AGENDA - Economic Development Advisory Committee - 20161208Economic Development
Advisory Committee
Meeting Agenda
Thursday, December 8, 2016
7 p.m.
Leksand Room
Aurora Town Hall
Public Release
December 1, 2016
Town of Aurora
Economic Development Advisory Committee
Meeting Agenda
Date: Thursday, December 8, 2016
Time and Location: 7 p.m., Leksand Room, Aurora Town Hall
1.Declaration of Pecuniary Interest and General Nature Thereof
2.Approval of the Agenda
Recommended:
That the agenda as circulated by Legislative Services be approved.
3.Receipt of the Minutes
Economic Development Advisory Committee Meeting Minutes of October 13,
2016
Recommended:
That the Economic Development Advisory Committee meeting minutes of October
13, 2016, be received for information.
4.Delegations
(a)Brent Kopperson, Executive Director, Windfall Ecology Centre
Re: ClimateWise Business Network – Windfall Presentation
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016 Page 2 of 2
5.Matters for Consideration
6.Informational Items
1.Memorandum from Manager of Long Range and Strategic Planning
Re: Activity Report
Recommended:
1.That the memorandum regarding Activity Report be received for
information.
2.Extract from Council Meeting of November 22, 2016
Re: General Committee Report No. CAO16-006 – Economic Development
Model Review and Comparison
Recommended:
1.That the Extract from Council Meeting of November 22, 2016, regarding
General Committee Report No. CAO16-006 – Economic Development
Model Review and Comparison, and report be received for information.
3.Extract from Council Meeting of November 8, 2016
Re: Economic Development Advisory Committee Meeting Minutes of
October 13, 2016
Recommended:
1.That the Extract from Council Meeting of November 8, 2016, regarding the
Economic Development Advisory Committee meeting minutes of October
13, 2016, be received for information.
7.New Business
8.Adjournment
Town of Aurora
Economic Development Advisory Committee
Meeting Minutes
Date: Thursday, October 13, 2016
Time and Location: 7 p.m., Leksand Room, Aurora Town Hall
Committee Members: Councillor Paul Pirri (Chair), Councillor John Abel (Vice Chair)
(departed 7:15 p.m.), Rosalyn Gonsalves, Marilee Harris, and
Javed Khan, and Bruce Walkinshaw
Member(s) Absent: Don Constable
Other Attendees: Councillor Tom Mrakas, Councillor Michael Thompson, Doug
Nadorozny, Chief Administrative Officer, Anthony Ierullo,
Manager of Long Range and Strategic Planning, and Samantha
Yew, Council/Committee Secretary
The Chair called the meeting to order at 7 p.m.
1. Declarations of Pecuniary Interest
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act.
2. Approval of the Agenda
Moved by Bruce Walkinshaw
Seconded by Marilee Harris
That the agenda as circulated by Legislative Services be approved.
Carried
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016
Minutes
Page 1 of 4
Economic Development Advisory Committee Meeting Minutes
Thursday, October 13, 2016 Page 2 of 4
3. Receipt of the Minutes
Economic Development Advisory Committee Meeting Minutes of June 9,
2016
Moved by Rosalyn Gonsalves
Seconded by Bruce Walkinshaw
That the Economic Development Advisory Committee meeting minutes of June 9,
2016, be received for information.
Carried
4. Delegations
(a) Marco Ramunno, Director of Planning and Building Services
Re: Library Square and Town Park Update
Mr. Ramunno provided an update on Library Square and Town Park,
including the conceptual plans, public survey results, and next steps. The
Committee spoke in support of the conceptual plans, and inquired about the
location and proposed uses for various features and buildings, survey results,
timelines and budget, and the public consultation process in relation to the
Aurora Chamber of Commerce.
Moved by Marilee Harris
Seconded by Rosalyn Gonsalves
That the delegation be received for information.
Carried
5. Matters for Consideration
None
6. Informational Items
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016
Minutes
Page 2 of 4
Economic Development Advisory Committee Meeting Minutes
Thursday, October 13, 2016 Page 3 of 4
1. Memorandum from Manager of Long Range and Strategic Planning
Re: Economic Development Action Plan – Mid-Term Update Discussion
Staff provided background to the memorandum, and noted the Action Plan will
shape what the remainder of the term will look like in terms of strategy. The
Committee expressed support for the current framework, and discussed
aspects of the plan including music and culture initiatives in the Action Plan,
the Business Ambassadors Program, and business retention and expansion.
Moved by Marilee Harris
Seconded by Bruce Walkinshaw
1. That the memorandum regarding Economic Development Action Plan –
Mid-Term Update Discussion be received; and
2. That the Economic Development Advisory Committee continue to
endorse the Economic Development Action Plan for the remainder of
the term.
