloud and updating everyone’s Microsoft Office software suite to the newest version.
We also moved all our smart phones and tablets to a new management platform called
Intune. This eliminated the cost and the need to retain the old Blackberry platform. The
next phase, which has already begun will see us rolling out Microsoft Teams,
SharePoint, and OneDrive across the Town. This will provide the Town with a real hub
for teamwork, which provides the tools our teams need like chat and threaded
conversations, meetings & video conferencing, calling, content collaboration with the
power of the other M365 applications.
Modernizing our aging telephony system is another requirement for modernization. In
2020 we completed an engagement with a telephony consultant firm to match our
requirements for both unified communication and call centre support with a highly
functional technology solution. The recommendation was for the Town to source a
cloud- based solution. To fulfill this, we have produced an RFP which was released in
January 2021. When the winning vendor is determined, the next phase will be to
implement the new solution.
The Town has many meeting rooms of different sizes with a mix of technology. In the
past there was no cohesive strategy for meeting rooms when it comes to Audio/Visual
hardware and software. The IT Team is tackling this issue now. We have developed a
standardized set of technology that is applicable to all meeting rooms. This solution is
scalable to the size of the room. It will support the software we use for virtual
meetings. This provides all end users with a consistent experience no matter what
meeting room they are using. This solution will start to be rolled out this year.
Our field workers need to be able to access our major software applications when they
are out of an office working on roads, parks, or providing Bylaw services. We need a
platform that provides easy to access gateway that will provide secure connection to
our systems. To provide this infrastructure we have designed, architected, and
implemented a Microsoft Azure tenant. Azure is Microsoft’s public cloud infrastructure.
In short, it provides a full data centre in the cloud. We can create web applications and
mobile application front ends. This will provide needed infrastructure to be more agile
and meet clients needs.
The network that connects all our buildings, all our software applications, and all of us is
also being updated to reduce risk, provide better network performance, provide robust
network redundancy, and improve our cybersecurity footprint.
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Key business solutions are being implemented that will expand the use of existing major
software platforms, will leverage our investment, and provide more digital services to our
residents.
The CityView Electronic Plans Review (EPR) project will be going live in Q1 2021. The
scope here is to provide a common set of markup tools to anyone submitting plans
electronically to the Town. This ensures the process for submitting electronic plans has
a consistent format for all concerned, including residents, contractors, and Town staff.
Along with the EPR project, we will also be going live with CityView Plans Drop in Q1
2021. Plans Drop provides a link to submit drawings/plans electronically to the Town,
through the Town website. It is easy to use and will benefit residents and contractors.
After the above two projects are complete, we will be launching CityView portal which
will provide residents with the ability to conduct business with us through our website.
Each resident can get their own dashboard to summarize their dealings with the Town.
This will include such transactions as initiating permits, scheduling inspections, status
checking, paying fees, applying for business licenses, and registering complaints. The
Portal is fully integrated with our existing CityView property management software and
will integrate with GIS and Laserfiche.
The Town launched the new eScribe meeting management software for staff, the
Mayor, and Council. This software modernizes our approach to council meeting
management and provides increased transparency, efficiency, and stakeholder
engagement.
Another new system the Town has gone live with is the GTechna parking management
system for Bylaw Services. This software will replace the current AIMs system, which
will be shortly retired. The GTechna software is cloud based and provides needed real-
time data to the bylaw officers. The smart phone based and in-vehicle ticketing, cloud-
based parking rights, and online payments provide a streamlined experience for both
officers and customers. This is the first of many GTechna modules the Town is
planning to implement. Future enhancements for Bylaw services include in vehicle
mounted camera systems for street parking enforcement, license plate recognition, and
permit and visitor management. These solutions will provide greater efficiencies for our
bylaw officers as well as an improved revenue stream for the Town.
The implementation of the new HRIS system, called ADP Work Force Now is scheduled
to go live in Q2 2021. This project will provide much needed improvements and
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efficiencies to our current payroll process. It will also serve as the foundation for future
IT/HR initiatives.
One project that Council had asked for was to provide residents with an easy to use link
to retrieve public documents such as Council Meeting minutes and agendas. We
successfully implemented Laserfiche Weblink to provide this service. It will provide a
link through our website so residents of the Town can search and retrieve all publicly
accessible documents.
Maximo is a major software application that provides our asset management,
monitoring, and service maintenance functions. The TSP recommended we “double
down” on this software and re-introduce and re-launch to the affected divisions. The IT
Team has already begun this process. Earlier this year we completed a gap analysis
with our divisions. The analysis illustrated clearly that the screens are too busy and not
specifically designed for municipalities. We have worked with our Maximo partner to
build a municipal version of this software. We demonstrated this to the affected
divisions and received their buy-in. Early in 2021, we will be relaunching Maximo in our
Fleet Maintenance Division. This will be followed by Roads, Facilities, and Water in the
second half of 2021 and into 2022. This will fill an open gap.
The Finance department has launched a project to provide a much needed Enterprise
Resource Planning (ERP) system to the Town. It is currently in the need’s assessment
phase. IT will be a key partner and co-owner of this software as the Town embarks on
the procurement (2021) and implementation (2022) phases of this project. This project
will provide a refresh and rebuild of our internal financial systems.
The IT Team has launched several different COVID-19 screening applications. These
include screening for residents wishing to attend in chambers council meetings, staff
working in Town buildings, and for Bylaw Officers entering private residences or places
of business. We are assisting the Town in keeping all staff and residents safe during
the pandemic.
The Library Square project was launched by the Town in 2020. The IT Team has setup a
construction camera allowing photographs to be taken every half hour. These
photographs can then be compiled into a time lapse video showing the progress.
Residents will be able to view these videos from our website. The IT Team will have
more involvement with this exciting project in the coming two years. One of the items
we plan to provide is a common Wi-Fi available both inside and outside of the entire
Square.
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Advisory Committee Review
Not Applicable
Legal Considerations
None
Financial Implications
All known Technology Strategic Plan driven capital plans have been included in the
Town’s ten-year capital plan. In addition, all operating budget financial requirements
arising from this plan’s implementation will be presented to Council for its review and
approval as they arise.
The following capital projects have been initiated to support the TSP:
Communications Considerations
Not Applicable
Project
Number Project Name
13008 Meeting Management Software (eScribe)
13018 Human Resources Information/Payroll System (HRIS)
13023 Access Aurora Telephony Project
14012 Financial System (ERP)
14047 Computer and Related Infrastructure Renewal (Evergreen)
14058 Project Management Software (SmartSheet)
14070 Boardroom Audio/Video Equipment
14072 CityView Upgrade
14073 Information Technology Strategic Plan Implementation - Studies and Other
14075 Business Process Automation and Data Integration
14076 Digital Education Program
14082 Data Centre Upgrades - Cybersecurity
14084 Maximo Gap Analysis and Implementation
14085 Migration to CityView Workspace
14086 ArcGIS Portal
14090 CRM Optimization
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February 16, 2021 11 of 11 Report No. CS21-015
Link to Strategic Plan
The TSP is directly linked to the Community Pillar and more specifically Objective 2:
Invest in sustainable infrastructure with a goal to maintain and expand infrastructure to
support forecasted population growth through technology.
Conclusions
This report provides Council with an update on the implementation of the five-year
Technology Strategic Plan. The new Technology Team has made significant progress
and is committed to advancing our technology environment to ensure are an efficient
and effective organization.
Attachments
Attachment #1 – TSP Progress Report
Attachment #2 – Technology Strategic Plan
Previous Reports
None
Pre-submission Review
Agenda Management Team review on January 28, 2021
Approvals
Approved by Techa van Leeuwen, Director, Corporate Services
Approved by Doug Nadorozny, Chief Administrative Officer
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TSP PROGRESS
REPORT.DOCX
Michael Mulvenna - Manager, IT
Attachment 1
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2020 Technology Strategic Plan Progress Report
Page 2
z Not Started z In progress z Completed
IT GOVERNANCE
Set up dedicated time with ELT for quarterly ELT IT briefings z In Progress
Comments: Quarterly briefings should be scheduled with ELT for the IT team to provide an update
on Strategy progress
ITGG (Information Technology Governance Group) z In Progress
Comments: Set up new ITGG with members selected, terms of reference created, meetings
scheduled and operational
IT sign-off on all items related to technology going forward to ELT or
Council
z In Progress
Comments: Establish IT review and sign-off on any technology recommendations going forward
from business units to ELT or Council
IT Strategy – IT Annual Report z In Progress
Comments: An annual report (starting in 2020) for ELT and Council to be provided by IT Manager,
Director of Corporate Services and CAO to report on IT Strategy implementation
progress and success measures identified for the strategy
Review and agree technology intake process z In Progress
Comments: Work with ITGG to agree technology (web, technology, business solution, GIS) project
intake process to align with recommended approach and with multi-year business
planning process
Technology Standards Team z In Progress
Comments: Establish a team (likely staffed by IT supervisors and experts from within IT) to set /
establish standards that are recommended forward to ITGG for endorsement.
Policy Framework z In Progress
Comments: Review with ITGG the proposed policy framework and bring forward individual policies
for approval and implementation
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2020 Technology Strategic Plan Progress Report
Page 3
Acceptable Use of Technology Policy z In Progress
Comments: Revise Acceptable Use policy, get approval and implement
Information Security Policy z In Progress
Comments: Create updated Information Security Policy, get approval, and implement
IT Governance Policy z In Progress
Comments: A policy stating how technology decisions, standards are made
Privacy Policy z In Progress
Comments: Could be included in Information Security Policy but should be separate
Backups/Restores Policy z In Progress
Comments: Ensure policy and procedures are documented
Disaster Recovery Policy z In Progress
Comments: Create after strategy is complete
Information Security Strategy z In Progress
Comments: Recommended by Perry Consulting Group and an independent security consultant
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2020 Technology Strategic Plan Progress Report
Page 4
IT ORGANIZATION
Communicate IT Strategy to the corporation z In Progress
Comments: IT Manager to work with Communications Division to develop a communications plan
for the Technology Strategy
IT Division – Staff Change Management Support Plan z In Progress
Comments: Develop a Change Management Plan to assist in communicating to the organization
and to staff impacted the planned organizational changes and supporting all through
the changes
Implement recommended organizational changes to IT Division z Completed
Comments: Implement recommended organizational changes with existing staff
Create and hire 3 new supervisor positions z Completed
Comments: Create a supervisory role for each of the 3 proposed teams by leveraging the existing
supervisory position and hiring 3 new supervisors’ positions
Move existing positions into IT z Completed
Comments: Existing roles moved into the IT Division from existing teams (GIS, WAM) – to be part
of the Business Solutions team. Dependent upon the hiring of the Business Solutions
supervisor
IT Team Building z In Progress
Comments: Work on developing a strong team mindset, ethos and approach within the new IT team
Hire Solutions Analyst z In Progress
Comments: As per proposed strategy – to build out the solutions capabilities of the team. The
Town has hired one Solutions Analyst and will hire another in 2021
Implement Managed Security Services z In Progress
Comments: Transition security responsibilities to Supervisor of Infrastructure and Service Desk and
secure services of a Security Managed Services provider
Vendor of Record / Roster z In Progress
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2020 Technology Strategic Plan Progress Report
Page 5
Comments: For core services in which the Town will use external service providers to assist in
delivery of programs (security, GIS, business solutions). It is suggested that the Town
establish vendor of record or roster models (procurement vehicles) to support out-
tasking work as required
Introduce Co-op / Intern Program z Not Started
Comments: Develop a co-op and summer intern program to add capacity to the IT Division and to
bring in digital native team members with energy
Digital Savvy Network z In Progress
Comments: Establish a group (through identification and by actively seeking volunteers) to
participate in a Digital Savvy group to advise and provide input on the modernization of
IT services and solutions
Digital Education Program z In Progress
Comments: Digital education program for leadership team to increase level of digital awareness
and readiness for change. Directors and Managers in business units must become
more tech-savvy so that they can lead business transformation powered by technology.
A new, elevated role and mandate for the IT Division z Completed
Comments: With a particular expansion of the role to focus on Business Solutions.
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2020 Technology Strategic Plan Progress Report
Page 6
IT PROJECT SERVICES
Agile Working and Project Teams z In Progress
Comments: Adopt Agile (MVP, iterative, sprints, scrum) approach to projects and solutions work
where suitable – requires training and education for teams around Agile
methodologies
IT Service Reviews z In Progress
Comments: A regular (bi-monthly) review process with each Director and business unit leads led by
the IT Manager to review work plans, IT service performance, issues and opportunities
IT service management tools z Completed
Comments: Determine plan for use / expansion of existing TrackIt! tool and expansion
Incident and problem management processes z In Progress
Comments: Formalize incident and problem management handling processes; digitize into TrackIt!
Change management processes z In Progress
Comments: Implement a formalized change management process; digitize into TrackIt!
IT asset management z In Progress
Comments: Standardize on the tool / tracking of all IT assets in TrackIt!
Knowledge management z Not Started
Comments: Build and share a common knowledgebase with users
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2020 Technology Strategic Plan Progress Report
Page 7
IT BUSINESS SOLUTIONS
HRIS – Phase 1 z In Progress
Comments: Selection and implementation of core HRIS modules, including employee records, time
and attendance, applicant tracking and learning management. Scheduled go live Q2
2021
ArcGIS Online / Portal GIS Architecture and implementation z In Progress
Comments: Develop modern architecture for enterprise GIS (ArcGIS Portal and ArcGIS Online) that
supports internal and external web mapping (and which addresses security
requirements) and implement
Feature Manipulation Engine (FME) Server implementation z In Progress
Comments: Implement FME server to support data conversion and spatial Extract, Transform, Load
(ETL) activities. FME will provide the tool for enablement
Maximo – GIS 2 Way integration and Collector to Maximo integration z Not Started
Comments: Extend the existing geo-integration to support 2-way data flow and configure a
standardized integration that allows for data captured in Collector or Survey 123
solutions to flow into Maximo
Collector expansion program z In Progress
Comments: Expansion of the use of Collector as an easy to use field-based solution for inspections
and data capture
Property Report Application z In Progress
Comments: A search by address tool to find relevant information about a property (useful for staff
and public)
Implementation of a COVID19 Screening Application z Completed
Comments: Applications developed on both PC and mobile device platforms. Used for both staff
and visitors.
PrimeGov Replacement z Completed
Comments: Implemented and launched eScribe system to be used by Council and staff
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2020 Technology Strategic Plan Progress Report
Page 8
Maximo Gap Analysis z Completed
Comments: Need to identify any gaps in current Maximo usage. This will aid in developing our
roadmap to relaunch Maximo in key departments.
Replace out of date AIMS system z Completed
Comments: GTechna parking management system for Bylaw Services was launched in Q4 2020.
Mobile cloud based system.
CityView – Electronic Plans Revue + Bluebeam z In Progress
Comments: Provide a common mark up tool for drawings. Go live in Q1 2021.
CityView – Plans Drop z In Progress
Comments: Provide an easy to use link for all residents/contractors to facilitate electronic drawing
submissions to the Town. Go live in Q1 2021.
CityView - Portal z In Progress
Comments: Provide an easy to use dashboard for all residents to allow online permitting, planning,
licensing, and online payments. Expected completion Q4 2021.
Maximo Upgrade z In Progress
Comments: Upgrading the software to the newest level and implement Enterprise Asset
Management (EAM) for Cities. Expected completion Q2 2021.
Maximo Re-Launch z In Progress
Comments: We will be re-launching the updated solution for Fleet, Roads, Water, and Facilities.
ERP Analysis and Implementation z In Progress
Comments: Need to replace multiple outdated financial applications with a single cohesive
solution.
Expansion of the GIS and Business Intelligence programs z In Progress
Comments: Need to expand the use of data and analytics.
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2020 Technology Strategic Plan Progress Report
Page 9
IT INFRASTRUCTURE & SERVICE DESK
Printer Fleet Replacement z Completed
Comments: RFP closed. New printers rolled out to all Town buildings
JOC Expansion z Completed
Comments: Network expansion to support JOC expansion
Infrastructure upgrades and ever-greening program z Completed
Comments: Program of infrastructure upgrades and asset lifecycle management. Complete for
2020
Evergreening of user devices - desktop, laptops, mobile devices z In Progress
Comments: Increase in the types of device choices available to management and staff, review
lifecycle for devices (industry standard is 3-4 year lifecycle), increase focus on laptop
or mobile device provisioning – target 75% of fleet to be laptop / tablet devices
Data assessment (including considering potential archiving solutions) z In Progress
Comments: The Town should review existing data to determine suitable strategies to optimizing
storage requirements (e.g. consider archiving stale content over 2 or 3 years old)
File storage solution replacements (SAN, fileservers, archives) z In Progress
Comments: Based on data assessment results, the Town can determine a suitable future data
storage solution
Mobility Strategy z In Progress
Comments: IT Division to lead, with strong collaboration with mobile business units the
establishment of the Town’s mobility strategy (devices, connectivity, security model,
apps)
Remote working – user experience review and plan (short term) z Completed
Comments: Review of current User Experience with users and determine short term plan of action
for improvements to user experience. Solution included faster internet service,
MyApps/RDWeb implementation.
