AGENDA-Finance Advisory Committee-20210308Town of Aurora
Finance Advisory Committee
Meeting Agenda
Date:Monday, March 8, 2021
Time:5:45 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.
2.Approval of the Agenda
3.Declarations of Pecuniary Interest and General Nature Thereof
4.Receipt of the Minutes
4.1.Finance Advisory Committee Meeting Minutes of February 9, 2021 1
That the Finance Advisory Committee meeting minutes of February 9,
2021, be received for information.
5.Delegations
Note: At this time, the Municipal Offices are closed. This meeting will be live
streamed at https://www.youtube.com/user/Townofaurora/videos. Anyone
wishing to provide comment on an agenda item is encouraged to visit
www.aurora.ca/participation for guidelines on electronic delegation.
6.Matters for Consideration
6.1.Memorandum from Manager, Financial Management; Re: 2022 Budget
Process and Timelines
4
That the memorandum regarding the Town’s 2022 Budget
Process and Timelines be received for information.
1.
6.2.Memorandum from Project Management Office; Re: Town's Major
Capital Projects Update
7
That the memorandum regarding Town’s Major Capital Projects1.
Update be received for information.
6.3.Memorandum from Manager, Financial Management; Re: Summary of
the Finance Advisory Committee’s Term Accomplishments To Date
39
That the memorandum regarding Summary of the Finance
Advisory Committee’s Term Accomplishments To Date be
received for information.
1.
7.New Business
8.Adjournment
1
Town of Aurora
Finance Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Tuesday, February 9, 2021
5:45 p.m.
Video Conference
Committee Members: Councillor Harold Kim (Chair)
Mayor Tom Mrakas
Councillor Michael Thompson
Other Attendees: Doug Nadorozny, Chief Administrative Officer
Rachel Wainwright-van Kessel
Jason Gaertner, Manager, Financial Management
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 Chair called the meeting to order at 5:54 p.m.
2. Approval of the Agenda
Moved by Mayor Mrakas
Seconded by Councillor Thompson
The agenda as circulated by Legislative Services, be approved.
Carried
Page 1 of 41
2
3. 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.
4. Receipt of the Minutes
4.1 Finance Advisory Committee Meeting Minutes of January 19, 2021
Moved by Mayor Mrakas
Seconded by Councillor Thompson
That the Finance Advisory Committee meeting minutes of January 19,
2021, be received for information.
Carried
5. Delegations
None.
6. Matters for Consideration
6.1 Memorandum from Manager, Financial Management; Re: Corporate
Revenues & Expenses Budget Line by Line Review
Staff provided a brief overview of the line-by-line review of the Corporate
Revenues and Expenses Budget, noting that this is the last line-by-line
review that will be conducted by the Finance Advisory Committee. The
Committee reviewed the budget materials and inquired about several line
items and variances. Staff provided clarification on the items including
budgets for bank charges, capital loan repayments, other revenue, audit
fees, and the industrial vacant land tax revenue class.
Moved by Mayor Mrakas
Seconded by Councillor Thompson
1. That the memorandum regarding the Corporate Revenues and
Expenses Budget Line by Line Review be received; and
2. That the comments and suggestions of the review of the detailed
financial information for the Corporate Revenue and Expenses Budget
Page 2 of 41
3
be received and referred to staff for consideration and action as
appropriate.
Carried
6.2 Memorandum from Administrative Assistant to Director, Finance; Re:
Internal Audit Status Update
Staff provided a brief update regarding the various internal audits
conducted in 2019 and 2020. The Committee inquired if any irregularities
were found with the WAMCO water reading software data and sought
clarification regarding improving process documentation, and staff
provided clarification. The Committee referred to the suggestions
regarding continuous improvements and inquired about the possibility of
formalizing a corporate wide continuous improvement process. Staff
provided a response noting that currently various foundational
approaches have already been implemented to mitigate the Town's
continuous improvement measures on an ongoing basis.
Moved by Councillor Thompson
Seconded by Mayor Mrakas
1. That the memorandum regarding Internal Audit Status Update be
received for information.
Carried
7. New Business
The Committee sought an update regarding the year-end financial impacts from
the ongoing COVID-19 pandemic, and staff provided a response noting that the
year-end process is ongoing, and a forecast update is forthcoming.
8. Adjournment
Moved by Mayor Mrakas
Seconded by Councillor Thompson
That the meeting be adjourned at 6:19 p.m.