Carried as amended
7. New Business
Javed Khan advised that the Aurora Chamber of Commerce will be hosting the
inaugural Tech Expo from 2 p.m. to 8 p.m. on Thursday, October 20, 2016, at
King’s Riding Golf Club in King City. He noted that the event is for small business
owners and entrepreneurs in the Town and York Region to assist with finding
solutions to technological challenges. Mr. Khan mentioned that the Tech Expo will
host over twenty expert exhibitors and that attendees can attend at no cost if pre-
registered, or pay a $10 admission fee at the door.
New Business Motion No. 1
Moved by Marilee Harris
Seconded by Bruce Walkinshaw
That the Economic Development Advisory Committee endorse the Library
Square/Town Park Conceptual Plans, as presented.
Carried
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016
Minutes
Page 3 of 4
Economic Development Advisory Committee Meeting Minutes
Thursday, October 13, 2016 Page 4 of 4
It was noted that the Aurora Chamber of Commerce representative did not vote on
New Business Motion No. 1, as he was not prepared as the representative to
provide comment at this time.
Marilee Harris inquired about what actions the Town may undertake to capitalize,
from an economic development perspective, on Magna International Inc.’s
decision to remain as a viable member of the business community. Staff indicated
that information will be provided when available.
8.Adjournment
Moved by Marilee Harris
Seconded by Javed Khan
That the meeting be adjourned at 7:48 p.m.
Carried
Committee recommendations are not binding on the Town unless adopted by Council at a
later meeting.
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016
Minutes
Page 4 of 4
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016
Delegation (a)
Page 1 of 1
Memorandum
Date: December 8, 2016
To: Economic Development Advisory Committee Members
From: Anthony Ierullo, Manager of Long Range and Strategic Planning
Re: Activity Report
Recommendations
1. That the memorandum regarding Activity Report be received for information.
Background
Inquiries
The Economic Development Office received 18 investor inquiries between September
1, 2016 and December 1, 2016. The nature of these inquiries was related to:
Commercial uses
Hotel uses
Retail uses
Office uses
Industrial uses
Business Openings
The Town of Aurora’s Economic Development Office was advised of 22 new business
openings between September 1, 2016 and November 15, 2016. Please join me in
welcoming the following businesses to Aurora:
o ARTISTICA BALLROOM DANCE STUDIO
305 INDUSTRIAL PKWY S, UNIT 17
(905) 503-3309
o ANNIE NAILS SPA
28 ORCHARD HEIGHTS BLVD, UNIT 2
(905) 503-8889
100 John West Way
Box 1000
Aurora, Ontario
L4G 6J1
Phone: 905-727-3123 ext. 4742
Email: AIerullo@aurora.ca
www.aurora.ca
Town of Aurora
Planning & Development Services
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016
Item 1
Page 1 of 4
December 8, 2016 -2- Activity Report
o PASTICCERIA SAN NICOLA
265 EDWARD ST, UNITS 3-4
(905) 503-5524
o PIZZA HUT CANADA
233 EARL STEWART DR, UNIT 9
(289) 466-0114
o GLOWIN' NAILS & SPA
233 EARL STEWART DR, UNIT C-7
(905) 503-8008
o SHEAR JOY SALON & SPA
15207 YONGE ST
(289) 840-3100
o THE WELLNESS GROUP
15620 BAYVIEW AVE
(905) 503-9191
o MR. CABINETS INC
95 COUSINS DR
(905) 235-5855
o GALAXY HARBOUR FISH & CHIPS
83 FIRST COMMERCE DR, UNIT 4
(905) 503-8111
o GORDANA CAR INTERIOR DESIGN
242 EARL STEWART DR, UNIT 2
(905) 503 4642
o ENERTHERAPY PSYCHOTHERAPY & COUNSELLING
244 WELLINGTON ST E, UNIT 200
(905) 713-1209
o LA VI NAILS & SALON
302 WELLINGTON ST E, UNIT 6
(905) 503-6080
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016
Item 1
Page 2 of 4
December 8, 2016 -3- Activity Report
o PLACIDITY WELLNESS CENTRE
38 WELLINGTON ST E, UNIT 3A
(647) 352-8225
o CBT ASSOCIATES
2 ORCHARD HEIGHTS BLVD, UNIT 41
(289) 317-1769
o ACTINIUM ENGINEERING
16 INDUSTRIAL PKWY S, UNIT 401
(289) 468-1221
o XCLUSIVE FADES
15233 YONGE ST
(905) 503-6200
o TLA GRAPHICS
158 DON HILLOCK DR, UNIT 11
(905) 726-2600
o SOUL IN MOTION DANCE ARTS ACADEMY INC.