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2020 Technology Strategic Plan Progress Report
Page 10
Board and meeting room technology z In Progress
Comments: Equipping boardrooms with TV’s and conference calling capabilities to support modern
digital meetings
Town Hall Data Centre Monitoring Systems z In Progress
Comments: Implementing security camera, heat sensor and alerting system for Town Hall Data
Centre
Corporate Wi-Fi review and strategy z Not Started
Comments: Conduct a review of currently available services, needed services and present options
to leadership team for direction
Third-Party Security Assessment z Completed
Comments: A full third-party security assessment should be conducted at least every 2 years
Business Continuity/Disaster Recovery Strategy z In Progress
Comments: The Town requires a formalized Business Continuity Plan and Disaster Recovery
strategy before it implements any further DR technical capabilities
Office365 Pilot z Completed
Comments: Working with the IT Team and Digital Savvy Network to test Office365 capabilities
(including Skype, SharePoint Online, OneDrive, Teams). Scope of pilot and phasing of
pilot activities to be defined.
Office365 Phase 1 Rollout z In Progress
Comments: Rollout of cloud based email, updated MS Office software, and mobile devices moved
to Intune for management. This satisfies the need to update email and messaging.
Expected completion Q1 2021.
Office365 Phase 2 Rollout z In Progress
Comments: Rollout of Microsoft Teams, OneDrive, and SharePoint to entire Town. Expected
completion Q2/Q3 2021.
Cloud Policy and Framework z In Progress
Comments: Establish the Town’s position and requirements for Cloud services
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Page 11
Cloud Readiness assessment and Strategy z In Progress
Comments: Assess services that could be candidates for future migration to the cloud and develop
a Roadmap and strategy for their migration
Virtual Meeting Implementation z Completed
Comments: Implemented Zoom for all virtual meetings.
Implement an eSignature solution for the Town z Completed
Comments: Implemented DocuSign as our signature standard for all internal documentation
Telephony Project z In Progress
Comments: Need to replace end of life current telephony system. New system will be cloud based
and will provide both unified communications and call centre solutions. RFP for this
has been published.
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2020 Technology Strategic Plan Progress Report
Page 12
CUSTOMER SERVICE
Website redesign and relaunch – Phase 1 z In Progress
Comments: Relaunch website on new platform, with new design and new digital services including
forms, newsletters, and online payments.
Expansion of the CRM system z In Progress
Comments: Full leverage the CRM system as a corporate-wide case management solution.
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Technology Strategic Plan
Final Report
September 9, 2019
Attachment 2
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Table of Contents
Table of Contents .......................................................................................................... 3
Executive Summary ...................................................................................................... 4
1. Introduction and Background ........................................................................... 8
1.1 The Importance of Technology to Municipalities .................................................. 8
1.2 The Importance of Technology Strategy .............................................................. 9
1.3 Town Vision, Mission and Values ......................................................................... 9
1.4 Acknowledgements ............................................................................................ 10
2. Current State Assessment .............................................................................. 11
2.1 Introducing the Municipal Technology Architecture ............................................ 11
2.2 Technology Assessment Results ....................................................................... 12
2.3 IT Service & Management Practices Assessment Results ................................. 14
2.4 What does the Current State Assessment tell us? ............................................. 17
3. Setting the Vision for Success ........................................................................ 18
3.1 Key Solutions and Capabilities ........................................................................... 18
3.2 An Effective Technology Delivery Model ............................................................ 23
4. Mobilizing to Achieve the Vision ..................................................................... 26
4.1 New IT: Establish a New IT Delivery Model – Better Together ........................... 26
4.2 Clearly Defined Business Unit Responsibilities .................................................. 35
4.3 A Revitalized IT Governance Model ................................................................... 38
4.4 A New Approach to Information Security ............................................................ 41
4.5 Improvements to IT Services and IT Service Management ................................ 42
5. Major Technology Projects ............................................................................. 45
5.1 Infrastructure Projects ........................................................................................ 45
5.2 Business Solution Projects ................................................................................. 49
5.3 Integration and Data Projects ............................................................................. 52
5.4 Customer Facing Projects .................................................................................. 53
6. The Workplan.................................................................................................... 54
6.1 Implementation Phases ...................................................................................... 54
6.2 Work Plan ........................................................................................................... 56
6.3 Success Measures ............................................................................................. 70
7. Summary of Recommendations ...................................................................... 72
7.1 Key Recommendations ...................................................................................... 72
Appendix 1: Glossary of Terms ................................................................................. 74
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Executive Summary
The explosion of the internet and the smartphone over the last decade has changed
customer and staff expectations.
Customer expectations of service are now heavily influenced by their interactions with
Netflix, Amazon, Indigo, their bank or their grocery store. People can pay taxes, renew
their health card and buy their vehicle license sticker online. Increasingly they expect to
be able to interact with their Town in the same way.
Staff too are influenced in the same way and expect to be able to use simple and easy
to use tools at work to collaborate, to share information and to get work done - where
and when they need to.
Quite simply, it is impossible in 2019 to be an effective and efficient municipality without
effective, integrated technology underpinning and powering the organization. High-
quality customer service, operational efficiency, and staff productivity depend upon it.
Perry Group Consulting was engaged to develop a future-looking Technology Strategy
for the Town. This is intended to be a corporate-wide look at how the Town can
leverage technology to be a better, more effective organization - not an IT Division plan.
Good strategy comes from fully understanding the current situation and developing
clear actions to address key challenges and opportunities and move forward. So, we
began with a current state assessment.
The results of the current state assessment suggest that the technology situation at the
Town is unsatisfactory. We found:
• An isolated IT Division focused upon technology infrastructure and a control
mindset, with business units working around rather than with the team, resulting
in disjointed management of technologies;
• Key gaps in technology resources, skills and capacity;
• Existing business solutions that are significantly under-utilized;
• A series of failed or stalled business-technology projects;
• An overall lack of organizational excitement around technology and the potential
of technology.
This strategy makes clear recommendations about how the Town should address this
situation.
First, we have articulated a vision of where the Town should be aiming to make
significant improvements - a common vision that everyone in the Town must get behind.
The technology vision is based around five core areas of focus:
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1) Offering great, digital services for customers that allow them to interact with the
Town using their laptop, tablet or smartphone;
2) Digitizing and simplifying the Town’s business processes to support process
efficiency and underpin digital customer service;
3) Providing mobile tools for the Town’s mobile workforce;
4) Providing staff with a modern workplace environment - modern and secure tools
that help teams collaborate and be productive;
5) Becoming a data-driven organization – an organization that uses data from its
digitized processes to analyse and optimize efficiency and cost-effectiveness.
In support of these five core areas, a set of success measures have been identified to
allow the Town to monitor progress in each area over the next five years.
Next, we have outlined what needs to be done to achieve the vision. The key
recommendations focus on the way that the Town organizes and makes technology
decisions, how it operates and manages its technology - and they represent a
significant change. They are as follows:
1) The Town must reset and establish a new technology delivery model, founded
upon partnership and built through collaboration, co-operation, and coordination.
This means:
a) A new, elevated role and mandate for the IT Division - with a particular
expansion of the role to focus on Business Solutions;
b) Stronger IT leadership, with IT leadership involvement with ELT;
c) A reorganized IT Division, with three teams and the addition of two new
supervisors (as requested in 2019 budget) to run three new teams in IT;
i) Infrastructure and service desk;
ii) Business solutions, GIS and data;
iii) Project services.
d) Moving GIS and business solutions management resources that are currently
based in business units into the IT Division;
e) Progressively adding new resources to the IT Division over the next three
years to address gaps in capacity and capability in Solutions Analyst and
Business Analyst roles.
2) In parallel with changes to the IT organization, the Town must clearly define
business units’ roles with regard to technology. This means that:
a) Directors and Managers in business units must become more open to and
comfortable with technology so that they can lead business transformation
powered by technology - a digital education program is planned;
b) Business units must take stronger ownership of transformation powered by
technology, responsibility for the design of business processes and services,
must lead change management and adoption efforts and be Directly
Responsible for overall project and product success;
c) Communications will take the lead for the web and digital program and
strategy but will work in partnership with IT, Customer Service and other
stakeholders to deliver the program;
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d) IT will work closely with a network of digital savvy staff throughout the
organization to design, and test IT services that better meet the needs and
expectations of tech savvy staff.
3) The Town must implement a revitalized IT Governance Model to transparently
align, coordinate and prioritize ALL work in the technology domain (technology,
solutions, data and integration and web and digital).
4) The Town should reset its current approach to information security to ensure that
there is an appropriate balance of usability with risk management. It is
recommended that the Town work with a third-party service to achieve this goal.
5) The IT Division should implement a series of improvements to IT service delivery
to improve the quality and consistency of its services.
A series of major projects and initiatives are also identified, these include:
• The implementation of a modernized digital workplace environment, including:
o Updates to modernize email and messaging capabilities, and the
telephony environment;
o Project and collaboration workspaces;
o Collaborative document sharing and editing;
o Online / digital meetings;
o Simpler remote working;
o modernization of board and meeting rooms.
• Implementation of a series of key business solutions (process digitization)
projects, including:
o Human Resource Information System (HRIS) / Workforce Management
solution;
o CityView expansion to implement the digital plan and build vision;
o Maximo expansion / re-implementation to support Asset and Work
Management needs;
o Customer Relationship Management (CRM) enhancements;
o Financial system replacement;
• Major expanded adoption of mobile working for field staff - built around CityView,
GIS, Maximo and CRM;
• Major expansion of the GIS and Business Intelligence programs to expand the
use of data, analytics;
• Expansion / full leverage of the CRM system as a corporate-wide case
management solution;
• New Town website and growth in the availability of digital services;
• Introduction of new digital services, such as online permitting, planning, licensing.
Finally, we have outlined a staged approach to implementation which identifies three
discrete phases. These are:
• Phase 1 - New IT: First, before anything else can be achieved, the Town must
reset the technology management model and establish a more collaborative
environment.
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• Phase 2 - Process Digitization and Mobilization: Next, the Town must focus on
digitization of its core business processes (HR, Planning, Permitting, Asset and
Work Management, Finance) taking the opportunity to streamline and simplify
aging paper-based processes.
• Phase 3 - Optimization through Data and Digital Services: Then, building upon
the digitization of processes, the Town can focus on offering new digital services
and using the data from process digitization to become a data-driven
organization.
The phases unfold according to the following timeline.
2019 2020 2021 2022 2023 2024
Phase 1: New IT
Phase 2: Process Modernization
Phase 3: Optimization & Digital
The Town’s Vision and Mission talk to being a progressive community with small town
charm and delivering exceptional services that make people proud to call Aurora home.
Without addressing the issues identified by this strategy - the Town cannot deliver
exceptional services and cannot meet community (or staff) expectations and thus
cannot reasonably claim to be a progressive organization. Simply put, the Town’s Vision
and Mission are dependent upon and cannot be achieved without a more effective
approach to technology and digital.
It is acknowledged that the recommendations presented here represent a major
organizational and cultural shift, away from silos to a more coordinated and corporate
approach. It is also acknowledged that such change can be difficult and hard to accept
for management and staff that have found ways to make things work in the current
model. It is a major leap of faith to ask for a commitment to a new model - without
assurances that the new model will be successful.
However, the recommendations are based upon similar models and strategies from
leading digitally minded municipalities that are proven to be successful.
With the essential and necessary commitment and support from Council and ELT, and
with a revitalized excitement about technology built around a new technology
partnership, we believe the proposed strategy can be successful in Aurora too.
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1. Introduction and Background
1.1 The Importance of Technology to Municipalities
Why is Technology, and thus this Technology Strategic Plan, so important to the Town?
Of course, the Town is dependent upon technology. Technology is central to the Town’s
ability to deliver services as diverse as collecting taxes, dispatching animal services
staff, handling customer enquiries, and managing recreation program registrations. All
of these services today rely on technology to operate effectively.
While email and smartphones
keep every part of the
organization connected and
communicating, it is the business
solutions such as ActiveNet that
allow managers and staff to
optimize program registration
processes, or Vadim that handles
budgets and financial reporting.
Technology can play a major role
in connecting separate parts of the
organization – whether across
departments, or from customer
service agent to road or parks
crew. Using common, integrated
systems should ensure that
inquiries flow from front counters
to the department and to appropriate field staff for resolution.
Moving forward, technologies should support the “no wrong door” customer services
approach – allowing customers to choose the channel (smartphone, web, telephone,
face-to-face) through which they interact with the Town. Common systems (as
illustrated in Figure 1) should create a consistent view of the customer for customer
service agents and frontline, back office and field staff and allow for simple dashboards
and data analytics to support Management and Council in the monitoring and oversight
of service quality.
These tools working together can enable the Town to maximize its operational
efficiency.
Looking to the future, it is anticipated that the importance of technology will only
continue to grow, and grow increasingly rapidly, in importance. More and more
customers will expect to use their computers and smart devices to interact with the
Town, to make an inquiry, report a problem or apply for permissions. Increasingly
Figure 1: Connecting Customers and Staff Using Common
Technology
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sensors will be used to monitor critical infrastructure throughout the Town and notify
staff where problems are anticipated or have occurred.
Successfully managing the introduction and operation of these new technologies –
allowing the Town to deliver improved services, with less – is a critical organizational
capability for the Town.
1.2 The Importance of Technology Strategy
So, given this ever-increasing importance of technology and its role in delivering
municipal services, the Technology Strategy is a crucial piece of work.
It should help the Town (ask, and) answer, important questions about its technology:
● Is the Information Technology environment properly managed, maintained,
secured, and able to support the needs of the Town?
● Is the IT service cost effective?
● What are the Town’s future business needs?
● Is the technology environment, and our resources and management practices
equipped to meet current and future business needs?
Amongst the many opportunities that the Town is bombarded with, the strategy must
help the Town determine its priorities and identify the key initiatives and activities that
will support the Town’s strategic goals and objectives.
It is important to note that this is a Corporate Technology Strategic Plan, not an IT
Division plan. It looks at how the whole corporation can leverage technology to deliver
improved services and customer experiences, efficiency and productivity.
1.3 Town Vision, Mission and Values
The Town’s newly developed Vision, Mission and Values are:
Vision:
Our vision is a progressive community with small town charm
Where:
• Our work culture attracts and retains passionate employees
• A thriving downtown and our diverse neighbourhoods create a sense of vibrancy
• Business growth and innovation are embraced while the environment and our
heritage are protected
Mission:
Our mission is to deliver exceptional services that make people proud to call Aurora
home
Values:
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• We respectfully challenge each other in the pursuit of excellence
• We consider the big picture and each other when making decisions
• We trust employees to do the right thing
• We treat each other as valued customers
• We take risks, learn from our mistakes and celebrate our successes
The Strategy has been developed in alignment with the Town’s Vision, Mission and
Value statements which indicate a desire to be a progressive organization and
community that embraces innovation, delivers exceptional services to the community,
pursues excellence and considers the big picture.
We have highlighted the parts of the Vision, Mission and Values that we see apply
directly to technology.
1.4 Acknowledgements
Perry Group would like to acknowledge the cooperation of the management and staff of
the Town of Aurora throughout this project.
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2. Current State Assessment
Before developing any future looking strategy, it is important to take stock of the current
situation; where are we today? How far away is where we are from where we need or
want to be?
This section briefly describes a) the current state of the Town’s technology systems,
and b) the Town’s current approach to managing its technology. It summarizes the
consulting team’s assessment and observations.
2.1 Introducing the Municipal Technology Architecture
Perry Group’s standardized Municipal Technology Architecture (MTA) shown in Figure 2
below was the basis for evaluating the Town’s technology environment.
Figure 2: Municipal Technology Architecture
This is a generalized, conceptual municipal IT model, developed with Ontario
municipalities over the last 10 years. The MTA introduces several key concepts that are
important for the Town at this time, including:
• There are 4 main technology layers (labeled in Figure 1 as: infrastructure,
business solutions, integration and data, customer facing). Each requires
discrete IT skill sets to be managed effectively. For instance, while technology
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infrastructure management is deeply technical, project management around
business solutions projects requires project experience, change management
and soft skills. An IT organization needs a breadth of skills in various domains to
effectively manage the complete environment.
• The Infrastructure layer is the foundation for the entire technology environment.
Infrastructure must be robust and reliable because it provides the basis for all
other layers. Unreliable or inaccessible infrastructure undermines all the
technology that sits above it.
• Appropriate policies, security, data protection and disaster recovery provisions
should be in place. In an ideal situation, the IT team will also need appropriate
tools to help manage the environment including: a helpdesk request tracking
system, a set of systems management solutions and automation tools (e.g.
remote support, patch management, mobile device management) to simplify IT
management tasks, increase productivity of IT staff and to enable employee self-
service (e.g. password resets).