Carried
Page 3 of 41
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Memorandum
Finance
_______________________________________________________________________________________
Re: 2022 Budget Process and Timelines
To: Finance Advisory Committee
From: Jason Gaertner, Manager, Financial Management
Date: March 8, 2021
_______________________________________________________________________________________
Recommendation
1. That the memorandum regarding the Town’s 2022 Budget Process and Timelines be
received for information.
Background
On December 10, 2019, Council approved its first three-year multi-year operating budget
for 2020, 2021 and 2022. It has now reached the final year of its budget lifecycle being
the reaffirmation of the previously approved 2022 operating budget.
On December 15, 2020, Council re-affirmed the 2.9 percent tax increase for the 2022
budget.
Analysis
As per the Town’s multi-year budget framework, Council will be presented with a
proposed 2022 operating budget for its reaffirmation along with the 2022 capital budget
and 10-year capital plan. The budget will highlight the changes to the previously
approved operating budget, new capital project requests and provide an updated 10-
year capital plan. This budget will then move forward to Budget Committee for their
review prior to returning to Council for approval.
This year’s budget process will continue to include both the operating and capital
budget reviews together. The following table presents the proposed budget meeting
agenda / schedule which includes the same amount of meeting time that was included
in the 2021 budget process.
Page 4 of 41
2022 Budget Process and Timelines
March 8, 2021 2 of 3
Budget Meeting Schedule
Meeting Description Date
2022 Budget Public Session Tuesday June 1st
Council – Budget Kickoff Tuesday October 26th
Budget Committee Reviews
Monday November 8th
Monday November 15th
Saturday November 20st
Monday November 22nd
Monday November 29th
Council Approval Tuesday December 14th
On October 26th, Council will receive the proposed 2022 Budget Introduction report and
a presentation to kick off this year’s budget process. The 2022 budget documents will
be provided to Budget Committee members at the end of this meeting.
In November the Budget Committee will have meetings scheduled to review the
proposed operating and capital budget. On November 8th, the Budget Committee will
receive a presentation outlining the proposed changes to the 2022 approved multi-year
budget. Then Budget Committee will be able to review the operating budget for each
department at this time.
The Town’s community partners will present to the Budget Committee on November
15th:
Central York Fire Services
Aurora Public Library
Aurora Cultural Centre
Aurora Historical Society
Aurora Sports Hall of Fame
Aurora Business Improvement Area (BIA)
Page 5 of 41
2022 Budget Process and Timelines
March 8, 2021 3 of 3
For 2022, the Aurora Business Improvement Area organization will be asked to present
its upcoming year’s operational plan to the Budget Committee along with the Town’s
other partners.
Upon completion of its operating budget review, the Budget Committee will commence
its review of the Town’s proposed 2022 Rehabilitation & Replacement, Growth & New
and Studies & Other capital projects.
Final Council approval of the 2022 Budget (operating and capital) is planned for
December 14, 2021.
Communications Considerations
The Town will develop a comprehensive communication plan for the budget input
process as well as the budget as a whole. As in past practice, the plan will include
elements of informing, and elements of engaging, the public in the process. The budget
input process will be promoted by way of online media as well as traditional media.
Further details will be made available as the plan is implemented.
Attachments
None
Page 6 of 41
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Memorandum
Corporate Services
_______________________________________________________________________________________
Re: Town’s Major Capital Projects Update
To: Finance Advisory Committee
From: Lianne Jalali, Project Management Office, Corporate Services
Date: March 8, 2021
Recommendation
1. That the memorandum regarding Town’s Major Capital Projects Update be received
for information.
Background
The Town currently has multiple major capital projects underway in varying stages of
completion. These major projects include the following:
Library Square
Fire Hall 4-5
Joint Operations Centre Additional Work
Financial System
Technology Strategic Plan – Implementation
Analysis
Library Square
The project is generally on track. Chandos Construction Ltd. continued demolition and
excavation works at the Library and School House throughout the month of January and
February 2021.
Library:
The west entrance tower to the Library has now been completely removed, excluding
the foundations. Interior demolition continues on the 1st and 2nd floor of Library.
Temporary ductwork and HVAC units are being installed at the east and west elevations
Page 7 of 41
Town’s Major Capital Projects Update
March 8, 2021 2 of 8
of Library, this will provide interim heating during the disconnect and relocation of the
existing roof top units. Excavation of the future elevator pit, located within the 1st floor
Magna meeting room, is underway.
Church Street School House:
The north stair elevator shaft of the Church Street School House has been completely
demolished, as well as excavation and underpinning along the existing rubble
foundation.