125 DON HILLOCK DR, UNIT 2
(905) 503-6180
o BOLD STEPS DANCE STUDIO
255 INDUSTRIAL PKWY S, UNIT 4
(647) 822-2653
o CACHET REHABILITATION
115 FIRST COMMERCE DR, UNIT C6
(905) 503-2061
o MIDAS AURORA
14846 YONGE ST
(905) 726-1441
o BISTROTEA CANADA
16 INDUSTRIAL PKWY S, UNIT 317
(905) 604-6655
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016
Item 1
Page 3 of 4
December 8, 2016 -4- Activity Report
Upcoming Events
• RNC Aurora, LinkedIn & Social Media for Beginners, December 15, 2016
• RNC Aurora, Assertive Communication Strategies, December 19, 2016
• Aurora’s Borealis begins, Aurora Town Park, December 20, 2016
• RNC Aurora, Career Exploration for Youth, December 20, 2016
• Family First Night, Aurora Family Leisure Complex, December 31, 2016
• YRSBEC – How To Start a Small Business – Newmarket, January 4, 2017
• Reminder: Aurora Town Hall closed December 24, 2016 – January 1, 2017
Attachments
None
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016
Item 1
Page 4 of 4
7.Adoption of Items Not Requiring Separate Discussion
Items 1 (with the exception of sub-items 2, 4, and 5) and 2 were identified as items not
requiring separate discussion.
Moved by Councillor Gaertner
Seconded by Councillor Mrakas
That the following recommendations with respect to the matters listed as “Items Not
Requiring Separate Discussion” be adopted as submitted to Council and staff be
authorized to take all necessary action required to give effect to same:
1.General Committee Meeting Report of November 15, 2016
That the General Committee meeting report of November 15, 2016, be received and the
following recommendations carried by the Committee be approved:
(3)CAO16-006 – Economic Development Model Review and Comparison
1.That Report No. CAO16-006 be received; and
2.That the Hybrid Model for Economic Development be endorsed; and
3.That staff be directed to bring forward an implementation plan for 2017.
Carried
Extract from
Council Meeting of
Tuesday, November 22, 2016
Attachment 1: Report No. CAO16-006 - Economic Development Model Review and Comparison
Town of Aurora
General Committee Report No. CAO16-006
Subject: Economic Development Model Review and Comparison
Prepared by: Anthony Ierullo, Manager of Long Range and Strategic Planning
Department: Office of the Chief Administrative Officer
Date: November 15, 2016
Recommendation
1.That Report No. CAO 16-006 be received; and,
2.That the Hybrid Model for Economic Development be endorsed; and
3.That staff be directed to bring forward an implementation plan for 2017.
Executive Summary
•On September 27, 2016, Council approved a motion directing staff to prepare an
evaluation of the prominent economic development models currently in use in
Ontario.
•Staff completed the analysis and identified three prominent economic development
models in Ontario: the Municipal model, the Non-profit Development Corporation
model and the Hybrid model.
•Staff is recommending that the Town implement a Hybrid model to deliver economic
development services in Aurora. The hybrid model is typically considered an
extension of the municipal model with the addition of a board/committee.
•If directed by Council, staff will bring forward an option for consideration as part of
the 2017 Budget and prepare for implementation of the recommended model in
2017.
Background
On September 27, 2016, Council approved the following Motion directing staff to
prepare an evaluation of the prominent economic development models currently in use
in Ontario:
Attachment 1
November 15, 2016 Page 2 of 7 Report No. CAO16-006
Whereas Municipal Economic Development is an activity which can be
undertaken under a variety of models; and
Whereas the Town of Aurora has currently adopted a Community Advisory
Committee approach; and
Whereas it is important that the Town of Aurora ensures adherence to best
practices;
Now Therefore Be It Hereby Resolved That the Chief Administrative
Officer investigate and report back to Council with regard to the best
model to deliver Economic Development Services for the Town of Aurora
moving forward; and
Be It Further Resolved That a survey be sent to Council, the Economic
Development Advisory Committee, and relevant staff to gauge the
effectiveness and areas of improvement for the current economic
development model; and
Be It Further Resolved That this report be brought back in time to be
considered for the 2017 budget.
The following analysis has been prepared in response to the above Council approved
motion. As directed by Council, staff completed a survey of staff, Council and the
Economic Development Advisory Committee. Generally, survey participants felt that
the current economic development model can be improved and additional focus,
accountability and resources are required in economic development. The results of the
survey are attached and have been considered as part of the following analysis.
Analysis
Three Prominent Economic Development Models in use in Ontario
Economic development services are provided through a variety of methods in Ontario.
The majority of communities currently rely on staff within a municipality to deliver
economic development services, while several larger municipalities have formed
economic development corporations operating at arms-length with oversight from an
independent board. These models are commonly referred to as the Municipal Model
and Non-profit Economic Development Corporation model. A limited number of
November 15, 2016 Page 3 of 7 Report No. CAO16-006
municipalities have adopted a Hybrid model that is supported by a committee or board.