• A municipality should limit the number of corporate business solutions platforms
it runs to reduce process and information silos. These business solutions provide
the foundations for automated and streamlined business processes. They will
gather data to drive analytics capabilities and underpin the effective delivery of
online services.
• Business solutions should be integrated allowing for data to be automatically
passed between solutions (using integration technologies), thus reducing data
duplication and errors, and ensuring auditability.
• The IT architecture should build from the bottom up – Infrastructure first, then
business systems and so on.
These are some of the basic tenets that a well architected technology environment will
operate under.
2.2 Technology Assessment Results
Perry Group reviewed the Town’s technology against the MTA. The MTA diagram in
Figure 3 colour codes the results of the review.
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Figure 3: MTA Assessment Results Visualization
The key points of the assessment identified that:
• The Infrastructure layer is reasonably well managed; survey responses suggest
that the Town’s technology is both reliable and robust. However, key exceptions
to this were noted, particularly around remote and mobile working (connectivity,
security and device provisioning) – which are areas that require improvement.
Additionally, risks were identified with the current lack of policies and procedures
around the management of the infrastructure. Frustration also with the current
approach to IT security were flagged, and a more detailed review conducted by
an independent security expert suggests a need for a revised approach to IT
security (which is discussed in more detail later in this document). A formal IT
Disaster Recovery strategy that includes business impact analysis’ and risk
assessments should also be a priority.
• In the Major Business Solutions layer, while most departments have a
business solution in place, many of these solutions are significantly under-
utilized. There are some clear issues in the business solutions area; the HRIS
system is moving into its third iteration in as many years, Finance systems are in
need of overhaul. Maximo is significantly underutilized despite major investment
over the last decade and there are opportunities to utilize CityView more broadly
in planning, and engineering. The Town’s Records Management System
(Laserfiche) is in the midst of being rolled out – but has taken a long time to
reach partial adoption. Some other systems (e.g. parking) require replacement
and/or upgrades.
• To date the Town has undertaken limited work in the Integration and Data layer.
While, this is understandable, given that it is generally recommended that
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municipalities build upward in the MTA and there is much work to do in the
business layer - this represents a significant future opportunity. GIS is a bright
spot, delivering good value internally, and representing some key recent wins
(mobile field data collection and inspections, for example) but progress has been
significantly inhibited in moving forward with some aspects of the GIS strategy
commissioned in 2012 (in part as a result of GIS and IT teams being separated).
There is limited integration between business solutions. There are no corporate
Business Intelligence (BI) tools in place that would bring together information
from disparate systems, there is limited data driven decision making in evidence
at the Town.
• In the Customer Facing layer the Town has implemented a corporate CRM,
although capabilities are currently underutilized, and plans are in place to
enhance the use of the CRM. The Town’s web technology is currently shared
with Newmarket – a website replacement project is planned. A handful of online
services are available including (pet licensing, parking tickets, program
registration and where’s my plow). Again, there are significant opportunities to
offer additional digital services – such as permitting and planning online.
The key takeaways from the assessment are that:
• The Town’s technology infrastructure, whilst reliable, must become more flexible
and user-centric, enabling rather than providing barriers to staff working in the
office, field or remotely;
• The Town’s security approach must be revised to more effectively balance a
secure environment while supporting collaboration and creative use of
technology;
• There is a history of major business solutions being under-utilized and not
realizing the expected benefits – the success rate of business solution projects
needs to be significantly improved;
• There are some very large potential corporate-wide business solutions projects
ahead (HR, CRM, ECM, CityView, Maximo and Finance) that must be well -
delivered and corporately embraced to be successful – cross-corporate projects
are the most complex and rely most heavily on dedicated resources and effective
collaboration and coordination;
• Data and integration are significant areas of opportunity for the Town, and GIS
should become one of the prime platforms for the Town;
• The Town must expand its CRM solution and fully integrate these capabilities
into the Town’s website;
• There are a wide variety of opportunities to deliver digital services.
2.3 IT Service & Management Practices Assessment
Results
Next, we looked at the current state of IT services and the IT management approach at
the Town.
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The modern expectation for an IT service is that the IT organization (the leadership and
team) works as a partner with business unit leaders to help them identify, design and
implement technology solutions to clearly defined business problems. The role of IT
leadership is to act as a strategic advisor to leadership and to help business units and
the organization as a whole understand what is possible with technology and how to
successfully implement technologies that improve service quality, efficiency and
productivity of staff.
The graphic below provides a summary of where the Town’s current IT services are
currently assessed.
Figure 4: Current IT Management Assessment
Based on the assessment, IT is too re-active and frequently forced into fire-fighting
mode. A number of best-practice ITSM processes have not been put in place. There is
a lack of clear long-term plans for technology infrastructure and solutions.
In its current mode of operation, IT is largely viewed by business units as a service
supplier, a support service – not a strategic partner.
Business units often come forward with the technology that they want to purchase or
have already purchased – not the business problem that they are trying to solve. In this
mode, IT is often forced to be more reactive than it should be, with IT frequently finding
out about business-led technology initiatives too late to influence or shape the direction.
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For various reasons, some teams actively avoid working with the IT team.
In respect to the MTA, it is noted that the IT Team’s focus is largely upon the
Infrastructure layer (the bottom layer in the architecture), with various business units
taking the lead around their specific Business Solutions, for GIS and for Web and Digital
services. Without the broader context about how the various technologies at the Town
should work together business units each solve for their individual challenges – which
does not result in a cohesive or integrated set of systems across the Town.
The mandate, roles and responsibilities of the IT Division is limited. This has, we
believe, lead to a control mindset that is the only way for the IT Division to extend
influence, which further contributes to business unit’s unwillingness to work with the
team. This is a vicious cycle that must be broken.
2.3.1 Technology Resourcing
The current organization chart for the IT Division points to some of the factors that
contribute to the current situation.
Figure 5: Current IT Organization Structure
The key issues are that:
1) The organization structure is flat, there is no effective ‘IT Management team’ –
with most of the team reporting directly to the IT Manager. This keeps the IT
Manager role focused more on operational, not strategic, activities;
2) There are no business solutions specialists in the IT team; meaning that there is
no one with specific responsibility for helping business units implement and
evolve business solutions capabilities. Note that the Database Administrator
(DBA) partially fulfills some of this role. Application Support Specialists are
incorrectly titled – with these roles largely fulfilling Service Desk Analyst
(helpdesk) roles;
3) There is only 1 business analyst position – insufficient capacity to assist business
units in understanding business problems and scoping out business
transformation projects;
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4) Roles and responsibilities of team members in IT are somewhat blurred – for
instance a technical specialist has moved into the Project team, while retaining
many Infrastructure management responsibilities.
As we have noted, outside of the IT team there are a number of technology resources:
1) GIS technical resources for the Town are based in Planning and Development –
not in the IT team (given the technical nature of these roles, they should be within
the IT Division);
2) Maximo and GIS technician resources are based in Engineering;
3) CityView application expertise is in the Building Division;
4) The Clerk’s Office is leading the work around Laserfiche and Records
Management, which is expanding from records management into forms
digitization, workflow and other capabilities.
5) Web and digital leadership and management is in the Communications team.
Responsibility for technologies, their planning and management, is simply too disjointed
to be effective. It is clear the Town has not organized its IT resources to effectively fulfill
the “Well-Managed” mandate (as shown in Figure 4) – which should be the target state.
2.4 What does the Current State Assessment tell us?
The current approach to technology is not working especially well and is not delivering
the expected outcomes – projects are stalling, some are being repeated, many are not
achieving expected outcomes, particularly in the Business Solutions layer.
Overall, we note that there is a general lack of excitement around technology and the
potential that technology presents to improve services and efficiency.
Relationships between the IT division and business units are not strong and there is a
lack of collaboration and coordination between groups and IT for various reasons. The
IT Division’s security posture is seen as a key inhibitor – but is in some respects
inevitable as a result of the desire to retain some control.
Management and staff in business units are frustrated with IT services (<70%
satisfaction) and there is a general level of disappointment in the lack of progress
around technology. IT management and staff are also frustrated with the current
situation – often playing catchup with business units.
Revisiting the Town’s Vision and Mission statements, it is clear that the current situation
is impeding the Town’s Vision; to be progressive, to attract and retain passionate
employees, to be innovative as well as undermining its Mission to deliver exceptional
services that make people product to call Aurora home.
Given the importance of technology to municipal efficiency and effectiveness – the
Town needs a major change – and that’s what this strategy recommends.
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3. Setting the Vision for Success
So, if the current situation is not optimal; what would success look like? What would a
modernized Town of Aurora fully leveraging digital technology look like?
3.1 Key Solutions and Capabilities
In our envisioned future, the Town’s workforce and community should be fully
empowered by modern technology, digital solutions and capabilities. This means a
focus in the following areas.
3.1.1 Digital Services for Customers
The Town is in the customer service business and its goal as a service provider is to
provide easy to use, simple services. In today’s world, residents used to banking and
buying products and services online, also expect to be able to access government
services from their smartphone or their tablet any time and from anywhere.
So, in future customers should be able to visit the Town’s website to easily and quickly:
• Report a problem and track its resolution (receiving updates along the way);
• Make a booking (e.g. recreation programs, facilities and rooms, inspections,
event);
• Make a purchase (e.g. parking exemption, garbage tag)
• Make payments and manage accounts (e.g. pay an invoice, pay a ticket, set
up a direct deposit, review a tax account, request a tax certificate);
• Submit applications & drawings and track the application progress (e.g.
Development Applications, Permits, Licences, etc.);
• Submit forms (e.g. grants, delegations, etc.).
We expect that increasingly the community will use digital services as the best and
preferred way to interact with the Town.
This doesn’t take away from the important role of Access Aurora and the face-to-face
and telephone-based services that they offer. The Town will continue to offer choices to
customers to interact using their channel of choice. The expansion in digital services
reflects the fact that there are many in the Town (92% of Canadians have access to the
Internet at home, 76% have a smartphone) who simply prefer to interact using the
smartphone or the web.
An Illustration of the Digital Plan and Build Process
Let’s imagine how a Digital service for Planning and Building would work.
Kevin is building a new home on a lot in Town. He goes to the Town’s website to
review what is required before he starts. An easy to use wizard steps him through the
process and he realizes he needs a minor variance before he can begin the build.
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Kevin starts a minor variance application online, fills the form to supply the Town with
the required information, attaches drawings of his proposal from his architect, and
pays for the application with his credit card before clicking submit.
Town Planning staff receive notification of the application, they validate that the
correct details have been provided and start a series of workflows which allocates
tasks to Town staff required to review the application.
Details of the application are automatically published on the Town’s website and
those that subscribe are notified of its receipt.
Kevin is emailed a copy of a sign that must be printed and shown onsite. The sign has
simple details of the application and a QR code that allows anyone passing by who is
interested in finding out about the application to scan the code and be directed to
more details of the application on the Town’s website.
A few days later, Kevin uses his smartphone to check in on his application and sees
that it is due to be discussed at the next Committee of Adjustment (COA) meeting. He
wants to be there, so he adds it to his calendar.
The COA approves Kevin’s application and he is good to go.
Next Kevin needs a building permit for his new build.
He logs back into his Town account on the website and initiates a building permit
application - using the information that he previously submitted for his minor variance
application. He adds additional drawings and required information to complete the
permit application, again pays for and submits his application.
This time Building staff are notified of the permit application and they begin the
process of reviewing the permit application. They use the same system as the
planning team so they can easily review the details of the minor variance request.
Once all reviews and tasks are completed satisfactorily the Town issues the building
permit - emailing a permit to be printed by Kevin and posted at site - this too has a QR
code on it.
A month goes by and Kevin’s contractor is now on site and has completed the
footings work. They require an inspection of this work before they can proceed. The
contractor uses his smartphone to login to the Town’s website and book the next
available inspection.
Stephanie, the building inspector for that area is notified of a new inspection the next
day. The following day she heads to site and conducts the inspection. She uses her
connected tablet to review the details of the application and record the results of the
inspection, completing a checklist of tasks, taking photos and making notes. At the
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completion of the inspection she marks the inspection as completed, with a pass. The
system automatically emails Kevin and his contractor the results of the inspection and
work on site can proceed.
Although this presents a stylized and simplified example, this is the actual way that
Plan and Build services in some municipalities across Canada and in many
municipalities across the world work. This is the vision for the way services at the
Town could and should work.
3.1.2 Digitized End-to-End Business Processes supported by Fully
Utilized Business Solutions
However, before the Town can deliver truly great end-to-end digital services as the
Digital Planning and Building example above back office processes must be digitized so
that staff manage workflows digitally.
What do we mean by Digitized Processes?
Well designed, standardized and digitized processes are the foundation of a well-run
municipality, and Business Solutions enable the operation of digitized processes.
A process is a series of steps taken in order to achieve a particular goal or objective.
Processes codify the way that the Town handles a permit or a request, a complaint or
a license, issues bills and receives payment for taxes or grant applications - ensuring
that each request is handled the same way.
In the best case, processes are designed to be efficient and to take advantage of
modern capabilities. Technology-based business solutions enable processes to be
digitized, automated and enable staff and management to manage processes at
scale, for example, to process tens of thousands of recreation program and summer
camp bookings, or thousands of permit applications each year.
Today, too many of the Town’s processes are paper based and manual, or run using
Excel, which acts as an anchor upon the Town’s operational efficiency, inhibiting
productivity and hampering the ability to deliver improved services and experiences.
When processes are digitized into robust business solutions, all necessary
transaction processing - workflows, tasks, notifications, quality checks and validations
and approvals - can be carried out digitally, using a computer, and can happen
anywhere (in the office, at a work-site, in a truck at the side of the road, or from
home).
Offline steps (manual interventions such as checking a paper file or getting a physical
signature) are largely reduced to the point of elimination.
Business solutions are shared across departments and divisions so that tasks
initiated or completed in one area can automatically trigger a task in another, such as
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a change in a permit status (in Building) which could trigger the processing of a pre-
approved payment (in Finance). In such a situation, payments can be processed
faster, improving Town cashflows.
The digital process chain provides complete visibility of the process throughout the
Town – authorized staff can easily check on the status, review previous actions or find
out required information, without needing to search for a paper file. Systems manage
the routing and workflow of processes, including escalating items to senior staff and
management when exceptions are encountered, or where performance falls below
defined levels of service.
Digitization allows management to track team and workgroup processes and monitor
Key Performance Indicators that provide insights to improve process effectiveness, or
to support more effective allocation of Town resources.
Today, too many of the Town’s processes are run using paper and pen or excel
spreadsheets – and not in digitized systems (timesheets are filled on paper, permit
applicants come in to Town Hall with reams of paper, other licences and permits require
applicants to download a paper form, fill in the details and bring the form and paper into
the Town).
Many of the Town’s business solutions require major work (or replacement) if they are
to be fully leveraged and utilized to digitize core work processes. Thus, the Town must
focus upon, as a priority, the end-to-end digitization and systematization of its key
processes.
End-to-end digitized business process work is needed in numerous areas, including:
• Workforce management, timesheets and staff scheduling (New HR System);
• Managing a planning application from end-to-end (CityView);
• Managing a business licence from end-to-end (CityView);
• Customer complaints / request management end-to-end (Dynamics);
• Plan and manage asset lifecycle (including reactive and planned maintenance
events) (Maximo);
• Expense management, digital invoicing (New Finance System).
3.1.3 Mobile Tools for the Mobile Workforce
Just as a FedEx ® or UPS ® driver uses a mobile device to track delivery of your parcel
and get your signature, Town staff that work out of the office should have access to
similar technologies to collect data, track work orders, complete inspections, access
asset history, view drawings and to conduct surveys.
Mobile and field staff will be connected into the digitized business processes discussed
above. Using mobile technologies (including connectivity and security, devices, and
business solutions) to access the Town’s information while mobile. This will allow a
customer request (about a downed sign, for instance) to be directed to a field crew and
their completion can be tracked by back and front office staff.
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Mobile Increases Customer Responsiveness and Satisfaction
A stop sign has been knocked over. A passing customer takes a photo of the downed
sign and sends a request to the Town for a repair. The notification is received,
automatically categorized, geo-located and recorded in the City’s customer request
management and dispatched to the Town’s work management system (Maximo) for
resolution. The work management system automatically dispatches a request to the
nearest crew in the area who receive it on a laptop in their work vehicle. As an
emergency work order, they head to the site and erect a temporary stop sign. A
couple of days later, the sign crew visits the site and replaces the stop sign. They take
a picture of the fixed sign and the customer receives a notification on her smartphone
that the issue has been resolved.