The relocation and upgrade of the gas meter will likely be deferred to Spring / Summer
2021, as installing it now would cause interferences with the construction of the new
Performing Arts building. Excavation throughout the site continues, as old site services
are decommissioned, and new site services are installed. Demolition of the retaining
wall at the existing parking lots is nearly complete as Chandos brings down the site
grade to its future elevation.
Project Schedule:
The baseline schedules issued by Chandos on December 2nd, 2020 remains the current
construction schedule of record. The targeted Substantial Performance date of August
16th, 2022 currently remains intact.
Milestone Baselined Completion Expected Completion
Substantial Performance August 2022 August 2022
Occupancy August 2022 August 2022
Total Completion November 2022 November 2022
Budget Status:
The project budget has been baselined for $51,939,700 (including HST). Chandos’
contract price excluding Cash Allowances is $39,394,615. The Cash Allowance amount
of $1,615,250 will be tracked separately as the various areas of scope are implemented
throughout the Construction process. Currently there are twenty-seven (27)
Contemplated Change Notices (CCNs) issued by RAW and TPP, and four (4) Request for
Change Orders (RFCOs) issued by Chandos - any potential costs for these will be drawn
from the construction contingency.
Page 8 of 41
Town’s Major Capital Projects Update
March 8, 2021 3 of 8
Description Total Budget Committed
Forecast Cost at
Completion
Forecast
Variance at
Completion
Consultant Fees $4,750,272 $4,724,077 $4,750,272 $0
Construction
Costs
$41,009,865 $41,009,865 $41,009,865 $0
Town
Allowances
$1,280,735 $368,221 $1,280,735 $0
Contingencies $4,000,500 $214,263 $4,000,500 $0
HST $898,328 $811,398 $898,328 $0
Total $51,939,700 $47,127,813 $51,939,700 $0
The overall status update for this project can be found under Attachment #1.
Fire Hall 4-5
Overall progress of the project is satisfactory.
Building: The installation of foundations and all footings are complete. Structural steel
is complete. The installation of steel decking and core floor slabs commenced on
February 17, 2021. The installation of underground plumbing is at 90% completion.
Service connections: Coordination of servicing to the site for hydro and gas are ongoing;
however, dates for installation have not been confirmed yet.
Communications: The communications division is developing a dedicated webpage for
Station 4-5 on both Aurora and Newmarket website.
Project Schedule
The delay in project delivery date is a result of soil conditions and installation of the
Helical Piles. The revised schedule has been approved by the project sponsor.
Page 9 of 41
Town’s Major Capital Projects Update
March 8, 2021 4 of 8
Milestone Baselined Completion Expected Completion
Occupancy February 28, 2022 March 7, 2022
Substantial Performance March 8, 2022 March 15, 2022
Total Completion May 25, 2022 June 1, 2022
Budget Status:
Non-Construction Costs Approved Budget
Change Orders
Approved to
Date Payments to Date
Architect $600,000 $437,765
Furniture, Fixture, Signage
etc.
$506,500 $0
Prefab shed for training $250,000 $0
Allowance for props $100,000 $0
Project Management $51,200 $0
Public Art Contribution $36,100 $0
Total $1,543,800 $437,765
Construction Costs
Tender Revised Bid $10,836,817 $1,612,089
Non-Recoverable HST
(1.76%)
$190,728 $51,143
Contingency (10%) $1,083,682 $771,060.74
Total Construction Cost $12,111,227 $2,434,292.74
Total Project Cost $13,655,027 $2,872,057.74
Page 10 of 41
Town’s Major Capital Projects Update
March 8, 2021 5 of 8
Currently there are Eleven (11) Change Orders have been approved. The total amount of
the approved Change Orders is $771,060.74 that has been drawn from the construction
contingency.
Risks and issues:
Winter weather continues to be a potential risk to the performance of work on site. The
minimal delays have been experienced to date.
The overall status update for this project can be found under Attachment #1.
Joint Operations Centre Additional Work
The objective of this project is to complete the outstanding capital works of the JOC.
The project is divided into thirteen (13) sub-projects. The following table reflects the
status of each sub-project.