All models have merits for providing opportunity for successful economic development
services delivery dependent on the community needs and level of cooperation with
partner jurisdictions. The various models are further described below:
The Municipal Model
Where economic initiatives are primarily development focused, municipalities typically
employ a Municipal model providing services “in house” to ensure strong connections
between the associated planning, public works, engineering and other municipal
departments. These services are often structurally associated to encourage
cooperation and enhanced customer service for economic development clients. This
model is common in municipalities with aging infrastructure and traditional industries
that are looking to make the shift to a more knowledge based or diversified economy.
Economic development portfolios usually include a variety of priorities including
business retention & expansion, brownfield redevelopment, industrial land development
and small business support. This model can also include the appointment of an
advisory committee to provide advice to Council on economic development
considerations. This model is most commonly used in Ontario, York Region and
Aurora. In York Region, the regional municipality offers support with economic
research, investment attraction and small business support.
The Non-Profit Development Corporation Model
The Non-profit Economic Development Corporation model can focus on a number of
functions including the marketing and promotion of the municipality but the mandate can
also include a wider range of economic development functions. It is often supported by
various levels of government and usually works in conjunction with the municipality it
serves. In Ontario, this model usually operates as a corporation without share capital.
A key component is the successful engagement of the private sector (as board
members and financial contributors) with a focus on investment attraction, marketing,
promotion and community investment.
Non-profit Economic Development Corporations operate at arms-length and are not
subject to the same limitations under the Municipal Act, 2001 related to bonusing and
land acquisition. Moreover, non-profit economic development corporations are often
eligible for funding and partnership opportunities that are not available to municipalities.
Primary funding is usually provided by the municipality with the potential for
supplementary private sector investment.
November 15, 2016 Page 4 of 7 Report No. CAO16-006
Recent research suggests that this model is most effective in suburban growth type
municipalities and relies heavily on a dedicated municipal staff with a mandate to deal
with non-residential development as a priority.
The Hybrid Model
The Hybrid model is typically an extension of the municipal model with the addition of a
board or committee. A less common application of this model is the appointment of a
non-profit development corporation that is supported through the municipal model. In
this instance, the corporation could hold a potential funding, advisory, investment and
redevelopment mandate in addition to the more typical strategy mandate associated
with the standard Advisory Committee mandate. The corporation is often less
autonomous and requires municipal approval to fund programs and initiatives.
The hybrid model can be effective for a mid-sized municipality that would like to take
advantage of the potential mandate of a Non-profit Economic Development Corporation,
while maintaining the connections between associated municipal functions and avoiding
the additional cost of establishing a stand-alone administration. These corporations
often have no assets or funding directly from the corporation, but are supported by
municipal staff.
Recommended Economic Development Model
There are a number of economic development models that can be employed to drive
economic development priorities. Aurora is a lower tier mid-sized community that would
typically employ a municipal model to deliver economic development services. This is
primarily due to the cost of administering a traditional Non-profit Development
Corporation (NPDC), the active role of Regional government in leading investment
attraction activities in York region and the Town’s position as an established community
that is approaching buildout.
However, there are a number of opportunities that are unique to Non-profit
Development Corporations that align with the planned economic development focus in
Aurora. Non-profit development corporations have the ability to provide incentives to
business to promote economic development. There are several hundred acres of
privately owned employment land that are coming to market in the coming years. The
Town may benefit from having the ability to offer business incentives in select instances
as a potential differentiator for large scale investment Aurora. In addition, Non-Profit
Development Corporations have the ability to acquire, manage, redevelop and sell real
estate to advance economic development opportunities. This may be beneficial in the
Town leading downtown revitalization activities and actively promoting employment
November 15, 2016 Page 5 of 7 Report No. CAO16-006
development. Corporations also often have access to unique funding and public private
partnership opportunities that may not always be available to a municipality due to
potential Municipal Act, 2001 restrictions.
Based on the above rationale, it is recommended that the Town pursue a Hybrid Model
to deliver economic development services. Under this proposed model, economic
development services would be delivered through an expanded Office of Economic
Development within the Planning and Building Services Department with close
alignment with the Office of the CAO. This expanded function would be supported by a
non-profit development corporation governed by an economic development committee
or board that would provide strategy and investment recommendations to Council in
specific areas of the economic development mandate. The committee or board would
“recommend” to Council any investments in proposed projects. Attachment 2 provides
a more detailed description of the proposed economic development proposal.