3.1.4 A Modern Workplace
If the Town is to be a more modern, digital organization, then it must also make
available simple and easy collaboration capabilities for staff – enabling staff to do their
best work by using the tools best suited to the job. This will include:
• Increased use of mobile friendly devices – laptops, tablets – providing individuals
and teams with choices of devices that best meet their needs;
• Digital meetings – real time meeting notes, improved and broader adoption of
web meetings, screen sharing;
• Shared project collaboration spaces helping internal teams work together, track
projects, assign tasks, share document, but also enabling improved collaboration
with partners, vendors, and the community;
• Team messaging and chat – helping co-workers connect and interact in real
time;
• Improved document collaboration, versioning, co-editing;
• Easier presentations in Town meeting and board rooms;
• Simpler solutions for and increased adoption of remote and flexible working –
enabling staff to work from the office, from a partner’s office space, from the side
of the road, from a coffee shop or from home.
3.1.5 Data Driven
As the Town increasingly digitizes its processes and uses business solutions to manage
its workflows and work assignments it will collect more data about the services it
provides, the way staff work, the impact of policy decisions. Thus, Council and the
Town’s leadership, management and staff will use data to make decisions that help
optimize resource use and reduce service delivery costs and complexity.
So, moving forward the Town should expect to
• Use data, analytics and dashboards to inform decision making and to help
optimize our application of resources;
• Embed GIS / spatial understanding into all of the Town’s processes.
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Using Data to Optimize for Community Benefit
City Fire officials in London were determined to reduce residential fires in the City.
They turn for help to data collected over the years on residential fires. Spatial analysis
identifies a number of hot spots in the City with a higher propensity for residential
fires. The combination of this insight with data about the type, severity and cause of
fires and other demographic and socio-economic data, allows Fire officials to identify
important characteristics of fires in these hot spots – such as unattended cooking and
smoking. This information helps the Fire department target its resources more
effectively – with concentrated communications and advertising, fire prevention
education and inspections – the City achieves a 10% reduction in residential fires,
significantly reducing loss of life and property in the City.
These are the five core areas of opportunity for the Town to pursue.
New bleeding edge and emerging technologies such as Augmented Reality (AR),
Artificial Intelligence (AI) or Blockchain should at this time be avoided; instead the Town
should focus on the foundations, upon getting the basics right – which means getting
the right infrastructure, business solutions, mobile and digital capabilities in place.
3.2 An Effective Technology Delivery Model
Alongside these five areas of focus, the Town’s approach to managing technology
should also be markedly different.
An agreed and shared set of principles, guidelines and frameworks will help leadership
set priorities and directions. Council, leadership and workforce are committed to a
shared set of business and service driven technology priorities – involving compromise
and putting the corporate and customer benefit ahead of individual team needs.
3.2.1 Technology Delivery Model – “The Partnership”
A strong, well-functioning IT team that operates at the “Well-Managed” level (see Figure
6) is one of the aspects that is key to successfully implementing the solutions and
capabilities laid out above. Establishing an IT team that has the resources and
capability to meet this mandate is key to changing the siloed approach that
predominates.
But, strong business leadership and partnership between IT and the business units is
the true key to success, so building an environment in which business units and IT
actively co-operate and collaborate will be central to the Town’s ability to change the
story.
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Figure 6: Target IT Service Level
In this envisioned future the IT team operates as a true strategic partner and advisor to
business units, where strong business relationships between IT and business units
have been established and nurtured.
These relationships are built upon a foundation of trust and confidence between
business units and the IT team. To build that foundation, high performing, flexible, and
secure infrastructure that meets the organizations needs is in place. The technology
and Town’s policy environment and working practices support the modern, mobile and
friction free collaboration environment envisioned, while maintaining the balance of
security and risk mitigation.
Business leaders have a solid understanding of the importance of technology and how
to leverage digital technologies to improve their business operations. Business leaders
are responsible for leading technology assisted or driven business change and
transformation within their business units, with responsibility and clear ownership of
their own business processes – but they do so in active partnership with the IT team.
There is a clear understanding about roles and responsibilities and service expectations
– who does what, and how it is done; but there is also a flexibility and willingness to
work together, a confident way of operating that is less concerned about lines between
teams and more focused on achieving the best outcomes.
There is a collaborative spirit within the organization working on technology, working to
common goals that underpins the way teams work together. There is an excitement
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about the potential that technology offers and a confidence in the Town’s ability to
achieve those results.
This is the future that is envisioned for Aurora, and the direction in which the
Technology Strategy must take the Town.
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4. Mobilizing to Achieve the Vision
So, to achieve the envisioned future outlined in Section 3 and to successfully implement
the major initiatives which will be discussed further in section 5, what changes in
approach are needed at the Town? What strategies must the Town put in place?
4.1 New IT: Establish a New IT Delivery Model – Better
Together
First and foremost, the Town must establish a better model for delivering technology
and technology enabled business change.
4.1.1 New Role and Mandate for the IT Division
As expressed in section 3, the
goal should be for the town to
establish an IT function that can
perform at the Well-Managed
level.
This means that the IT Division
must transition from its current
role at the periphery as a
supporting service focused upon
IT infrastructure to one that is a
strong Partner Player (as
illustrated in Figure 7).
The suggested new mandate for IT, which reflects the Town’s vision, is to lead the
Town’s effective and innovative use of technology to become a progressive
municipality that delivers exceptional and modern digital services.
Technology in this context includes technology infrastructure, business solutions, data
and integrations, and customer facing digital solutions and services.
The IT Division must become a group that is actively involved with business units in
identifying and implementing ways to improve and transform their services, processes
and operations to drive efficiency and customer service improvements.
Looking to the future, business solutions will be the key area of focus for the Town.
Today, the IT Division has limited involvement in this space.
At the centre of the changes recommended within this strategy, is that the IT Division
should be revitalized with a broader mandate. The Town must re-position the IT Division
to become more actively involved in the selection of business solutions, and their
implementation, evolution and support. Resources with expertise in business analysis,
Figure 7: IT Service Delivery Progression
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business solutions management and project management should be added to the IT
team to support this expanded remit.
4.1.2 Stronger IT Leadership
To support the new mandate, the IT Division needs to play a larger more prominent role
in the organization.
First, it is recommended that the IT Manager, while continuing to report to the Corporate
Services Director, become an active full-time member of ELT - ensuring that technology
and digital is continuously well represented and an active part of the ongoing
conversation at the leadership team about all strategic matters at the Town.
Secondly, the IT Manager needs to shift focus onto strategic technology matters and
enabling and driving business transformation. A definition of roles and responsibilities
that emphasizes the strategic nature of the IT Manager role has been identified. The
scope of this role includes the following functions:
Role/Team Functions
Manager of IT • IT strategy & planning
• IT service management
• IT financial management
• IT Business
Relationship
Management
• IT performance metrics
• IT policy & standards
• Risk & Compliance
management
• Vendor & contract
management
• Strategic
communications
• Corporate technology
training & education
Figure 8: IT Manager Responsibilities
The expectation is for the Town’s IT leader to begin to operate as a strategic advisor to
Council, the CAO and the Town’s leadership in matters of technology, acting in a CIO-
like role, proactively identifying opportunities to use technology to improve the
operation, efficiency and effectiveness of the Town, and helping business leaders
successfully implement technology enabled change.
The role must provide strategic leadership and direction to the IT team, setting the
strategic direction and priorities, challenging and mentoring staff to achieve key
objectives, and building a collaborative and partnership approach to getting things done.
4.1.3 Three Teams in IT
In supporting the IT Manager, the shift to strategic focus, and the recommended
broader mandate for the IT Division, it is recommended that the IT team establish a
three-team structure.
This is intended to allow the Town to build an IT leadership team to support the IT
Manager, allow for career development for staff and allow for succession planning at the
management level. The Supervisors should ideally be able to hit the ground running
with the necessary skills, technical and soft, to be able to manage different types of
situations that arise between IT and the business.
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The proposed three teams within the IT Division align complementary functions together
and address skills and capacity gaps. The recommended teams are:
• Infrastructure and Service Desk: focused upon helpdesk / support services and
technology infrastructure (e.g. network, storage, devices) management;
• Business Solutions, GIS and Data: focused upon evolving and leveraging
business solutions (e.g. Maximo, Vadim, CityView), GIS and data services in an
integrated way to improve service delivery and drive business efficiencies;
• Project Services: focused upon helping business units consider and evaluate
opportunities for technology-driven business improvement, the development of
business cases and the project management of business-technology
opportunities and supporting governance and the active management of the
technology project portfolio1.
The table below identifies in more detail the recommended functions that each group
would be responsible for.
1 The Project Services team would work closely with the Corporate PMO to support and operationalize
corporate project management standards for the technology portfolio
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Role/Team Functions
IT Project Services • Project management
• Portfolio management
• PM standards &
templates
• Resource management
• Capacity management
• Portfolio reporting
Business Solutions,
GIS, Data
Business Solutions
• Solutions planning &
evolution
• Systems implementation
• Systems configuration
• Systems administration
• Systems support
• Applications security
• Enterprise applications
• SaaS solutions
• Solutions development
GIS
• GIS architecture
• GIS technology design
• GIS technology
architecture
• GIS operations
• GIS support
• GIS data analytics
Web
• Web/digital/app
architecture
• Web & digital solution
development
• Web CMS
administration/integration
Data
• Database management
• Data governance
program leadership
• Data architecture
• Data standards
• Data quality
• Business Intelligence
framework
• Business Intelligence
solutions delivery
• Data warehouse
management
• Master data
management
• Data reporting
Infrastructure and
Service Desk
Service Desk
• 1st level technical
support
• Knowledge base
management
• User account
management (AD,
systems)
• Productivity software
support
• Device management &
support
• Software access
provision
• Software package
development
• Mobility support
• Asset management
• License management
• Inventory
• Procurement
• A/V support
• Service catalogue
• Operational
communications
Infrastructure
• 2nd and 3rd level
technical support
• Network (WAN, LAN, Wi-
Fi) planning,
maintenance and
support
• Telephony, mail,
messaging, unified
communications
• File and print
infrastructure
• Computing services,
remote access
• Data Centre &
infrastructure
management, including
patch management
• Infrastructure lifecycle
and capacity planning
• Info security operations
(firewall, IPS, a/v,
malware, spam)
• Backup and restore
management
• DR operation
• Service / performance
monitoring
• Windows Deployment
Service (packaging for
deployment)
Security/Risk
• Risk Management
program (execution)
• Security program
(execution)
• DR & Business
Continuity program
Figure 9: IT Division - Team Functional Responsibilities
4.1.4 Centralize Key Technology Resources
For some time at the Town there has been a debate about how to resource technology;
should technology resources be embedded into business units or should they be based
in IT?
Without a formal model in place at the Town, an ad-hoc approach has led to a number
of technology resources operating outside of the IT Division - that we recommend going
forward should be part of IT.
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Unequivocally, this strategy recommends that a more centralized approach to IT
resourcing is the most effective, efficient and right approach for an organization the size
of Aurora.
Simply put, with the limited number of resources that Aurora can allocate to technology,
having them working together adds more value than separation can. Furthermore, the
current resource distribution we see at the Town is a response to dissatisfaction with
core services – not a designed or optimal model. W e recommend that the Town should
treat the root cause (improving core IT services), not address the symptom (by adding
to the distribution of technology resources).
Thus, adoption of the ‘new model for IT’ should involve a redistribution of IT functions
and roles that are currently managed outside of IT (e.g. GIS, Business Solutions
management) into the IT Division, which will, we believe, greatly enhance the chances
of success for the IT Strategic Plan.
Bringing these services and staff into IT brings with it a number of benefits, including:
• Immediately establishes a strong business solutions team, with good experience
of implementing integrated solutions;
• Enables staff currently outside of IT to be provided with the permissions and
privileges to perform required functions;
• Creates improved collaboration between existing teams creating opportunities for
innovation and integration;
• Allows for the alignment of GIS and Data Management activities (an emerging
trend in the industry).
Furthermore, it represents a great opportunity to those team members joining IT, in that
they can influence and shape the future direction of the Business Solutions team.
4.1.5 Fill Resource Gaps in the IT Division – Solutions Analysts
As noted in the current state assessment (Section 3), the Town has no dedicated
Solutions specialists or Analysts in the IT Division.
The Town clearly has a significant number of projects ahead, many of which are in the
business solutions domain. Each of these projects require Solutions Analyst resources
to support systems configuration during the project, and for support after solution
implementation. Thus, the addition of Solutions Analysts staged over the next few years
is recommended. This will allow the Town to manage business solutions effectively and
provide support for new features, reporting and other capabilities.
4.1.6 IT Organization Changes
A number of changes are recommended to existing IT roles, the creation of new roles
and the move of existing roles from other parts of the organization. Figure 10 identifies
the recommended changes.
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Year Organizational Change Budget Impact
2020 • Repurpose Service Desk supervisor to
Supervisor Infrastructure Service Desk
• Create new Supervisor Business Solutions
• Create new Supervisor Project Services
• Move GIS, WAMS roles into IT Division
• Changes to existing IT Division roles to
align with proposed structure (e.g. Service
Desk Analyst, Infrastructure Analyst,
PM/BA, conversion of BSA role to
Infrastructure Analyst)
• No budget impacts
• c/f 2019 budget
requests 2
• No budget impacts
• TBC
2021 • Add one Solutions Analyst
• Add one Solutions Analyst
• 100k
2022 • Add one Solutions Analyst or Business
Analyst
• 100k
2023 To be determined after mid-point review of
resource requirements
TBD
Figure 10: IT Organization Changes
The changes noted above translate into the following target IT organization structure
shown in Figure 11. This shows a target organization for 2022.
2 A small budget uplift may be required, positions requested in budget were not supervisor positions.
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Figure 11: Target IT Organization Structure
4.1.7 Resource Augmentation and External Expertise
The reality of modern IT, particularly with small municipal teams, is that maintaining the
necessary skills and capacity to plan, implement and manage all the Town’s
increasingly complex technical environment and burgeoning project demands in-house
is impractical. To do so would mean hiring an unfeasible number of additional IT staff.
Smart IT organizations approach this challenge by relying on a team of in-house IT staff
with strong internal connections and understanding of the organization’s business
needs (business partners), who in turn work with a network of trusted partners, vendors
and solution providers to deliver the required services.
Similar to the way that the Town approaches road building and road maintenance;
relying on construction firms with road building expertise - the emphasis is on "getting
projects done", or “project throughput” rather than on IT staff necessarily implementing
the technology themselves.
This is a hybrid model of IT service delivery, that combines internal IT and business
skills with market-based expertise and services. Ultimately it means that the IT Division,
the IT Manager and Supervisors begin to work as coordinators or orchestrators of
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Technology service delivery – which will be executed by a combination of internal staff
and external providers.
The Town’s goal is to increase speed, agility and project throughput by using the right
mix of resources and skills for the job at hand. Several approaches are common in
municipalities for augmenting internal IT resources, including:
Capital Funding Contract Staff Positions
Projects are proven to be successful when staff can be dedicated to the project – not
working off the side of their desk. To achieve this level of dedicated attention to projects
municipalities commonly use contracting for short term staff (1 or 2-year contracts).
Costs for staffing contracts are ‘bundled’ into the total capital cost of the project. Thus,
when projects are approved the appropriate staffing to execute the project is also
approved.
Contract staff may be used directly on the project but are more typically hired to backfill
IT or subject matter experts in business units, freeing up internal staff to work on
projects. This allows the Town to retain the accrued project learning and expertise, and
to offer development opportunities to internal staff. It is recommended that the Town
pursue this strategy.
Vendor of Record (VOR) – IT Resources on-Demand
Because of the regular need to bring in additional IT and subject matter business
resources to support project activity, numerous municipalities (e.g. Richmond Hill,
Guelph, Mississauga, Halton Hills) have embraced a “Roster” or “Vendor of Record”
(VOR) model. In this approach, the Town would have an arrangement with one or more
firms that can supply experienced Project Manager, Business Analysts, network or
security specialists, GIS experts and other technical resources to the Town, on-demand
at pre-set rates.
Funding for VOR resources are then included as part of a project capital request and
this can enable the Town to quickly ramp up resources to lead major projects such as
ERP, Work Management or CRM. This can be provided as an option to a business unit
that wants to accelerate a project and has funding available to leverage external
resources to aid this acceleration.
Service Providers: Out-Task Some IT Services
While wholesale IT out-sourcing is extremely uncommon in the municipal sector due in
part to the complexity of municipal business, the Town should adopt selective out-
tasking as a strategy to augment internal resources – reducing the need to add new IT
staff – particularly in the infrastructure area where services are more commoditized.
The IT Division should be the orchestrator of IT service provision, matching the needs of
the organization to service delivery – either provided internally by IT staff or by 3rd party
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expertise. Who provides the service, should be transparent to Town management and
staff.
It has been initially recommended that the Town out-task security operations. We would
suggest that other options be considered in due course.
Use External Expertise to Plan, Design and Set Strategies
Setting strategies before tackling projects is critically important to successful outcomes
(measure twice, cut once). Fully exploring possibilities before diving in is essential. In
this area, there is clear value in engaging experts in the right measure, at the right time.
Consultants with deep domain experience and with experience in developing strategy
and implementing solutions can help to guide the Town in developing plans that
properly leverage systems’ capabilities to address business challenges. The Strategy
recommends several budget allocations to engage consulting resources to do just this.