Sub-Project Status
Back Lot Paving and Full Build Out Complete
Upper Parking Lot and Rear Yard Complete
JOC Landscaping In progress – Completion in Spring 2021
Garbage Tipping Station Complete
Storage Buildings In progress – Completion in Summer 2021
Automated Gate Control Complete
South Side Exterior Finishing Complete
Furniture Complete
Entry Pylon Exterior Sign This is a part of the Exterior Pylon Sign project
for the Town’s facilities
Intercom System Cancelled
Page 11 of 41
Town’s Major Capital Projects Update
March 8, 2021 6 of 8
Sub-Project Status
Third Floor Build Out Complete
Building Exterior Sign Complete
Soil Quality at Back of Property Complete
Budget Status:
Budget Status Cost Note
Approved Budget $2,185,200
Committed $1,431,086 65% project budget
The overall status update for this project can be found under Attachment #1.
Financial System
The Town's current suite of core financial system tools will be replaced with an
integrated financial system that has an integrated "procurement to payment"
functionality, integrated budget & general ledger system, contract, and project
management capabilities & highly customizable reporting. The first phase includes
development of the specifications for the new system including its RFP development.
The second phase will include the purchase and implementation of all key financial
software components which will form the new integrated financial system.
Overall Project Status:
The first phase of the project has been kicked off in 2020. The Town has engaged a
consultant to assist in requirement gathering for the financial system. The consultant
has completed multiple consultations of the Town’s key stakeholders and desired
future state process maps in support of their development of the Town’s financial
system requirements. The Town anticipates that it will complete Phase I on time with
the issue of the new Financial System’s RFP in Q3, 2021.
Page 12 of 41
Town’s Major Capital Projects Update
March 8, 2021 7 of 8
Budget Status
Budget Status Cost Note
Approved Budget $1,500,000
Committed $125,869 8.4% project budget
Technology Strategic Plan – Implementation
The Technology strategic plan (TSP) is a comprehensive document that has been
prepared by Perry Group Consulting Ltd. in collaboration with Town’s staff. This
document elaborates the need for transformational change for the Town to enhance the
quality of customer service, operational efficiency, and productivity. The TSP is a five-
year plan that will be implemented in three (3) phases.
Phase 1 - New IT: Revamping the technology management model and establish a more
collaborative environment.
Timeline: 2020 – 2022
Phase 2 - Process Digitization and Mobilization: Streamlining and digitalizing the
Town’s core business processes (HR, Planning, Permitting, Asset and Work
Management, Finance)
Timeline: 2020 – 2024
Phase 3 - Optimization through Data and Digital Services: Using the data from process
digitization to become a data-driven organization.
Timeline: 2022 – 2024
An IT Governance Committee is being established to provide oversight to the Town’s
strategic technology roadmap, information technology investments and monitor the
delivery of the Town’s technology portfolio. This committee will start to meet in Q2,
2021. The committee will provide update on TSP implementation progress to FAC on a
regular basis and an annual update to Council.
Page 13 of 41
Town’s Major Capital Projects Update
March 8, 2021 8 of 8
On February 16, 2021, Town’s IT Manager provided an update to Council with the
progress that Town has been made in the implementation of the Technology Strategic
Plan. The Report No. CS21-015 has been attached for your reference.
Attachments
Attachment #1 – Major Capital Project Update:
Library Square
Fire Hall 4-5
Joint Operations Centre Additional Work
Attachment #2 – Report No. CS21-015
Attachment #3 – TSP Progress Report
Page 14 of 41
PROJECT NAME BEGIN FINISH
(Total Completion)# of DAYS STATUS PROJECTED COMMITTED REMAINDER STATUS
Firehall - Construction Phase May 20, 2020 June 1, 2022 742 On schedule $13,655,027 $2,872,058 $10,782,969 On budgetJOC - Additional Work October 1, 2018 September 30, 2021 1095 On schedule $2,185,200 $1,431,086 $754,114 On budget
Library Square - Construction Phase October 5, 2020 November 30, 2022 786 On schedule $51,939,489 $47,127,813 $4,811,676 On budget
Total $67,779,716 $51,430,957 $16,348,759
Project Status Legend
On schedule Everything is progressing as planned. No intervention from the sponsor is required Concerned Some risks and issues have been identified but the project team is handling and monitoring them
Delayed/Over budget Major problems affected the project timeline and budget. The sponsor's intervention is required in this case
Row Labels Sum of REMAINDER Sum of PROJECTED Sum of COMMITTED
JOC - Additional Work 754114 2185200 1431086Firehall - Construction Phase 10695669.26 13567727 2872057.74
Library Square - Construction Phase 4811676 51939489 47127813
Grand Total 16261459.26 67692416 51430956.74
Attachement#1Major Capital Projects Update Summary - March 2021
Timeline BUDGET
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
JOC - Additional Work Firehall - Construction Phase Library Square - Construction Phase
Project Budget Summary
Sum of REMAINDER
Sum of PROJECTED
Sum of COMMITTED
Values
PROJECT NAME
Page 15 of 41
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.