Economic Development Services
Economic development service providers, whether internal or external corporations,
provide a diverse range and numerous combinations of different functions or services
that may include the following:
• Site Selection
• Economic Research
• Information on Incentives
• Small Business Support/Business Advisory Services
• Property Sales & Management
• Development/Redevelopment Services
• Employment Land Revitalization
• Downtown Revitalization
• Marketing & Communications
• Events and Promotional Activities
• Investment Attraction
• Liaison and Advocacy with various levels of Government
• Information and Customer Service
• Tourism Development
• Strategic Planning Assistance
• Physician Recruitment
• Business Retention and Expansion
• Cultural Event support and Promotion
November 15, 2016 Page 6 of 7 Report No. CAO16-006
Next Steps
If Council supports the attached economic development proposal, the next steps
towards a targeted Q1 roll out would be:
1. Present Plan to Council (November 2016)
2. Establish required funding as part of the 2017 Budget
3. Provide a full Implementation Plan to Council (December 2016)
4. Begin development of Economic Development Board (January 2017)
5. Establish Economic Development Board (Q1 2017)
Advisory Committee Review
None
Financial Implications
It is proposed that the resources required to facilitate the proposed economic
development model are funded through the re-alignment or reallocation of existing or
planned budgets.
Communications Considerations
None
Link to Strategic Plan
The report supports the Strategic Plan goal of Enabling a Creative, Diverse and
Resilient Economy through its accomplishment in satisfying requirements in the
following key objective within this goal statement:
Promoting economic opportunities that facilitate the growth of Aurora as a desirable
place to do business.
November 15, 2016 Page 7 of 7 Report No. CAO16-006
Alternative(s) to the Recommendation
1. Direct staff to pursue an alternative economic development model.
Conclusions
On September 27, 2016, Council approved a motion directing staff to prepare an
evaluation of the prominent economic development models currently in use in Ontario.
Staff completed an analysis of available models and is recommending that the Town
implement a Hybrid Model to deliver economic development services. The Hybrid
model is typically an extension of the Municipal model with the addition of a board or
committee. If directed by Council, staff will bring forward a proposal for consideration as
part of the 2017 Budget and prepare for implementation in 2017.
Attachments
Attachment 1 — Economic Development Model — Survey Results
Attachment 2 — Economic Development Proposal
Previous Reports
1►no TI F
Pre -submission Review
Legal Services and members of the Executive Leadership Team have reviewed.
Departmental Approval/Approved for Agenda
Doug Nadorozny
Chief Administrative Officer
Economic Development Model Survey Results – November 2016
Q1: Do you believe that the current Economic Development model in Aurora (the Municipal model)
is effective at advancing economic development priorities?
Q2: If yes, why do you believe that the current economic development model in Aurora (the
Municipal model) is effective at advancing economic development priorities?
1.No response
2.Because there is direct staff accountability
3.The Municipal model is appropriate for a Town the size of Aurora and is well aligned with the
magnitude of growth anticipated within the current Strategic Plan.
Q3: If no, why do you not believe that the current economic development model in Aurora (the
Municipal model) is effective at advancing economic development priorities?
1.No response
2.Appears to be difficult to attract new business/hotels
3.Lack of focus/strategic direction
4.Personality conflicts
5.No clear mandate for current committee
6.Because there is currently very little priority on economic development – no full time economic
development staff with direct report to CAO
7.I just don’t see a strong focus on how the model is attracting, nurturing and retaining business
Q4: Conceptually, rank your preferred economic development model, as described above, for
advancing economic development priorities in Aurora?
Results inconclusive due to small sample size combined with a number of skipped responses and the
number of responses that indicated no preference at this time.
Q5: Are there specific considerations based on your experiences with the Economic Development
Advisory Committee or otherwise that you feel the Town should consider when determining the
most appropriate economic development model to deliver services in Aurora?
1.Careful (interview based) selection of committee/board members
2.Municipal model provides direct accountability. Town needs dedicated economic development staff
with direct report to Council to achieve results. Other 2 models dilute accountability.
3.An individual who is solely responsible for economic development and is responsible directly to the
CAO
4.If Council wishes to see more aggressive results within the economic development portfolio of the
Town, they should give serious consideration to increasing the staffing hours allocated to economic
development and expertise required to be successful at driving a more accelerated pace of growth.
5.Not sure – would like to be presented with the various models.
0 1 2 3 4 5 6 7 8
Yes
No
Number of Responses
Attachment 1
Economic Development Proposal
i
Economic Development Proposal
Attachment 2
Economic Development Proposal
ii
Contents
1. Introduction/Background ..................................................................................... 1
2. Strategic Role of Economic Development .......................................................... 2
3. New Economic Development Mandate .............................................................. 3
Expansion of Business Retention and Expansion Program ......................... 3
Relaunch and Expansion of Business Concierge Program .......................... 3
Responsible for Property Sales and Acquisitions ......................................... 4
Responsible for the Development of a scoped Tourism Program ................ 4
Expand Economic Development Marketing Activities .................................. 4
Develop and pursue economic development priority projects ...................... 4
4. Creation of Office of Economic Development to Support Mandate ................... 6
5. Re-launch of Economic Development Committee to Support Mandate ............. 8
6. Budget/Funding Considerations ......................................................................... 9
Capital Funding for Economic Development ................................................ 9
Operating Funds for Economic Development ............................................... 9
7. Next Steps… .................................................................................................... 10
Appendix A…. ....................................................................................................... 11
Economic Development Proposal
1
1. Introduction/Background
Economic development refers to the sustained, concerted actions of
policymakers and communities to improve the standard of living and economic
health of an area. At the core of economic development is the creation of quality
employment opportunities that enrich the lives of people. An enhanced quality of
life for our residents includes opportunities for employment, recreation, retail and
housing.