Leverage Co-Op and Intern Programs
Another method that municipalities frequently use to expand capacity to deliver, and to
inject new ideas into the organization is through co-op and intern programs. The Town
has ‘dabbled’ in a co-op placement in the client services area previously and should
consider this approach in all areas of IT. Co-op and intern programs in Client services,
Business Solutions, GIS and Data, and digital domains are areas that could be
particularly suited to this approach.
4.1.8 Importance of Agile, Multidisciplinary Teams
It is important to remember that projects, initiatives and solutions are developed and
delivered by teams – not by Steering Committees. Thus, it is important that the Town
build effective product and project teams that combine business subject matter experts,
project management, business analysis, and technical expertise, alongside frontline
users of systems to support the execution of projects and product enhancements.
Co-locating teams and ensuring that teams meet frequently (daily huddles,
retrospectives) are demonstrated to improve team cohesion and project outcomes.
More modern ‘Agile’ approaches to project management are also being used effectively
by many organizations including municipalities to speed delivery and improve project
outcomes3.
Agile
Agile is an iterative approach to project management and solution development that
helps teams deliver value faster and with fewer headaches. Instead of going all in on
a big bang launch, agile teams deliver work in small, but usable, increments.
3 https://www.pmi.org/learning/library/apply-agile-methodology-nonsoftware-enterprise-projects-9273
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Requirements, plans, and results are evaluated continuously, so teams have a natural
mechanism for rapid response to change.
We would encourage the Town to incorporate Agile techniques into its project
management toolkit (working with the corporate PMO) and use these to inform the way
it approaches projects. Specifically, applying the minimum viable product approach,
using an iterative solution delivery approach – breaking larger deliverables into shorter
sprints, actively involving the user, showing concepts not explaining concepts, and co-
locating project teams are key factors that the Town should be utilizing.
Some projects are well suited to Waterfall approaches, while others are well suited to
Agile approaches.
Figure 12: Contrasting Agile and Waterfall Methodologies
The IT Projects Supervisor (working with the corporate PMO) should play a lead role in
establishing the methodologies applied, training teams and team members, and
assisting management and staff in applying the methodologies consistently to manage
projects.
4.2 Clearly Defined Business Unit Responsibilities
While we have, in this section, focused first on establishing the New IT model, the role
of Directors, Managers and staff in Business Units is equally important to success.
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4.2.1 Increased Business Leadership Tech Savvy
To become a more tech savvy municipality that appropriately leverages technology, the
current and future leaders of the Town need to understand technology, the potential of
digital and how to successfully implement technology and digital enabled change.
This does not mean that leadership must understand at a technical level the details of
the technologies, it also doesn’t mean “being good with computers”; more that they
have a good conceptual understanding about what it means to be a digital organization,
and how to be successful implementing digital and technology driven change and
capabilities.
A digital/technology education program should be instituted at the Town to help leaders
and managers fully understand and embrace the potential of technology.
4.2.2 Business Leadership for Business Transformation
While the IT Manager and Division is responsible for helping business unit’s implement
technology driven change; technology and digital thinking needs to be at the heart of
business strategies for each business leader - technology cannot be an afterthought or
an add-on, it must be central to the achievement of business outcomes.
Furthermore, moving from paper-based to digitized processes involves persistent
organizational as well as technological change for each business unit and for IT. Such
change is a genuine transformation – work practices and processes change,
interactions with customers change, job roles and expectations change as a result of
the implementation. Active leadership from business leaders and managers is critical to
the success. Leading from the front and leading by doing are key. Leaders shouldn’t ask
staff to use systems, if they are unwilling to use the systems themselves.
When working on initiatives across multi-disciplinary teams, it can be difficult to know
who is accountable. Apple uses the term "Directly Responsible Individual" (DRI) to
refer to the one person with whom the buck stops on any given project, task or activity.
The Town can borrow this concept and terminology in technology program.
Every project should be assigned a DRI who is ultimately accountable for the success of
that project. So, for the implementation of the corporate HR system, while there are
numerous stakeholders throughout the organization, the DRI is indisputably the HR
Manager. Note that success of that initiative should not be measured simply by the
completion of the project or implementation of the solution, it is the achievement of the
desired business outcomes – reduced number of payroll errors, reduced time spent
processing timesheets, ability to easily and quickly generate workforce metrics
(headcount, vacancy rates, etc.) - that must be identified before the project starts.
The Directly Responsible Individual is responsible for providing the vision and
leadership for the project. The DRI has a very active/proactive role to play - not as a
figurehead sponsor of a project, but as someone that is guiding and evangelizing the
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realization of the business capabilities as well as eliminating the barriers that impede
their achievement.
4.2.3 Business Unit Roles and Responsibilities
Of course, while the IT Division responsibilities have been defined, business unit roles
and responsibilities have also been more clearly defined as shown in Figure 13 below.
Role/Team Functions
Business Units • Business vision
• Project accountability,
leadership and
resourcing
• Business process
ownership, design and
re-design
• Leading adoption,
training and change
management programs
• Systems power users
and SME’s
• Understanding of
systems capabilities
(and developing
capabilities)
• Aligning solutions to
business needs
• Data stewardship, data
management and data
editing activities
• Simple solution
configuration & end-user
work flow configuration
• Data analysis, analytics
and reporting
• GIS exploitation /
utilization
• Participation in vendor
relationship
management in
partnership with IT
• Coding & software
development, IT
infrastructure
procurement and
management should
not as a rule occur in
departments
Figure 13: Business Unit Roles and Responsibilities
Business vision and leadership, alongside project accountability have been discussed in
earlier sections.
The key additional points here are:
• Ownership of business processes;
• Responsibility of the business unit for training;
• Responsibility of the business unit for successful adoption of new business-
technologies;
• Staff and teams in business units will and should be actively involved in
advancing solutions and products in use in their areas;
• Self-service for staff in terms of managing and editing data, creating and running
reports, visualizing and analysing data.
It is also important to note that as part of the centralization of IT resources, there are
some activities that are anticipated to only happen within the IT Division – including
software development and technology infrastructure procurement.
4.2.4 Web and Digital Roles and Responsibilities
In addition to these general recommendations about roles and responsibilities, in the
web and digital space there are specific recommendations.
The Communications team will lead work around the web strategy, the (hosted) web
platform, branding, look and feel, information architecture, web content governance, and
social media management.
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Role/Team Functions
Web & Digital
(Business Side)
• Web strategy
• User research
• UX standards/design
• Web CMS use / operation
• Web content governance
• Web content creation / posting / editing
Figure 14: Communications Roles and Responsibilities
The IT Division should retain technical responsibility for domain management and thus
the Communications team should actively work with the IT Division – the importance of
business solutions integration for the delivery of end-to-end digital services for instance,
highlights the importance of this working relationship.
Given the importance of integration between Customer Service (Access Aurora),
Customer Experience (Corporate Services), IT and Digital Services (Communications)
and that different groups are leading in each area it is recommended that a Web and
Digital Steering Committee be struck to coordinate and align activities in this domain.
4.2.5 Digital Savvy Network
While we have focused on the IT team, there are many staff at the Town, outside of IT,
who are digital and tech savvy – people who have grown up with or who have grown
comfortable using and working with technology, and thus are constantly looking for
ways to apply technology to their day-to-day work.
The Town should harness this energy, enthusiasm and knowledge by establishing (on a
volunteer basis) a Digital Savvy Network of staff. This will be an informal and fluid group
but will be an important contributor to pushing the IT Division to adopt new technology
faster and will be actively involved in identifying new technologies. The Town’s IT and
business leaders should get into the habit of asking: “What does the DSN think about
this idea?”, “Have the DSN been involved in testing this idea?”.
The goal is that this group of tech savvy people should become the IT Division’s best
friends and the IT team should actively cultivate their relationship with them.
The IT Division will work with this group to:
• Introduce and (beta) test new solutions and capabilities with the group, before
broader rollout;
• Seek feedback on IT services and solutions to identify opportunities to improve
the quality and experience of those services for tech savvy and all staff groups;
• Encourage (online and offline) discussion amongst the group on new service
ideas, opportunities and needs;
• Encourage them to evangelize new products and services with their peers in
departments.
4.3 A Revitalized IT Governance Model
IT Governance is intended to ensure that IT activities align with corporate goals and
objectives, that there is visibility into IT workloads and progress, and that services are
meeting expectations. The governance model should reinforce principles of
collaboration, open-ness and transparency and collective decision making.
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The Town has been operating an Executive IT Steering Committee made up of ELT
members, but in recent years this has not been seen as effective. However, with a shift
to a more centralized IT model and with the intent to drive a significant transformation of
IT at the Town, the importance of effective IT governance increases.
Thus, it is recommended that the Town persevere with a revised Information and
Technology governance model designed to engage the right people at the right level,
promote collaboration and consensus building and ensure that technology activities are
aligned.
The table below identifies the recommended governance groups that should be put in
place at the Town. These groups will be responsible for strategic planning and direction,
standards and policies. This governance model will facilitate implementing and using
technology in a holistic manner across the organization.
Body Overview Suggested
Membership
Functions
ELT For IT-related items, this
group is responsible for
overall direction and
high-level monitoring of
IT activities across the
whole organization.
CAO,
Directors.
Comm, HR,
Legal, Clerk
Manager of IT
• Quarterly dedicated
meetings
• Review IT Portfolio
• Address key
technology decisions
• Review Strategic and
Operational KPIs
• Prioritize or
Reprioritize
Technology
Initiatives
Information &
Technology
Governance
Group (ITTG)
Manager level group.
This group is delegated
authority from ELT for
corporate leadership of
technology decision
making regarding
strategic directions,
identifying and
recommending
investment priorities to
ELT, policy and approval
of corporate IT
architectures and
standards.
Two (2)
members of
ELT (for
continuity),
select
Managers from
Business Units,
Manager of IT
• Investment priorities
• Strategic direction for
technologies
• Approval of
Technology
Standards
• Information Security
Standards
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Body Overview Suggested
Membership
Functions
Technology
Standards
Team (Virtual
Team)
Responsible for defining,
developing, and
recommending technical
and architectural
standards to IT
Management and the
Information and
Technology Governance
IT Leads,
Technology-
knowledgeable
Business Unit
staff
• Technology
standards
• Architecture
Standards
• Technology
Roadmaps
• Web Standards
• GIS Standards
• InfoSec standards
Steering /
Program
Committees
(e.g. CityView,
Maximo, GIS,
HR/Finance,
Information
Management)
Strategic working groups
responsible for setting
strategy and direction for
individual major systems
and/or platforms
Dependent
upon the
system and/or
platform
• Strategies
• Work Plans
• Alignment of projects
within a
system/platform
Project Teams Formed and disbanded
as needed to deliver
business-technology
projects.
Sponsor,
Project
Manager,
Business
Analyst,
Technology
Lead, and
Business Side
Subject Matter
Experts
• Project tasks to
ensure delivery
• Project monitoring
• Project Status
reports
Figure 15: Governance Model - Body Functions
A full description of the proposed governance model has been supplied separately to
the Town.
4.3.1 Updated Policies and Procedures
To support the direction setting, a policy framework that guides decision making and
technology is important. While policy is designed to set out the rules, it also makes it
simpler to make decisions because important decisions are codified in policy.
A comprehensive IT policy framework addresses the following topic areas:
1. IT Governance, Risk and Compliance;
2. Project and Change Management;
3. IT Procurement;
4. Service Availability – disaster recovery (DR), business continuity (BC);
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5. Acceptable Use – an email usage policy or computer usage policy;
6. Information Security – focus on managing and protecting and preserving
information (including personal information) belonging to the organization, which
is generated by those employees in the course and scope of their employment;
7. Information Management – focus on managing data, records and information
such as its retention and destruction.
Although the Town has some policies in place, it is recommended that a review of all
existing IT policies be performed, with the support of the IT Governance Committee, to
align with the reframed approach to technology.
Specific policy gaps must be addressed in the immediate term, with particular attention
in the areas of Acceptable Use, IT Security, and IT Governance policies. Given the
growing adoption of Cloud based solutions, a Cloud policy should also be developed.
New policy work should be developed through multi-disciplinary project teams
collaboratively preparing material – which will be brought forward through the
governance groups before being approved at ELT or Council as required.
4.3.2 Project Identification and Intake
Following existing IT and corporate PMO practices, it is recommended that the Town
continue with the existing Project Portfolio Management approach to selecting and
managing technology initiatives.
The key change is to ensure that ALL Town technology and digital activities (including
Web, Digital, GIS, Business Solutions, Technology Infrastructure, Smart City) become
subject to IT Governance.
The IT Division (IT Manager and IT Project Services Supervisor) will work with the ITGG
to coordinate the intake, evaluation and selection of technology projects and initiatives.
The Integrated Business Planning process that the Town is currently working on should
significantly help with coordination and alignment of work and workload.
It is recommended that business-technology projects should not be budgeted directly in
departmental budgets, without approval and direction of ITGG or ELT.
4.4 A New Approach to Information Security
As municipalities across the globe and in the GTA become subject to security attacks
on a more frequent basis, the security threat to the Town is of growing concern and
must be taken extremely seriously.
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Figure 16: CBC Story about Municipal Cyber Attack
Meanwhile, Information Security at the Town is and has been a key point of contention
for some time. The Town’s security posture, as defined by the IT Division, focuses
heavily in a handful of specific areas and protections, while neglecting other important
areas. Realistically, the Town has too little capacity and time to apply to effective IT
security.
In too many situations staff work around strict security controls – undermining their
effectiveness. A more effective approach that balances education, and controls with
usability is needed.
This would involve a risk management approach to security, where an appropriate
partnership of stakeholders assesses the risk of their systems and data, and with the
help of IT, implements mitigations to reduce the risks of exposure or breach.
It is recommended that the Supervisor of Infrastructure and Service Desk take
responsibility for the Town’s security strategy and approach. Moving forward, in order to
secure sufficient capacity and expertise it is recommended that the Town work with a
third-party managed service to establish a suitable security management framework
and provide ongoing security services and advice.
4.5 Improvements to IT Services and IT Service
Management
IT Service Management (ITSM) is a term used to refer to the way that IT organizations
manage and deliver their IT services. It encompasses the processes and procedures
that the IT Division applies to its work to ensure that they are delivered in an efficient,
effective and repeatable manner.
A number of industry best practices (the best known and most widely applied is ITIL)
have emerged that prescribe methods of service delivery that are widely acknowledged
to result in high quality IT services.
While the IT Division has implemented a small subset of ITSM best practice processes
(e.g. helpdesk / service request process), the adoption of a number of additional best
practice processes and procedures are recommended.
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4.5.1 IT Service Management Tools
Track-It! is the Town’s current IT service desk management platform. The potential of
using Track-It! has not been fulfilled at the Town, and there is an opportunity to utilize
this set of tools to improve IT Service Management. A plan should be developed within
IT, by the Supervisor of Infrastructure and Service Delivery to expand and ensure
consistency in the use of Track-It! across all of the Town’s IT Service Management
processes.
4.5.2 Incident and Problem Management Processes
Formalized Incident and Problem Management processes should be defined,
documented and introduced. Incident Management comes into play when a significant
issue happens, causing downtime or disruption to a key service. Problem Management
is performed when repeated instances of the same issue occur over a period of time.
4.5.3 Change Management
A set of Change Control and Management processes should be introduced. Currently,
significant changes are made to infrastructure and systems without a formal approval
process, no notification to clients and no centralized log of changes to help with
troubleshooting – should a change introduce a problem.
A full Change Management system should be put in place, with the following basic
steps followed:
• Change Control Board to be formed;
• A change window should be established (e.g. Wednesdays, 8 – 11 PM);
• Change Request submitted to Change Control Board;
• Change Control Board approves (or rejects);
• Change is logged;
• Change is tested in test environment;
• Notification is sent to organization or affected clients;
• Change is implemented and tested in production.
4.5.4 IT Asset Management
While the Help Desk team use the existing ITSM tool (Track-IT!) to manage assets such
as PCs and mobile phones, network equipment (servers, switches, etc.) are managed
separately. IT Asset Management (inventory and processes) should be consolidated
into a single Asset Management solution to provide management with a holistic view of
the entire environment.
4.5.5 Knowledge Management
An effective knowledge base can drastically cut service desk ticket volume. The Town's
Service Desk will not know the answer to every question that users ask, so it’s important
to have a place to look first for answers. If the answer is not in the knowledge base, they
can add it once they’ve found the solution or workaround. Once they do, they’ve saved
some time for co-workers when that question comes up in the future. For these reasons,
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knowledge management is an ITSM best practice that is essential for the Town to
embrace.
In addition to general knowledge for the user community, the Town's Service Desk
should centralize the technical knowledge base using ITIL best practices. The current
situation includes documents stored in disparate systems with no consistent format.
This could make it difficult for IT staff to locate a valuable piece of technical information
whilst dealing with an incident.