Attachment 2
Page 16 of 41
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
Page 17 of 41
February 16, 2021 3 of 11 Report No. CS21-015
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.
Page 18 of 41
February 16, 2021 4 of 11 Report No. CS21-015
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
Page 19 of 41
February 16, 2021 5 of 11 Report No. CS21-015
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.
Page 20 of 41
February 16, 2021 6 of 11 Report No. CS21-015
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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February 16, 2021 7 of 11 Report No. CS21-015
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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February 16, 2021 8 of 11 Report No. CS21-015
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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February 16, 2021 9 of 11 Report No. CS21-015
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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February 16, 2021 10 of 11 Report No. CS21-015
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
Page 26 of 41
TSP PROGRESS
REPORT.DOCX
Michael Mulvenna - Manager, IT
Attachment 3
Page 27 of 41
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
Page 28 of 41
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
Page 29 of 41
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
Page 30 of 41
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.
Page 31 of 41
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
Page 32 of 41
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
Page 33 of 41
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.
Page 34 of 41
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.
Page 35 of 41
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
Page 36 of 41
2020 Technology Strategic Plan Progress Report
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.
Page 37 of 41
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.
Page 38 of 41
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Memorandum
Finance
Re: Summary of the Finance Advisory Committee’s Term Accomplishments To
Date
To: Finance Advisory Committee
From: Jason Gaertner, Manager Financial Management
Date: March 8, 2021
Recommendation
1. That the memorandum regarding Summary of the Finance Advisory Committee’s
Term Accomplishments To Date be received for information.
Background
The Finance Advisory Committee’s term aligns with Council’s covering the period from
2018 to 2022. The primary function of the Finance Advisory Committee is to assist
staff, Council and the Corporation in fulfilling its fiscal responsibilities by reviewing and
recommending on the long-range corporate financial planning process, capital planning
initiatives, and fiscal policy matters. The Committee’s mandate includes advance input
into the annual budgeting processes to help enhance reporting and analysis to ensure
that the Town is delivering values, programs, and services in the most effective and
efficient manner.
As of this report, the Finance Advisory Committee has concluded more than half of its
term.
Analysis
To date, the Finance Advisory Committee has accomplished a great deal.
All departmental detailed budget reviews are now complete
As per the Town’s budget process document, the Committee performs a detailed review
of each department and community service partner’s core operating budgets prior to
Page 39 of 41
Summary of the Finance Advisory Committee’s Term Accomplishments To Date
March 8, 2021 Page 2 of 3
the conclusion of its term. These detailed reviews allow for a more strategic review of
the Town’s draft operating budgets by the Budget Committee.
The Committee has now completed its detailed budget review for all of the Town’s
departments and community service partners which included:
Aurora Public Library (May 2019)
Aurora Historical Society (June 2019)
Corporate Services (September 2019)
Community Services (January 2020)
Planning & Development Services (September 2020)
Aurora Cultural Centre (October 2020)
Operational Services (November 2020)
Finance (December 2020)
Council Administration & the Office of the CAO (January 2021)
Corporate Revenues & Expenses (February 2021)
Over the course of these detailed reviews any arising budget concerns were explored by
the Committee and were addressed as part of an upcoming budget process.
The Finance Advisory Committee examined and provided feedback on many important
subject areas
Over the first half of its term, the Finance Advisory Committee has reviewed and
provided its feedback and/or endorsement on multiple subjects including:
1) Recommendations to Council’s updated Budget Principles and Budget Process
documentation including:
a. Improvements to the budget process based on a reflection of the 2019
budget process
b. Endorsement of the Town’s first multi-year budget framework
2) Began to explore the option for the Town’s participation under a prudent investor
regime as a member of the ONE Joint Investment Board.
3) Reviewed and provided input in support of the Town’s updated recreational
program pricing policies.
4) Annual reviews and endorsement of the Council’s budget direction to staff.
5) The on-going monitoring of the Town’s delivery of its major capital projects
including:
a. New Fire Hall 4-5
Page 40 of 41
Summary of the Finance Advisory Committee’s Term Accomplishments To Date
March 8, 2021 Page 3 of 3
b. Joint Operations Centre Additional Work
c. Library Square
d. 89 Mosley (Armoury) Renovation
6) The on-going monitoring of the Town’s internal audit program.
Attachments
None
Page 41 of 41