The Town currently has a limited service economic development function that
delivers core economic development services. The Town does not have any
staff position dedicated to economic development, although several staff have
been involved in economic development activities over the years. In total, less
than one full time equivalent is currently dedicated to economic development.
Based on research around economic development models, this level of
investment in economic development appears to be atypical for a community the
size of Aurora with significant economic development opportunities.
Generally, the volume and quality of work generated by staff working on
economic development projects represents good value for Council. However,
there appears to be a mismatch between the perceived strategic role of
economic development within the corporation and the operational focus on the
function. There are also loosely defined tourism and cultural development ideas
that can benefit from enhanced profile.
The proposed Office of Economic Development is structured to provide a right
sized solution that delivers services that leverage strategic opportunities and
objectives. It will provide a more proactive approach to advancing economic
development priorities.
Economic Development Proposal
2
2. Strategic Role of Economic Development
The Town is clearly committed to advancing economic development as a key
priority. This commitment is highlighted in the Town’s Strategic Plan, which
dedicates one of three Pillars of the Strategic Plan to the “Economy”. This
strategic policy focus highlights economic development as an integral priority for
Council and in the community.
The Town of Aurora’s Strategic Plan outlines a series of goals, objectives and
actions that help guide municipal decisions over the next two decades. This
action plan is guided by the economic goals, objectives and actions outlined in
the Strategic Plan (available at www.aurorastrategicplan.com).
In addition to the strategic role of economic development defined in the Strategic
Plan, Council has also approved a number of related economic development
strategies. This includes the Business Retention and Expansion Strategy and
related Action Plan, Tourism Strategy, Cultural Master Plan and Economic
Development Action Plan. The intent of the proposed Office of Economic
Development is to re-align resources to better reflect the strategic role of
economic development.
Economic Development Proposal
3
3. New Economic Development Mandate
There is an opportunity to review service levels in economic development to
better align with Council’s strategic priorities. This will require an expanded
mandate and scope for economic development that strategically positions the
function corporately. The expanded mandate will focus on the expansion of
services in strategic areas that offer the greatest return for Council. The newly
proposed mandate is as follows:
Expansion of Business Retention and Expansion Program
In late 2012, the Town of Aurora undertook over 150 business visits as part of
the Business Retention & Expansion (BR&E) program. The goal of this program
was to identify opportunities and actions to assist local businesses. This
program resulted in a number of successes in quickly and efficiently addressing
both opportunities and challenges highlighted by local businesses. Statistically, a
significant proportion of new job creation is generated through existing business
growth and networks. Moreover, maintaining an active and healthy relationship
with local business is at the core of economic development.
Based on best practices and the recent success of Business Retention and
Expansion efforts locally, it is recommend that the Town expand and formalize a
business visitation program, building on the previous work done in BR&E, with
the following targets:
• Target 500 business visitations each year (visit every business at
least once every three years).
• Meet with 10 largest employers semi-annually
• Identity and address red flag issues raised in a business visitation
within 30 days of the visitation
• Regularly update and implement an action plan that addresses longer
term issues raised by local business where appropriate
Relaunch and Expansion of Business Concierge Program
The Business Concierge Program is a unique program that streamlines and
prioritizes development applications for larger non-residential investors. The
program has had success in its limited application, but is currently resourced to
take a handful of applications annually. It is proposed that the program be
significantly expanded and relaunched as a strategic priority that coordinates all
non-residential development applications across the corporation. This will be
processed through the following structural changes:
Economic Development Proposal
4
1. All non- residential planning applications will be fully processed through
the proposed Economic Development Office through the reassignment of
internal resources within Planning and Building Services.
2. Non- residential minor variances, building permits and tree permits will be
overseen by economic development as part of a scaled business
concierge program that matches service levels with the complexity of the
application.
3. All non-residential permits and applications will be tracked and expedited
by the new Office of Economic Development.
4. Managing Cash in lieu of Parkland requirement for all non-residential
applications will be transferred from Legal services to the new Office of
Economic Development.
Responsible for Property Sales and Acquisitions
The Office of Economic Development will be responsible for managing property
sales and acquisitions corporately. This includes managing all property
purchases and sales, expropriations and land/building leases. This may include
the (re)development of Town owned lands for economic development purposes.