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5. Major Technology Projects
What are the major technology projects that must be tackled to achieve our vision of
success? The projects identified are laid out in the order of the layers of the MTA, from
the bottom up: 1) Infrastructure, 2) Business Solutions, 3) Integration and Data and 4)
Customer Facing.
A detailed workplan in Section 6 maps out the recommended sequencing and
suggested timing of these initiatives.
5.1 Infrastructure Projects
The following projects are identified in order of priority.
Asset Lifecycle Maintenance
Just like any other asset the Town owns; roads bridges, and facilities, IT assets must be
maintained, upgraded and replaced. PC’s, tablets, phones, network equipment, servers
and storage have a lifecycle and must be regularly replaced. Neglecting this lifecycle
work results in technical debt which hampers the Town’s ability to be nimble and
responsive. Thus, significant effort each year is and should be applied to maintaining
existing infrastructure.
Office 365
It is recommended that the Town evaluate the move to Office 365 – Microsoft’s cloud-
based office system. Office 365 capabilities including broader access to Office products
(staff can install on various devices, including tablets and phones) as well as OneDrive,
SharePoint, and Microsoft Teams and other collaboration capabilities should also be
considered.
In the short term, it is recommended a series of pilot projects be pursued to test and
evaluate the capabilities – this is perfect opportunity for the IT team to work with the
Digital Savvy Network.
In the longer term, such a migration is undeniably a significant effort and in order to
determine the optimum approach for the organization, a formal planning and
cost/benefit analysis should be performed by a qualified third-party with the following
deliverables:
• The service provides an independent assessment of the Town’s readiness and
options for Office 365 adoption;
• Comprehensive discovery and requirements analysis to determine business
needs/drivers;
• Assessment of existing IT architecture, applications and workloads;
• Roadmap must include an integration plan with the Town’s infrastructure and
supporting services;
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• Engagement should be delivered by experienced, certified Office 365
consultants.
Cloud Policy and Review Framework, Readiness Assessment and Strategy
The Town is increasingly adopting and using cloud-based services for technology.
This is an industry paradigm that has gained steam in recent years, to the point where it
is becoming increasingly difficult in some areas (e.g. HR systems) to find vendors that
provide on-premise solutions. Many municipalities have moved to the cloud for email
services (Office365, G-Suite), or are in the planning stages.
It is recommended that the Town pursue cloud solutions as a strategic direction.
Thus, in the short term the Town will need to establish a clear policy and framework for
assessing that cloud solutions meet the Town’s security and privacy, resiliency and
continuity requirements.
In the medium term a Cloud Readiness assessment should be performed to identify
workloads and services that are considered to be good candidates for cloud migration,
and a roadmap for their migration.
Information Security Strategy
Once the Supervisor Infrastructure and Service Desk is hired, the Town should engage
a third-party security expert to assist with the development of a security strategy and
framework that acts as the launch-pad for an updated security program. It is
recommended that the Town consider a plan for the out-tasking of ongoing security
operations.
At a minimum, a continuously optimized security program should address:
• Security Posture Assessment Scores (CMMI Rating Scales for current & target);
• Security Remediation Action Items based on Capacity, Budget and Risk
Priorities;
• Security Ecosystem Map;
• Security Remediation Roadmaps;
• Vulnerability Assessment Reporting.
• Technical Vulnerability Assessments
• Sensitive Data Assessments
• Social Engineering Vulnerability Assessments
Mobility Strategy
Mobile working is a major opportunity for the Town – and a consistent approach, rather
than one off solutions for each business unit is required. There are already a number of
good examples of mobile working – in Building and Animal Services for instance.
Success in mobility is dependent upon various aspects, including:
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• Requirements - informed by frontline staff, the real users of the systems (not
managers as proxy);
• Business processes - clear, well understood business processes, journey
mapped and re-designed for a mobile enabled workforce;
• Business Solutions - solutions designed to be used in the field, by mobile
workers, enabling digital, real-time workflows, access to information needed;
• Connectivity - reliable connectivity (either always-on, or sync and go
connectivity);
• Security - realistic, easy to use ability to have a secure, reliable connection (e.g.
robust mobile-VPN, single sign on);
• Devices - suitable devices to work in the environments staff are actually working
in (e.g. temp ranges, glove-wearing, sun-glare, battery life, usability, business
solutions available on the platform);
• Support - defined model for mobile support (e.g. spares for swap out, availability
when support is needed - early morning);
• Management - commitment to effective change management;
• Education and training - building capabilities;
• Compliance - monitoring and assistance from management to ensure that team
members are using the solutions as designed;
• Enforcement - business management must hold staff accountable for using the
solutions.
In the short term, the IT Division will work with current and prospective users of mobile
working solutions to assess the current usability of mobile solutions, identify short- and
long-term actions that provide a clear suite of available solution options for mobile
working.
Remote Access
Extending the day by catching up in the evening, working on a report that needs
focused attention, working from a partner’s office or working in Starbucks ® are all
common occurrences. Increasingly staff are seeking more flexible working
arrangements and the Town’s technology should support these.
The IT Division has implemented remote working solutions (VPN), and over 90 staff
have the capability – but there are some frustrations with the service.
In the short term, the IT Division will work with users of current remote access services
to review the usability of existing remote and mobile working experiences and determine
what short and long-term actions are required to improve those user experiences.
Business Continuity/DR Strategy
Before any further investments are made in technology within the JOC datacenter, the
Town needs to develop a formal Business Continuity/DR strategy. The Supervisor of
Infrastructure and Service Desk should coordinate this work. This process will start with
corporate-wide business impact analysis’, risk assessments that identify threats and
vulnerabilities, and a Crisis Management strategy. The outputs from these activities will
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include recovery time objects for all business services and the technology they depend
on.
The strategy needs to include the following activities:
• Business Impact Analysis (BIA):
• This process should capture all departmental services/process with
formalized recovery time objectives and recovery point objectives;
• Upstream/downstream dependencies;
• IT service catalogue dependencies (e.g. applications);
• Third-party cloud providers (required to meet RTO).
• Risk Assessment:
• Evaluate the BIA assumptions using various threat scenarios;
• Analyze threats based upon the impact to the Town;
• Prioritize potential business disruptions based upon their severity, which is
determined by their impact on operations and the probability of
occurrence;
• Perform a "gap analysis" that compares the existing BCP to the policies
and procedures that should be implemented based on prioritized
disruptions identified and their resulting impact on the institution.
• Develop a Disaster Recovery Strategy:
• Use output from BIA and Risk Assessment;
• Identity critical assets;
• List possible disaster scenarios;
• Develop a technical plan to protect systems and data.
Data Assessment, Archiving Plan and SAN Replacement
The Town’s data storage volumes continue to grow exponentially, adding cost and
complexity to the technology environment. It is recommended that the Town undertake
a data assessment to determine the state of its storage, and to identify a recommended
future-looking data storage strategy that takes advantage of tiering and cloud services.
One of the largest impact activities in this area is to implement an archiving solution that
removes stale data from servers and moves the data to cheaper storage options.
Typically, without a clear strategy, over 70% of data stored on file shares has not been
accessed for over 3 years. Archiving moves the files offline to a cheaper storage option,
but in a transparent way to the user – so it looks like the file is still in the same place it
has always been. This has significant benefits for the management of backups and
disaster recovery capabilities.
Telephony / Unified Communications
The current Avaya VOIP solution is problematic and should be replaced. However,
simply moving to a new Avaya system may not be the best answer to this issue. Before
any decision is made on a replacement solution, a full Telephony and Unified
Communications Assessment should be performed.
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This assessment should look at options outside Avaya, including cloud-based options,
and consider the impacts of the Town’s Office 365 strategy.
5.2 Business Solution Projects
As noted throughout this report, the Town has much work ahead on its business
solutions platforms – and that will be the foundation for customer facing digital services,
increased knowledge and analytics about service delivery and an expansion of mobile
working.
The initiatives are presented in priority order.
Corporate Workforce / HR Management System
One of the Town’s most important assets are its staff; they also represent one of the
largest costs, so effectively managing the workforce from onboarding to retirement
using digital processes rather than paper-based employee files is critical. The Town’s
current employee records are largely paper based and HR processes such as
recruitment and training tracking must be modernized.
Note that this solution is a corporate wide solution, not simply a “system for HR”, and
thus must meet the needs of the whole organization (leadership, management, staff
(part time, full time)).
The Town is currently in the procurement phase for a new Workforce Management
System. The initial implementation of the solution will address the following needs and
capabilities for the Town.
• Employee records;
• Time and attendance;
• Staff scheduling;
• Applicant Tracking and online recruiting;
• Learning Management.
We recommend that consideration be given to historic data digitization, and the need to
load prior employment history and records into the system, prior to go-live.
Additional features and capabilities will be implemented in due course over the coming
years. Features such as;
• Succession planning;
• People metrics and analytics;
• Licence tracking;
• Performance management;
• Absence management;
• Employee Self Service;
• Health and Safety.
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Permits, Planning and Land System (CityView)
The Town has used CityView for planning, permitting and licensing for many years –
primarily in building services. CityView is a reasonable solution that is used broadly
across the municipal sector; and one that can support new processes and services in
planning, building and engineering.
Aligned with plans to enhance development and building services at the Town, a series
of enhancements to CityView are planned, including:
• Implementation of electronic plans review / markup;
• Electronic plans submission;
• Online building permit applications and tracking;
• Online inspection booking;
• A comprehensive review of the planning process and associated redesign of
CityView planning processes to support a revised ‘digital-first’ designed set of
planning processes;
• Planning online services;
• Engineering process integration into CityView.
Asset and Work Management Systems (Maximo)
The Town has, over the last decade, invested significantly in the Maximo solution (in
excess of $1.25 million) – a robust Asset and Work Management system used in
various municipalities, including Cambridge, Waterloo and York Region.
Despite this investment, the system has seen limited adoption which has faded over the
years to the point that today it is barely used. There are concerns from management
and staff that the Maximo solution is too complex, hard to use and adds unnecessary
overhead to operations.
The Town is required by legislation to have effective Asset Management processes and
practices and Maximo should be at the core of that. The Perry Group consulting team
believes that this Maximo is a strong solution, which at this stage is undermined by a
lack of management and staff commitment to adoption, a lack of mobile solutions and
various other factors.
Going forward, it is recommended that the Town commit to doubling down on Maximo.
From there a number of initiatives focused upon:
• Digitization of business processes (service requests, work orders, inspections,
condition assessment, preventative and reactive maintenance);
• Mobile solutions for field workers;
• Asset/Work Management and GIS two-way integration;
• Asset/Work Management and CRM two-way integration;
• Asset/Work Management and Inventory two-way integration;
• GIS based visualization of assets and asset performance.
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Enterprise Content and Collaboration Management
The Town has invested in the Laserfiche system as its Records Management system
and has done some good work in modernizing the records retention bylaw and uniform
file plan. However, after many years of work, at this time the system is largely used for
the management of Town Clerk related record series such as bylaws and minutes
agreements and agendas.
Document Management features of Laserfiche are not used at this time and documents
are managed separately in network file shares (using an aligned filing structure), using
dated approaches to file access and collaboration. SharePoint is also used at the Town,
but in a fairly limited capacity. Laserfiche has workflow and forms capabilities, that are
being investigated but have not as yet been implemented.
A formal work plan is not in place; the situation is somewhat fragmented and the user
experience not where it needs to be.
The marketplace in this space is changing relatively quickly, Box, Dropbox and others
are presenting a somewhat updated view of what Enterprise Content Management for
corporations should look like. Microsoft’s strategy with Office 365, SharePoint and
Teams is also rapidly evolving.
It is recommended that a revitalized strategy around content management and
collaboration, that embraces modern modes of collaboration (co-editing documents,
versioning, mobile access, partner sharing) is required and recommended.
The Clerks team and IT teams should develop a strong working partnership, actively
working together to review and set the future direction in the context of the desired
Modern Workplace, and then jointly executing a work program that would meet the
needs of the modern workforce.
Financial System(s) Replacement (Vadim / iCity)
Financial systems are clearly critical to the effective operation of the Town and the
diligent management of budgets.
The Town’s Financial Systems (Vadim iCity, Vailtech) are reaching the point in the
lifecycle where replacement should be considered and planned for. Changes in the
commercial market place, which has resulted in a consolidation of solution options for
municipal Finance, mean that there are few viable solutions available to municipalities
the size of Aurora.
Replacement of the Finance system is both costly (City of Peterborough budgeted more
than $5 million for their replacement) and disruptive to the entire organization.
It is recommended that an independent consultant be retained by the Town to review in
more detail the current situation, evaluate the available options and assist the Town in
the development of a roadmap and business case for the future.
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5.3 Integration and Data Projects
GIS Program
The priority for the Town in the Integration and Data layer is the GIS. The Geographic
Information System platform is one of the key systems that the Town operates. It is
estimated that over 80% of municipal business relates to a location (an address, an
asset or a service point), - thus the GIS system should support over 80% of the Town’s
business. The GIS technology environment must be modernized, and a series of
projects are planned, including:
• ArcGIS Online / Portal GIS Architecture design and implementation;
• FME server implementation;
• Maximo / GIS integration (including GIS Collector to Maximo);
• Expansion of the GIS Collector program as a mobile data collection / inspections
tool;
• Internal Self-Service GIS web apps – enabling democratization of GIS tools and
services across the Town;
• Geo-dashboards to allow for map-based visualization of data in core business
solutions (CRM, Maximo, CityView);
• Property report app;
• Geo-based drawing management solution;
• Public web mapping solutions and apps.
Integration Projects
A series of integration projects are also recommended, including:
• Maximo (or Asset Management solution) / GIS integration (including GIS
Collector to Maximo);
• CRM / GIS integration;
• CRM / Maximo (or Asset Management solution) integration;
• CityView / Digital Plans.
Business Intelligence Planning and Implementation
By understanding patterns or distributions of Access Aurora calls, or the varying
performance of teams, or the incidence of vehicle accidents the Town can identify
pointers that may suggest the need for policy or process changes or that may point to
factors that need to be better understood.
To become a data driven organization requires the ability to visualize, analyse and
interpret the data that the Town collects in the course of operating. Business
Intelligence tools allow data from various systems and sources to be collated and
combined into data warehouses and the data to be reported upon and analyzed - sliced
and diced to answer key business questions.
The Town’s GIS team have been working on data visualization and have good skills
around data management and visualization techniques. Industry trends see GIS teams
getting actively involved in Business Intelligence and data visualization. Thus, it is
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recommended that this team be tasked with working with business units to develop and
execute a BI plan and strategy that leverages existing solutions (GIS and PowerBI) as a
first step.
Information and Data Management Maturity Assessment and Strategy
To improve the Town’s overall information and data management practices in an
integrated fashion it is recommended that the Town’s technology and information
management teams work together to conduct an information and data management
maturity assessment and develop a future roadmap – this work should align with the
ECM work.
5.4 Customer Facing Projects
Website Replacement
This project is currently underway – led by the Communications Division. The project
will move the Town’s website to a hosted web platform (separating from the current
Newmarket partnership) and will see a redesign of the structure and look and feel of the
website. All content will be reviewed and recreated following a redesigned web style
guide to make content simpler and easier to understand and maintain. A suite of new
online services will be introduced with the new website, including online forms and
payments, newsletters, facility bookings, and tax certificate self-service.
CRM Expansion and Integration
The Town has a Customer Service Strategy, has established Access Aurora and has
implemented a core CRM solution (Dynamics). The Town is working on developing a
Customer Experience Plan which will guide
The Town will need to upgrade the CRM solution (determining whether to migrate to the
cloud-based Dynamics solution) and extend the use of the CRM across the Town.
Visualization of CRM
New Digital Services
Going forward a suite of new online services will be gradually introduced; these are
expected to include:
• An online knowledgebase;
• Live chat with Customer Service agents;
• Online service requests and request tracking (including CRM integration);
• Online building plans submission;
• Online building permit application and inspection booking;
• Online planning services.
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6. The Workplan
The following section outlines the proposed initiatives, timing and budget impacts of the
recommendations.
6.1 Implementation Phases
Figure 17 outlines the recommended phasing of the Strategy.
2019 2020 2021 2022 2023 2024
Phase 1: New IT
Phase 2: Process Modernization
Phase 3: Optimization & Digital
Figure 17: Implementation Phases
6.1.1 Phase 1: Reset the Town’s Approach to Technology
Management: New IT
The Town must build the New IT Division, and then the team must quickly work to build
credibility. New IT needs to earn its way into becoming a partner to business units by
doing the basics right, working in a collaborative way, delivering enabling services,
building strong relationships and working with Governance to focus and demonstrate
progress. The Executive and Management of the Town must model and reinforce this
approach. Note that this is a pre-requisite to being successful with subsequent stages. If
this work is not done, or not done right, other work identified in Stage 2 and 3 is unlikely
to be successful or deliver anticipated benefits. Key activities include:
• Communicate effectively to all Town staff about the IT Strategy changes,
justification and expectations;
• Build the New IT Team;
o Formalize new mandate / roles and responsibilities;
o Hire to key roles (Supervisors, BA’s, SA’s);
o Move existing positions;
o Change the mindset / style / approach of IT – to be an enabling team.
• IT Manager to focus on IT relationship management and improving co-operation
and collaboration between business units and IT;
• Establish effective, transparent technology and digital governance that ties
together work in Tech, GIS, Solutions and Digital domains;
• Establish the foundations for a modernized work environment – based around
improved digital collaboration;
o Leverage tech savvy staff throughout the town by establishing a Digital
Savvy Network to provide input on IT needs and services, and to test new
capabilities;
o Pilot modern collaboration tools and solutions: e.g. Microsoft Teams –
plan for O365;
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55
o Implement short term fixes to improve mobile and remote working user
experience;
o Reset Town’s security approach to more effectively balance usability with
security;
• Deliver on Quick Win projects to demonstrate visible progress and momentum,
ensure a regular cadence of announcements around new services and solutions
(New Website, digital services, GIS platform, GIS and data visualization, full
network integration for tablet devices);
• Conduct strategic assessments and business cases around key topics (CRM,
Cloud, Mobility) – and set agreed directions;
• Implement IT service management improvements to improve consistency and
quality of IT services.
6.1.2 Phase 2: Business Process Modernization and Mobilization
Projects
Based on the establishment of a higher performing IT team, with new skills and
capabilities – particularly in the business solutions domain, the team can work with
Business units to advance the modernization and digitization of key Town processes.
Key activities will include:
• Workforce management (employee management processes);
• Financial management processes;
• Planning & Building processes;
• Asset and Work Management processes, including Mobile enablement;
• Service and case management processes (CRM) and integration to back office
and web;
• Modernized collaboration capabilities and Enterprise Content Management.
6.1.3 Phase 3: Optimization and Digital Services
As core processes become digitized, then the Town’s attention can shift more towards
process optimization; using data from the digitized processes to understand trends,
policy impacts, productivity and efficiency; using this data to inform service, process or
workforce changes. Furthermore, with back-office processes digitized, end-to-end
online services that allow customers to be able to transact with the Town on the web
can be implemented. Key activities will include:
• Ongoing process optimization / continuous improvement – based on data and
geo-analytics and visualization;
• Online permitting;
• Online planning;
• Online licensing;
• Expanded online forms and payments (including back end integration).
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6.2 Work Plan
The following table outlines all recommended initiatives, suggested timeframes and potential budget impacts. Note that a
number of initiatives are flagged as “Quick Wins” which the Town can begin work on in the immediate term.
N/S = Not Started, I/P = In Progress, R= Recurring Operating Cost, * = Previously identified in 10-year capital budget
♦ = Identified in 2019 budget
Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 Gov 1 X Set up dedicated time
with ELT for quarterly
ELT IT briefings
N/S Quarterly briefings should be scheduled
with ELT for the IT team to provide an
update on Strategy progress
- - X X X X X
Gov 1 ITGG (Information
Technology
Governance Group)
N/S Set up new ITGG with members
selected, terms of reference created,
meetings scheduled and operational
- - X X X X X
Gov 1 X IT sign-off on all items
related to technology
going forward to ELT
or Council
N/S Establish IT review and sign-off on any
technology recommendations going
forward from business units to ELT or
Council
- - X
Gov 1 IT Strategy – IT
Annual Report
N/S An annual report (starting in 2020) for
ELT and Council to be provided by IT
Manager, Director of Corporate Services
and CAO to report on IT Strategy
implementation progress and success
measures identified for the strategy
- - X X X X
Gov 1 X Review and agree
technology intake
process
I/P Work with ITGG to agree technology
(web, technology, business solution,
GIS) project intake process to align with
recommended approach and with multi-
year business planning process
- - X
Gov 1 Finance and HRIS
Steering Committee
N/S Establish a joint working team to
oversee planned HR / Finance projects
and the important integration between
both and the planned evolution of
solutions
- - X X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 Gov 1 CityView Steering
Committee
N/S Establish a joint working team, initially
with Building, Planning, Engineering and
IT Division staff to coordinate the
CityView workplan and priorities
- - X
Gov 1 Information and Data
Management Steering
Committee
N/S Establish a joint working team, with
Clerks, IT staff and business unit
representatives to coordinate the
Information and Data programs, with an
initial focus on the ECM workplan and
priorities
- - X
Gov 1 Asset/Work
Management Steering
Committee
N/S Establish a joint working team, with PW,
Parks, Engineering and AM and IT to
coordinate the review and expansion of
the asset and work management
systems
- - X
Gov 1 GIS Steering
Committee
N/S Establish a joint working team to
coordinate the GIS work plan
- - X
Gov 1 Web and Digital
Steering Committee
N/S Establish a joint working team to
coordinate the Web and Digital work
plan
- - X
Gov 1 Technology Standards
Team
N/S Establish a team (likely staffed by IT
supervisors and experts from within IT)
to set / establish standards that are
recommended forward to ITGG for
endorsement.
- - X
Gov 1 Policy Framework N/S Review with ITGG the proposed policy
framework and bring forward individual
policies for approval and implementation
- - X
Gov 1 Acceptable Use of
Technology Policy
N/S Revise Acceptable Use policy, get
approval and implement
- - X
Gov 1 Information Security
Policy
N/S Create updated Information Security
Policy, get approval and implement
- - X
Gov 1 IT Governance Policy N/S A policy stating how technology
decisions, standards are taken
- - X
Gov 2 Mobility Policy N/S Create after strategy is complete - - X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 Gov Cloud Computing
Policy
N/S Create after assessment is complete - - X
Gov 1 Privacy Policy N/S Could be included in InfoSec Policy but
should be separate
- - X
Gov 1 Backups/Restores
Policy
N/S Ensure policy and procedures are
documented
- - X
Gov 1 Disaster Recovery
Policy
N/S Create after strategy is complete - - X
Gov 1 Information Security
Strategy
N/S Recommended by PGC and an
independent security consultant
- 20,000 X
Org 1 Communicate IT
Strategy to the
corporation
N/S IT Manager to work with
Communications Division to develop a
communications plan for the Technology
Strategy
- - X X
Org 1 IT Division – Staff
Change Management
Support Plan
N/S Develop a Change Management Plan to
assist in communicating to the
organization and to staff impacted the
planned organizational changes and
supporting all through the changes
- 10,000 X
Org 1 Implement
recommended
organizational
changes to IT Division
N/S Implement recommended organizational
changes with existing staff
- TBD X X
Org 1 X Create and hire 2 new
supervisor positions
♦
N/S Create a supervisory role for each of the
3 proposed teams by leveraging the
existing supervisory position and hiring 2
new supervisors’ positions
c/f 2019
budget
request
- X
Org 1 X Move existing
positions into IT
N/S Existing roles moved into the IT Division
from existing teams (GIS, WAM) – to be
part of the Business Solutions team.
Dependent upon the hiring of the
Business Solutions supervisor
- - X
Org 1 Change management
support / IT Division
team building
N/S External support to help facilitate team
building within IT
30,000 X X X X X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 Org 1 X IT Team Building N/S Work on developing a strong team
mindset, ethos and approach within the
new IT team
- 10,000
per
year
for 3
years
X X X
Org 1 Hire Solutions Analyst N/S As per proposed strategy – to build out
the solutions capabilities of the team
90,000
(R)
- X
Org 1 Hire Solutions Analyst N/S As per proposed strategy – to build out
the solutions capabilities of the team
90,000
(R)
- X
Org 1 Implement Managed
Security Services
N/S Transition security responsibilities to
Supervisor of Infrastructure and Service
Desk and secure services of a Security
Managed Services provider
50,000
(R)
- X X
Org 2 Hire Solutions Analyst
or Business Analyst
(role TBD depending
upon requirements
agreed at the time)
N/S As per proposed strategy – to build out
the solutions capabilities of the team
90,000
(R)
- X
Org 2 Capital funding for
Contract Project
Resources
N/S Ensure that the practice of budgeting for
required resourcing is built into capital
project requests. Establish with HR the
ability to contract in staff on 1 year or
longer basis to support project delivery
TBD (as
part of
capital
projects)
- X X X X
Org 1 Vendor of Record /
Roster
N/S For core services in which the Town will
use external service providers to assist
in delivery of programs (security, GIS,
business solutions). It is suggested that
the Town establish vendor of record or
roster models (procurement vehicles) to
support out-tasking work as required
- TBD X X
Org 1 Introduce Co-op /
Intern Program
N/S Develop a co-op and summer intern
program to add capacity to the IT
Division and to bring in digital native
team members with energy
30,000
(R)
- X X X X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 Org 1 X Digital Savvy Network N/S Establish a group (through identification
and by actively seeking volunteers) to
participate in a Digital Savvy group to
advise and provide input on the
modernization of IT services and
solutions.
0 - X
Org 1 X Digital Education
Program
N/S Digital education program for leadership
team to increase level of digital
awareness and readiness for change
- 25,000 X X
ITS 1 X Agile Working and
Project Teams
N/S Adopt Agile (MVP, iterative, sprints,
scrum) approach to projects and
solutions work where suitable – requires
training and education for teams around
Agile methodologies
- - X X X X X
ITS 1 X IT Service Reviews N/S A regular (bi-monthly) review process
with each Director and business unit
leads led by the IT Manager to review
work plans, IT service performance,
issues and opportunities
- - X X X X X
ITS 1 IT service
management tools
N/S Determine plan for use / expansion of
existing TrackIt! tool and expansion
- - X
ITS 1 Incident and problem
management
processes
N/S Formalize incident and problem
management handling processes;
digitize into TrackIt!
- - X
ITS 1 Change management
processes
N/S Implement a formalized change
management process; digitize into
TrackIt!
- - X
ITS 1 IT asset management N/S Standardize on the tool / tracking of all
IT assets in TrackIt!
- - X X
ITS 1 Knowledge
management
N/S Build and share a common
knowledgebase with users
- - X
Bus 2 X Electronic Plans
Review - Markup
N/S Implement a consistent tool for handling
markup of digital drawings to be adopted
corporate wide. Project led by Building
as a primary user, but to involve key
15,000
(R)
85,000 X X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 stakeholders, including Engineering,
Planning, Fire, etc.
Includes ability for applicants to submit
digital plans electronically using the
CityView portal
Bus 2 CityView Upgrade * N/S CityView version upgrade - 10 Yr.
Capital
Budget
92,100
X
Bus 2 CityView: Online
Building Permit
Applications and
Tracking
N/S Ability for applicants to submit
application and track application
progress online, beginning first with
simpler application types (decks, signs,
etc.) before scaling up to larger, more
complex application types
10,000
(R)
50,000 X X X
Bus 3 CityView: Online
Inspection Booking
N/S Ability for applicants to book inspections
online
(incl. in
above
costs)
X
Bus 2 Planning Process
Review and Redesign
Review and streamline planning
processes from a Digital-First mindset
75,000 X
Bus 2 Implement new
Planning Processes
into CityView
N/S Implement changes in CityView digital
process management to reflect changes
to planning process
20,000 X X
Bus 2 CityView: Engineering
Processes
N/S Integrate Engineering process
management related to Development
Approval (e.g. Lot Grading) into
CityView to improve end-to-end process
efficiency
- - X
Bus 3 CityView: Planning
Online
N/S Ability to receive some applications
online (e.g. Committee of Adjustment)
(incl. in
online
buildin
g
permit
costs)
X X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 Bus 1 X HRMS – Phase 1 ♦ I/P Selection and implementation of core
HRIS modules, including employee
records, time and attendance, applicant
tracking and learning management.
TBD
(R)
In 2019
Budget
250,00
0
X X
Bus 2 HRMS – Phase 2 & 3
*
N/S Subsequent HR project phases to
implement additional HR Management
system capabilities
TBD
(R)
In 2020
10 Yr.
Capital
Plan
50,000
X X
Bus 2 Maximo System
Review and Roadmap
N/S Undertake a review of the existing
system with the intent developing and
executing a go forward
Strategy/Roadmap that identifies the
timing and process for rolling out
Maximo across the entire organization.
- 25,000 X X
Bus 2 Business Process
Automation and
Streamlining
N/S Following the roadmap, work with teams
to implement small incremental process
enhancements leveraging the Town’s
Asset and Work Management System
(Maximo) – focusing on user experience
and simplified mobile interactions
- Est.
200,00
0
X X X X X
Bus 2 X Maximo – GIS 2 Way
integration and
Collector to Maximo
integration
N/S Enable 2-way data flow integration
between Maximo and Town’s GIS.
Enable the integration of data captured
in solutions like Collector and 123
Survey to be passed between GIS and
Maximo and pursue a hybrid
GIS/Maximo approach that provides a
simplified User Experience for field-
based workers through GIS based
solutions.
- 10,000 X
Bus 2 Maximo Mobile N/S Broadly rollout Maximo mobile (Maximo
Everyplace) to support mobile Maximo
use in a hybrid mode with GIS collector
solution
- TBD X X X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 Bus 2 X Maximo visualization
of assets (GIS) and
inspections (Collector)
N/S Leverage ArcGIS Online based
dashboards to visualize operational data
spatially
- - X
Bus 2 ECM / Collaboration
Strategy
N/S Review current and future content
collaboration and management needs in
the context of existing solutions –
Intranet (SharePoint), Laserfiche, File
Shares, Kiteworks and future
collaboration capabilities of modern
solutions such as Microsoft Teams
before determining future strategies in
each of these areas. Work with the
Digital Savvy Network and key players
to determine an agreed cohesive path
forward.
- 30,000 X
Bus 2 ECM Workplan
Execution
N/S Implement recommended plans with
regard to Intranet, Collaboration
environment, Laserfiche and File Shares
as recommended by the strategy
TBD
(R)
TBD X X X
Bus 2 AIMS (Parking
Replacement) ♦
I/P Selection and implementation of a new
parking management system
TBD
(R)
In 2019
budget
X X
Bus 2 Finance System
Assessment
I/P Engage consultant to support the review
of replacement options for current
Finance systems
- 30,000 X
Bus 2 Finance System
replacement
N/S Potential implementation of new Finance
system
TBD
(R)
$1 – 5
million
X
Bus 2 Payment handling and
POS review and
integration strategy
N/S Review Payment handling and POS
requirements and determine strategy for
customer present and online payment
processing, including systems
integration
TBD
(R)
TBD X X
Bus 2 Meeting Management
Phase 2
N/S Remaining functions to be rolled out as
a follow on to the initial Meeting
Management launch
TBD
(R)
TBD X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 Infra 1 Printer Fleet
Replacement ♦
I/P RFP closed and rollout planned In 2019
budget
(R)
In 2019
budget
X
Infra 1 JOC Expansion * I/P Network expansion to support JOC
expansion
10 Yr
capital
budget
10,000
X
Infra 1 Infrastructure
upgrades and ever-
greening program *
Program of infrastructure upgrades and
asset lifecycle management
10 Yr
capital
budget
X X X X X
Infra 1 Evergreening of user
devices - desktop,
laptops, mobile
devices *
N/S Increase in the types of device choices
available to management and staff,
review lifecycle for devices (industry
standard is 3-4 year lifecycle), increase
focus on laptop or mobile device
provisioning – target 75% of fleet to be
laptop / tablet devices
10 Yr
capital
budget
4
X X X X X
Infra 2 Access Aurora
Telephony *
N/S Upgrades to support Access Aurora
telephony requirements
10 Yr.
capital
211,80
0
X X
Infra 2 Telephony / Unified
Communications
Assessment
N/S A complete review of telephony and
unified communications requirements is
recommended – this should be in the
context of potential O365 capabilities
25,000 X
Infra 2 Telephony / Unified
Communications
implementation
N/S Implementation of telephony / UC
strategy
TBD
10 Yr.
Capital
Budget
85,000
X X
Infra 1 Data assessment
(including considering
N/S The Town should review existing data to
determine suitable strategies to
10,000 X
4 10-year capital is currently under-funded to meet an industry standard lifecycle
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 potential archiving
solutions)
optimizing storage requirements (e.g.
consider archiving stale content over 2
or 3 years old)
Infra 1 File storage solution
replacements (SAN,
fileservers, archives) *
N/S Based on data assessment results, the
Town can determine a suitable future
data storage solution
100k
(10 Yr.
Capital
Plan)
X X
Infra 1 Mobility Strategy N/S IT Division to lead, with strong
collaboration with mobile business units
the establishment of the Town’s mobility
strategy (devices, connectivity, security
model, apps)
0 0 X
Infra 1 Remote working –
user experience
review and plan (short
term)
N/S Review of current User Experience with
users and determine short term plan of
action for improvements to user
experience
TBD TBD X X
Infra 2 Remote working –
user experience long
term plan
Long term plans for improvements to
remote working to support more active
adoption of remote / home working at
the Town
TBD TBD X X
Infra 1 Board and meeting
room technology *
N/S Equipping boardrooms with TV’s and
conference calling capabilities to support
modern digital meetings
- 10 Yr
Capital
Budget
(330,0
00) –
30,000
for 3
years 5
X X X
Infra 1 Town Hall Data
Centre Monitoring
Systems
N/S Implementing security camera, heat
sensor and alerting system for Town
Hall Data Centre
- 10,000 X
5 Suggest significant reduction in 10-year capital budget (330,000) for equipping boardrooms with digital technology – scale down to TV,
Clickshare and Audio Conference capable handset.