Responsible for Community Development to Enhance Tourism Opportunities
While Aurora lacks significant tourism infrastructure (i.e. hotel, convention venue,
major destination), the opportunity exists to enhance community assets and
activities that could ultimately assist in a longer term tourism focus. For example,
the numerous existing and planned activities around sport and culture could be
supported by economic development with the goal of enhancing the attendance
of visitors to the community.
Expand Economic Development Marketing Activities
There is an opportunity to partner with other levels of government to expand the
focus on economic development marketing to support strategic programs. This
includes developing economic development marketing material, managing
applicable web content and promoting downtown revitalization. Specific projects
include Community Improvement Plan (CIP) marketing, updating and managing
BusinessAurora.ca, promoting the hotel strategy if needed, preparing and
designing an economic development newsletter, engaging business on social
media, promoting the medical campus etc.
Develop and pursue economic development priority projects
Economic Development Proposal
5
There are a number of economic development priorities developed by Council
through its Strategic Plan and endorsed by the Economic Development Advisory
Committee through the Economic Development Action Plan. It is expected that
the Office of Economic Development will continue to lead strategic economic
development projects as directed by Council and the CAO. The following
strategic priorities are currently ongoing:
a. Post-Secondary Institution
b. Business Incubator
c. Entertainment District
d. Medical Campus
e. Hotel and Convention Centre
f. Broadband
g. Downtown Revitalization
h. Community Improvement Plans
Economic Development Proposal
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4. Creation of Office of Economic Development to
Support Mandate
In order to support the expanded economic development mandate, a new Office
of Economic Development is proposed. This group will represent economic
development as a strategic priority for Council with authority to prioritize and
advance key economic development initiatives. The Office will have prominence
within the organization to reflect its strategic role. In order to facilitate this
transition:
• Roles and responsibilities will be redefined to create added focus on
economic development.
• Titles will be restructured to provide added emphasis on economic
development
• Economic development objectives will be highlighted at both ELT and
Council
• Economic Development will have a direct reporting relationship to the
CAO
In addition to the above, the following staffing changes will be employed to
ensure that there are sufficient resources allocated to achieve the expanded
mandate:
• Re-evaluation and re-definition of the Manager of Long Range and
Strategic Planning role to a position that includes a strategic focus on
economic development in addition to other complementary functions
including planning, strategic planning and property sales and acquisitions.
This process began with the re-organization of the environmental
initiatives portfolio into Infrastructure and Environmental Services to create
additional capacity for economic development at this level.
• Dedicating .5 FTE from the Senior Policy Planner role to assist with the
enhanced Business Concierge Program
• Dedicating .5 FTE from the Program Manager, Economic Planning to
assist with the enhanced Business Concierge Program
• The creation of a new economic development position to manage
expanded Business Retention and Expansion program as well as other
economic development functions.
Economic Development Proposal
7
• Partner with Corporate Communications to lead the development of
economic development marketing materials, manage web design/content
and promote downtown revitalization initiatives. Examples of projects that
could benefit from added marketing resources include CIP marketing,
review/update of businessaurora.ca, promotion of hotel strategy (if
needed), development of a regular economic development newsletter,
engaging business through social media, promotion of a medical campus.
Economic Development Proposal
8
5. Restructuring of Community Participation in Economic
Development to Support Mandate
In order to support the expanded economic development mandate, it is
recommended that Council consider a restructuring of the Economic
Development Advisory Committee. The Committee should have a defined
structure through the creation of a Community Development Corporation.
Membership should include targeted influential business leaders for specific
sectors that play a significant role in the community.
This new corporation would have a Council endorsed mandate to advance
downtown revitalization objectives through the recommendation of funds for
festivals, events and other activities that promote economic development. This
supports the clear link between economic development and culture as
highlighted in the Town’s Cultural Master Plan. This may also include the ability
to recommend investment in strategic economic development initiatives and
projects including Community Improvement Plan programs. Council may also
want to eventually consider added accountability for managing potential
public/private partnerships including property assets such as the former Aurora
Hydro Building, Aurora Armory, potential Aurora Promenade land
holdings/expropriations and Broadband/Small Cell agreements.
A preliminary terms of reference (Appendix A) has been developed to articulate
the potential role and function of this new board.
Economic Development Proposal
9
6. Budget/Funding Considerations
An expanded economic development mandate will require additional resources
to implement. It is proposed that these resources be realized through the re-
alignment or reallocation of existing or planned funding. These costs and the
associated recommended funding approach are described below:
Capital Funding for Economic Development
It is recommended that Council redirect existing approved CIP funding (approx.
$600,000) to a more general Economic Development Reserve Fund that could
be used to fund economic development projects. Despite efforts to actively
promote the program, there has been limited interest in the CIP program to date.
The proposed new fund could continue to support the funding of CIP applications
through the Aurora Promenade CIP, but also offer funding for other potential
economic development projects as approved by Council.
Council currently funds $200,000 per year through the capital budget to support
the implementation of the CIP. It is recommended that Council continue to
dedicate these CIP funds to economic development programs with an annual
contribution of $100,000 to the Economic Development Reserve Fund. The
remaining funds could be allocated to the operating budget to implement the
related operational changes in economic development including the additional
staff position.
Operating Funds for Economic Development
The proposal calls for the realignment of existing staff to support the expanded
mandate. However, additional operating resources will be required to implement
the program. These costs are primarily related to required additional staff
resources and are estimated at $100,000. As mentioned above, it is proposed
that $100,000 from previously committed capital funding be transferred to the
operating budget to offset these costs.
The proposed funding model realigns and redirects existing Council approved
funding to implement the proposed Office of Economic Development at no
additional cost to the community.
Economic Development Proposal
10
7. Next Steps
1. Present Plan to Council (November 2016)
2. Establish required funding as part of the 2017 Budget
3. Provide a full Implementation Plan to Council (December 2016)
4. Begin development of Economic Development Board (January 2017)
5. Establish Economic Development Board (Q1 2017)
Economic Development Proposal
11
Appendix A
Aurora Community Development Corporation
Draft Preliminary Terms of Reference
The Aurora Community Development Corporation (ACDC) is a non-share, not-for-profit,
corporation, incorporated under the Business Corporations Act and Municipal Act, 2001
and is the economic development arm of the Town of Aurora. On behalf of the Council
of the Town of Aurora, the Aurora Community Development Corporation provides
strategic leadership and coordination of community economic development. The ACDC
works with partners (provincial and federal governments, community agencies,
educational institutions and local businesses) to strengthen and diversify existing
business, attract new business and investment, and coordinate strategic economic
development initiatives within the community.
The goal of the Board of Directors is to strengthen economic development and quality of
life within Aurora by:
• supporting the expansion of current businesses;
• advising on Downtown Revitalization Activities;
• attracting, brokering and facilitating new business development; and,
• encouraging continued economic diversification.
This is accomplished by the Board:
• assisting in the expansion of current businesses and the development of new
businesses;
• making recommendations to Council on funding and grants to advance
downtown revitalization objectives and strategic economic development
initiatives and projects;
• promoting public/private partnerships opportunities that advance economic
development interests;
• recommending programs to Council that actively promote Aurora as a centre for
advanced manufacturing, information technology and telecommunications,
environmental technology, medical and related technologies, finance, insurance,
real estate and leasing; and,
Economic Development Proposal
12
• recommending programs that actively promoting Aurora as York Region’s centre
for education and training, business services, health services and government
services.
The Economic Development staff at the Town of Aurora serve as support to the Board
of Directors at the Aurora Community Development Corporation.
Board Composition
The Board of Directors is composed of up to 8 private citizens that serve three-year
terms and represent the various economic and geographic sectors of our community.
Private members should be primarily influential business leaders that play a significant
role in the community. Membership should include representation from large and small
businesses, public and private sectors, private/public education, non-profit and
accommodation/tourism providers. Previous membership on a governance board is an
asset. In addition to the private members, the Board will include two Town Councillors
and the Mayor of the Town of Aurora. A more detailed skills matrix will be developed
and approved by Council prior to the establishment of the Board.
Economic Development Strategy
The ACDC provides a critical advisory role in promoting economic growth and
diversification in the Town of Aurora. Economic development goals should seek to build
on local strengths, mitigate inherent weaknesses, convey the desired outcomes of the
strategic planning process and speak directly to the aspirations of the community.
The ACDC is responsible for working with community stakeholders to develop and
maintain an Economic Development Strategy to guide economic development activities
and investment over the short, medium and long term. This Strategy will be updated
and approved by Council every 5 years.
Operational Activities
In addition to the preparation of an Economic Development Strategy, the ACDC Board
of Directors will also be responsible for reviewing the Economic Development
Operational Plan that will be presented to the Board and approved by Council on an
annual basis.
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7. Adoption of Items Not Requiring Separate Discussion
Items 1 (with the exception of sub-items 2, 3, and 8), 2, 3, and 5 were identified as items not
requiring separate discussion.
Moved by Councillor Pirri
Seconded by Councillor Kim
That the following recommendations with respect to the matters listed as “Items Not
Requiring Separate Discussion” be adopted as submitted to Council and staff be
authorized to take all necessary action required to give effect to same:
1. General Committee Meeting Report of November 1, 2016
That the General Committee meeting report of November 1, 2016, be received and the
following recommendations carried by the Committee be approved:
(11) Economic Development Advisory Committee Meeting Minutes of October
13, 2016
1. That the Economic Development Advisory Committee meeting minutes of
October 13, 2016, be received for information.
Carried
Extract from
Council Meeting of
Tuesday, November 8, 2016
Economic Development Advisory Committee Meeting Agenda
Thursday, December 8, 2016
Item 3
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