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 Infra 1 Corporate Wi-Fi
review and strategy
Conduct a review of currently available
services, needed services and present
options to leadership team for direction
- 10,000 X X
Infra 2 Corporate Wi-Fi
maintenance and
expansion *
N/S Maintenance and expansion of City’s
private Wi-Fi network at City facilities.
- 10 Yr
Capital
Budget
20,500
X X
Infra 2 Outdoor Wi-Fi I/P Extending Wi-Fi into parks, recreation
areas and other civic facilities (TBD,
dependent on Wi-Fi strategy)
- TBD X X
Infra 1 Third-Party Security
Assessment
N/S A full third-party security assessment
should be conducted at least every 2
years
25,000
(bi-
annual)
- X X X
Infra 1 Business
Continuity/Disaster
Recovery Strategy
N/S The Town requires a formalized
Business Continuity Plan and Disaster
Recovery strategy before it implements
any further DR technical capabilities
- 25,000 X
Infra 2 BC / DR
implementation
Implementation of DR capabilities based
on BCP and DR plans
TBD
(R)
TBD X X
Infra 1 X Office365 Pilot N/S Working with the IT Team and Digital
Savvy Network to test Office365
capabilities (including Skype,
SharePoint Online, OneDrive, Teams).
Scope of pilot and phasing of pilot
activities to be defined.
- 20,000 X X
Infra 1 Office365 Cost/Benefit
Analysis and plan
N/S To look at the costs and benefits of
moving the Town as a whole to
Office365
- 20,000 X
Infra 2 Office365 Migration N/S Migration to Office365 (email, office
products, teams, etc.)
- TBD X
Infra 1 Cloud Policy and
Framework
N/S Establish the Town’s position and
requirements for Cloud services
- 20,000 X
1 Cloud Readiness
assessment and
Strategy
Assess services that could be
candidates for future migration to the
X X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 cloud and develop a Roadmap and
strategy for their migration
Int & D 1 X ArcGIS Online / Portal
GIS Architecture and
implementation
N/S Develop modern architecture for
enterprise GIS (ArcGIS Portal and
ArcGIS Online) that supports internal
and external web mapping (and which
addresses security requirements) and
implement
- 25,000 X X
Int & D 1 X FME Server
implementation ♦
N/S Implement FME server to support data
conversion and spatial ETL activities
- In 2019
budget
X X
Int & D 1 X Maximo – GIS 2 Way
integration and
Collector to Maximo
integration
N/S Extend the existing geo-integration to
support 2-way data flow and configure a
standardized integration that allows for
data captured in Collector or Survey 123
solutions to flow into Maximo
- 10,000 X
Int & D 1 Collector expansion
program
I/P Expansion of the use of Collector as an
easy to use field-based solution for
inspections and data capture
- - X X X X X
Int & D 2 York Region Data
Federation
N/S Dependent upon the implementation of
the modernized ArcGIS architecture,
setup federated data sharing with York
Region and neighbouring municipalities
- - X
Int & D 2 Internal Web GIS –
Self Service Apps
N/S Using the modern ArcGIS Architecture
configure a series of self-service GIS
apps, enabling non-GIS staff to self-
serve to mapping solutions. Examples
include Planning Report, Planning App
status map,
- - X X X X
Int & D 1,
2, 3
X Geo-dashboards for
CRM, CityView and
Maximo
N/S Implement ArcGIS Online based
dashboards to visualize operational data
in core business systems spatially. This
will involve the creation of spatial views
from source databases to allow for
visualization
- - X X X X X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 Int & D 1 X Property Report App
N/S A search by address tool to find relevant
information about a property (useful for
staff and public)
- - X
Int & D 3 Geo-based Drawing
Management solution
N/S Implement town wide consistent geo-
based drawing management solution for
all town drawings
- - X X
Int & D 2 Public Web Mapping
solution(s)
N/S Public facing web mapping capabilities
(galleries, map embeds, storymaps,
etc.), based on modern ArcGIS platform
- - X X X X
Int & D 2 Information
Management / Data
Management Maturity
Assessment and
Roadmap
N/S Conduct a review and determine the
roadmap for data and information
management practices
- 50,000 X
Int & D 2 Business Intelligence
Strategy
N/S Develop a plan for the development of
Business Intelligence and corporate
reporting capabilities
- - X
Int & D 3 BI solutions
implementation
N/S Implementation and evolution of BI and
dashboarding solutions
TBD
(R)
TBD X X X
Cust 2 CRM stabilization ♦ I/P 2019 work plan for solidifying the current
use of the CRM system in existing areas
of use (
- - X
Cust 2 X CRM / GIS data
visualization
N/S Self-service dashboards to support
visualization, reporting and analysis of
all CRM case types (e.g. animal
services requests, sod complaints, etc.)
- - X X
Cust 2 CRM Upgrade N/S Determine the upgrade path for
Dynamics product (on premise vs.
cloud) and implement upgrade
TBD
(R)
TBD X X
Cust 2 CRM expansion N/S Expansion of CRM into new business
areas (e.g. transportation,
communications, recreation)
- - X X
Cust 2 CRM Back Office
Integration - Email
N/S Implementation of email integration to
CRM to allow for the auto-creation of
cases from email contacts with the town
TBD
(R)
15,000 X
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Cat Phase Quick Win? Initiative Stat. Description Op. Cap. 2019 2020 2021 2022 2023 (e.g. info@aurora.ca or
animalservices@aurora.ca)
Cust 2 CRM Back Office
Integration – Work &
Asset Management
N/S Implement an integration between CRM
and work management system to
reduce duplicate data entry, support
mobile working and digitize end to end
process
TBD
(R)
10,000 X X
Cust 3 CRM Integration to
Website
N/S Support ability to submit and track
Service Requests
TBD
(R)
15,000 X X
Cust 1 X Website redesign and
relaunch – Phase 1 ♦
I/P Relaunch website on new platform, with
new design and new digital services
including forms, newsletters, online
payments,
In 2019
budget
(R)
In 2019
budget
X
Cust 2 Ongoing web product
evolution
N/S Introduction of new digital services,
including consideration of
knowledgebase and Live Chat for
customer service, increased
personalization of the website
TBD
(R)
TBD X X X
Cust 3 Digital Services
expansion
N/S Expansion and integration of digital
services requiring back office system
integration (e.g. CityView portal)
TBD
(R)
TBD X X X X
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6.3 Success Measures
The following Success Measures should be tracked and reported as part of an annual
Technology Strategic Plan progress report provided by the CAO, Director of Corporate
Services and the IT Manager to ELT and Council.
Note that some measures may not be available in 2019, because additional work or
process changes will be required to gather required data, but over the course of the
strategy these measures will become available.
ID Measure Description How to Measure
IT Services
1 Staff satisfaction with IT
services
Monitor levels of satisfaction with IT
services, expecting to see increased
levels of satisfaction with services
associated with corresponding changes
to services and approach.
Annual IT Survey &
ITSM Service
Request closure
surveys
2 Management satisfaction with
IT services (survey)
Same as above Annual IT Survey
3 # of technology projects
completed
Intent is to track throughput of projects.
The goal is to increase the number of
projects being delivered along with
increasing the quality of delivery
IT Portfolio
Management
4 # of education / training
sessions
Track the number of digital / education
units delivered / received by staff
New HR / IT
processes
Process Digitization
5 % of internal processes that
are digitized by business unit
Intent is to monitor the proportion of
business processes per business unit
that have been completely digitized
Build inventory and
maintain
assessment of
services and
processes that are
digitized
6 # of employee self-service
transactions (HRIS; Finance
Systems)
Intent is to monitor uptake of self-
service transactions in the HR and
Finance systems.
Reporting from
systems to identify
self-service vs. HR
administrated
processes
7 # of self-service mapping
sessions
Intent is to monitor the adoption of self-
service mapping and data analytics
Reporting from GIS
systems
Mobile Working
8 # of mobile enabled staff Intent to monitor and demonstrate
growth in the mobile working group
IT Asset Reporting
9 % of mobile workers that are
actively using mobile
technology
Intent to monitor active use of tools by
mobile workers
IT Asset and
Business Solutions
Reporting
Digital Services
10 # of online / digital services
offered by the Town
Intent is to monitor the expansion of
online services
Manual track of the
number of online
services available
11 % of Town Services offered
that are Digital/Online
Intent is to monitor growth in digital /
online service availability as a
proportion of the total service portfolio
Build inventory of
Town services and
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ID Measure Description How to Measure
compare to digital
offering
12 # of Online Transactions per
quarter
Intent is to monitor overall uptake of the
digital service channel
Web and individual
service reporting
Modern Collaboration Tools
13 Staff Satisfaction with
Collaboration capabilities
Intent is to monitor staff satisfaction
with new/modern collaboration
capabilities provided
Annual Survey
14 # of Digital Meeting sessions Intent is to monitor uptake of modern
‘digital meeting’ capabilities
Gross reporting on
the number of digital
meeting sessions
per quarter / annual
15 % of device fleet that is a
laptop or tablet vs. desktop
Intent is to monitor the availability to
staff of modern, mobile collaboration
capabilities
IT Asset Reporting
16 % of staff that are equipped to
work from home
Intent is to monitor availability of flexible
working options
IT Asset Reporting
17 # of staff days worked at
home per quarter
Intent is to monitor uptake of flexible
working options
May require new
reporting in
timesheets to gather
information
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7. Summary of Recommendations
7.1 Key Recommendations
The Town’s CAO, Director of Corporate Services and Executive team must:
1) Recognize the current situation identified by the current state assessment and
acknowledge the need to urgently address long-standing deficiencies
2) Credibly sponsor, lead and reinforce the implementation of the organizational,
process and cultural changes recommended within this strategy
The key recommendations are that:
3) The Town must reset and establish a new technology delivery model, built
around partnership and founded upon collaboration, co-operation, and
coordination. This means:
a. A new, elevated role and mandate for the IT Division - with a particular
expansion of the role to focus on Business Solutions;
b. Stronger IT leadership, with IT leadership involvement at ELT;
c. A re-organized IT Division made up of 3 teams each managed by a
supervisor (two new supervisors positions as requested in the 2019
budget and one existing supervisor position);
d. Moving GIS and business solutions management resources (WAM) that
are currently based in business units into the IT Division;
e. Progressively adding new resources to the IT Division over the next three
years to address gaps in capacity and capability in Solutions Analyst and
Business Analyst roles.
4) In parallel with changes to the IT organization, the Town must clearly define
business units’ roles with regard to technology. This means that:
a. Directors and Managers in business units must become more tech-savvy
so that they can lead business transformation powered by technology - a
digital education program is planned;
b. Business units must take stronger ownership of transformation powered
by technology, responsibility for the design of business processes and
services, must lead change management and adoption efforts and be
Directly Responsible for overall project and product success;
c. Communications will take the lead for the web and digital program and
strategy but will work in partnership with IT, Customer Service and other
stakeholders to deliver the program.
5) The Town must implement a revitalized IT Governance Model to transparently
align, coordinate and prioritize ALL work in the technology domain (technology,
solutions, data and integration and web and digital);
6) The Town should reset its current approach to information security to ensure that
there is an appropriate balance of usability with risk management. It is
recommended that the Town work with a third-party service to achieve this goal;
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7) The IT Division should implement a series of improvements to IT service delivery
to improve the quality and consistency of services.
A series of major projects and initiatives are identified, these include:
8) The implementation of a modernized digital workplace environment, including
a. Updates to email and messaging;
b. Telephony and communication;
c. Project workspaces;
d. Collaborative document sharing and editing;
e. Online / web meetings;
f. Simpler remote and mobile working;
g. Modernization of board and meeting rooms.
9) Implementation of a series of key business solutions (process digitization)
projects, including:
a. HRIS / Workforce Management solution;
b. CityView expansion to implement the digital plan and build vision;
c. Maximo expansion / re-implementation to support Asset and Work
Management needs;
d. CRM enhancements;
e. Financial system replacement.
10) Major expanded adoption of mobile working for field staff - built around CityView,
GIS, Maximo and CRM;
11) Major expansion of the GIS and Business Intelligence programs to expand the
use of data, analytics;
12) Expansion / full leverage of the CRM system as a corporate-wide case
management solution;
13) New Town website and growth in the availability of digital services;
14) Introduction of new digital services, such as online permitting, planning, licensing.
Finally, a staged implementation is recommended:
15) The Town should adopt a staged approach to implementation which identifies
three discrete phases.
a. Phase 1 - New IT: First, before anything else can be achieved, the Town
must reset the technology management model and establish a more
collaborative environment;
b. Phase 2 - Process Digitization and Mobilization: Next, the Town must
focus on digitization of its core business processes (HR, Planning,
Permitting, Asset and Work Management, Finance) taking the opportunity
to streamline and simplify aging paper-based processes;
c. Phase 3 - Optimization through Data and Digital Services: Building upon
the digitization of processes, the Town can focus on offering new digital
services and using the data from process digitization to become a data-
driven organization.
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Appendix 1: Glossary of Terms
While this report is written in as plain language as possible, a handful of technical terms and
acronyms are used. This glossary is provided to help the reader understand the terms used.
Agile: Agile is an iterative approach to project management and solution development
Back-Office: An office or department where work is carried out to support the business of an
organization, rather than being customer focused.
BI (Business Intelligence): This refers to technologies, applications and practices for the
collection, integration, analysis and reporting of business information, and is designed to
support better business decision-making.
BIA: Business Impact Assessment – an assessment that considers the potential impact of a
disaster situation or loss of service on business operations
CityView: The Town’s Permits, Planning and Licensing solution
Cloud: A general term for systems and data that are not located on the organization’s premises.
Access to these systems and data is achieved through the Internet.
CRM: Customer Relationship Management system – a generic system for case management
that can be used for handling customer enquiries
Digital: This term refers to a mindset, mode of operating, and delivery of services that takes
advantage of modern technologies (web, app, social, mobile, data). These deliver improved
experiences, business efficiencies and insights.
Digitized: This term means the automation of manual and paper-based processes, enabled by
the digitization of information and workflows. Moving from an analog (often paper based)
process to a computerized process.
DR/BC (Disaster Recovery/Business Continuity): A set of policies, procedures and practices
that are designed to assist an organization recover from a significant IT failure
ECM: Enterprise Content Management system – designed to provide document and record
management capabilities
ERP (Enterprise Resource Planning): A system that is designed to address business
requirements across the whole organization (JD Edwards for example)
GIS (Geographical Information Systems): Systems designed to capture and report on all
types of geographical data, including spatial data.
HRMS: Human Resources Management System – corporate wide system for managing the
workforce
Infrastructure Architecture: The hardware, software and other systems that comprise an
organization’s technology assets used to deliver IT services.
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ITIL (Information Technology Infrastructure Library): A set of detailed practices for
delivering IT services
ITSM (Information Technology Service Management): The standards and processes used to
define how IT delivers services.
Maximo: The Town’s Work and Asset Management system
MTA: Municipal Technology Architecture – Perry Group’s generalized architecture used for
assessing municipal technology environments
PMO (Project Management Office): A group that defines and maintains project management
standards for an organization. (PMO-Lite is a less onerous version that still allows standards but
is not as formal)
PPM (Project Portfolio Management): The centralized management of all projects, potential
and existing, to facilitate resource management, project delivery and status reporting.
SAN (Storage Area Network): A dedicated high-speed device that interconnects and presents
shared pools of storage devices to multiple servers.
Vadim (iCity): The Town’s Finance system
VOIP: Voice over Internet Protocol – modern telephony systems sharing computer networks
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100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Notice of Motion
Councillor’s Office
_______________________________________________________________________________________
Re: Vibration Study for Intensification Projects in Aurora Promenade
To: Mayor and Members of Council
From: Councillor Rachel Gilliland
Date: February 16, 2021
_______________________________________________________________________________________
Whereas the Growth Plan is a provincial plan that provides a framework which guides
land use planning and supports growth through intensification; and
Whereas a primary goal of the York Region Official Plan is to enhance the Region's
urban structure through city building, intensification and compact, complete vibrant
communities; and
Whereas a portion of the Aurora Promenade includes a proposed Major Transit Station
Area that is planned for growth and includes a number of Heritage properties; and
Whereas a vibration study should be requested as a part of a complete application for
intensification projects, where applicable, to protect Heritage homes;
1. Now Therefore Be It Hereby Resolved That, as part of the Town of Aurora Official
Plan Review, consideration be given to adding a policy to require that a vibration
study be identified as a requirement in the pre-consultation process for
intensification projects located in the Aurora Promenade and the Major Transit
Station Area where Heritage homes and a Heritage district are identified.
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